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Definition
Stress may be defined as "a state of psychological and / or physiological imbalance
resulting from the disparity between situational demand and the individual's ability
and / or motivation to meet those demands."
Stress is the body's reaction to a change that requires a physical, mental or
emotional adjustment or response. It can be caused by both good and bad
experiences. When people feel stressed by something going on around them, their
bodies react by releasing chemicals into the blood. These chemicals give people
more energy and strength, which can be a good thing if their stress is caused by
physical danger. But this can also be a bad thing, if their stress is in response to
something emotional and there is no outlet for this extra energy and strength.
Stress can be positive or negative. Stress can be positive when the situation offers
an opportunity for a person to gain something. It acts as a motivator for peak
performance. Stress can be negative when a person faces social, physical,
organisational and emotional problems. Stress can cause headaches, eating
disorder, allergies, insomnia, backaches, frequent cold and fatigue to diseases such
as hypertension, asthma, diabetes, heart ailments and even cancer.
What stress is not?
The word stress has been used so loosely, and so many confusing definitions of it
have been formulated, it is useful to state what does not constitute stress. Each of
the following does not amount to stress:
Stress is not nervous tension:
People exhibiting these behaviours may not under stress.
Stress is not the nonspecific result of damage on:
Normal and even pleasant activities can produce considerable stress
without causing conspicuous damage.
Stress is not that which causes an alarm reaction:
The stressor does that, not stress itself.
Stress itself is not a nonspecific reaction:
The pattern of the stress reaction is very specific. it affects certain
organs in a highly selective manner.
Stress is not a reaction to a specific thing:
The stress response can be produced by virtually any agent.

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Stress is not necessarily undesirable:
It all depends on how you take it. The stress of failure, humiliation,
is detrimental; but that of exhilarating, creative, successful work is
beneficial. The stress reaction, like energy consumption, may have good
or bad effects.
Stress cannot and should not be avoided:
Everybody is always under some degree of stress. The statement
"He is under stress" is just as meaningless as "He is running a
temperature.” What we actually refer to by means of such phrases is an
excess of stress or of body temperature.
If we consider these points, we may easily be led to conclude that stress cannot be
defined, and that perhaps the concept itself is just not sufficiently clear to serve as
the object of scientific study. Nevertheless, stress has a very clear, tangible form.
Countless people have actually suffered or benefited from it. Stress is very real and
concrete indeed, and is manifested in precisely measurable changes within the body.
Hans Selye's Model of Stress
Stressors like heat, pain, toxins, viruses, cause the body to respond with a
fight-or-flight response.
Stress consists of physiological reactions that occur in three stages:
Alarm Upon encountering a stressor, body reacts with “fight-or-flight”
Phase response and sympathetic nervous system is activated.
Hormones such as cortisol and adrenalin released into the
bloodstream to meet the threat or danger.
The body’s resources now mobilized.
Resistance Parasympathetic nervous system returns many physiological functions
Phase to normal levels while body focuses resources against the stressor.
Blood glucose levels remain high, cortisol and adrenalin continue to
circulate at elevated levels, but outward appearance of organism
seems normal.
Increase HR, BP, breathing
Body remains on red alert.

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Exhaustion If stressor continues beyond body’s capacity, organism exhausts
Phase resources and becomes susceptible to disease and death.
LEVELS OF STRESS
Stress can be both positive and negative. It is our response to stress—how we
manage stress—that makes a difference in terms of how it affects us.
Two types of Levels:
EUSTRESS
Stress resulting from pleasant events or conditions is called eustress.Eustress can
be defined as a pleasant or curative stress. We can't always avoid stress, in fact,
sometimes we don't want to. Often, it is controlled stress that gives us our
competitive edge in performance related activities like athletics, giving a speech, or
acting.
DISTRESS
Stress resulting from unpleasant events or conditions is called distress.
Bad stress
If a stimulus we react to is negative, we are actually feeling “distress” though
we label it as stress. e. g. death of a close friend.
Acute stress
Acute stress is usually for short time and may be due to work pressure,
meeting deadlines pressure or minor accident, over exertion, increased physical
activity, searching something but you misplaced it, or similar things.
Chronic stress
Chronic stress is a prolonged stress that exists for weeks, months, or even
years. This stress is due to poverty, broken or stressed families and marriages,
chronic illness and successive failures in life. People suffering from this type of
stress get used to it and may even not realize that they are under chronic stress. It is
very harmful to their health.

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Both distress and eustress elicit the same physiological responses in the body. While
stress may not always be negative, our responses to it can be problematic or
unhealthy. Both positive and negative stressful situations place extra demands on
the body—your body reacts to an unexpected change or a highly emotional
experience, regardless of whether this change is good or bad. If the duration of
stress is relatively short, the overall effect is minimal and your body will rest, renew
itself, and return to normal.
FIGURE: PERFORMANCE WITH STRESS LEVEL

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WORK STRESS MODEL
Figure contains a typical model of occupational stress.
POTENTIAL STRESSORS
Factors that cause stress are called "Stressors." The following are the sources or
causes of an organisational and non-organisational stress.
INDIVIDUAL LEVEL STRESSORS:
1) Career Changes: When a person suddenly switches over a new job, he is under
stress to shoulder new responsibilities properly. Under promotion, over
promotion, demotion and transfers can also cause stress.
2) Career Concern : If an employee feels that he is very much behind in corporate
ladder, then he may experience stress and if he feels that there are no
opportunities for self-growth he may experience stress. Hence unfulfilled career
expectations are a major source of stress.
3) Role Ambiguity: It occurs when the person does not known what he is supposed
to do on the job. His tasks and responsibilities are not clear. The employee is not
sure what he is expected to do. This creates confusion in the minds of the worker
and results in stress.
4) Role Conflict: It takes place when different people have different expectations
from a person performing a particular role. It can also occur if the job is not as per

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the expectation or when a job demands a certain type of behaviour that is against
the person's moral values.
5) Role Overload: Stress may occur to those individuals who work in different
shifts. Employees may be expected to work in day shift for some days and then in
the night shift. This may create problems in adjusting to the shift timings, and it
can affect not only personal life but also family life of the employee.
6) Frustration: Frustration is another cause of stress. Frustration arises when goal
directed behaviour is blocked. Management should attempt to remove barriers
and help the employees to reach their goals.
7) Life Changes: Life changes can bring stress to a person. Life changes can be
slow or sudden. Slow life changes include getting older and sudden life changes
include death or accident of a loved one. Sudden life changes are highly stressful
and very difficult to cope.
8) Personality: People are broadly classified as 'Type A' and 'Type B'.
Feels guilty while relaxing.
Gets irritated by minor mistakes of self and others.
Feels impatient and dislikes waiting.
Does several things at one time.
While the 'Type B' people are exactly opposite and hence are less affected by
stress due to above mentioned factors.
GROUP LEVEL STRESSORS:
1) Managerial Behaviour : Some managers creates stress for employees by
Exhibiting inconsistent behaviour
Failing to provide necessary support
Providing inadequate direction
Showing lack of concern and
Creating high productivity environment.
2) Lack of Group Cohesiveness: Every group is characterised by its cohesiveness
although they differ widely in degree of cohesiveness. Individuals experience
stress when there is no unity among the members of work group. There is
mistrust, jealously, frequent quarrels, etc., in groups and this lead to stress to
employees.
3) Lack of Participation in Decision Making: Many experienced employees feel
that management should consult them on matters affecting their jobs. In reality,
the superiors hardly consult the concerned employees before taking a decision.
This develops a feeling of being neglected, which may lead to stress.
4) Interpersonal and Intergroup Conflict : Interpersonal and intergroup conflict
takes place due to differences in perceptions, attitudes, values and beliefs

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between two or more individuals and groups. Such conflicts can be a source of
stress to group members.
5) Lack of Social Support: When individuals believe that they have the friendship
and support of others at work, their ability to cope with the effects of stress
increases. If this kind of social support is not available then an employee
experiences more stress.
6) Workplace violence: Workplace violence is a very serious interpersonal
stressor. Individuals who experience violence have symptoms of severe distress
after the violent event. Workplace violence is also stressor for those who
observe the violence.
7) Sexual Harassment: This refers to un-welcome conduct of a sexual nature that
affects the job related performance of an employee adversely.
ORGANISATIONAL LEVEL STRESSORS:
1) Organisational Climate: A high pressure environment that places chronic work
demands on employees fuels the stress response.
2) Organisational Structure: It defines the level of differentiation, the degree of
rules and regulations and where decisions are made. Excessive rules and lack of
participation in decisions that affect an employee are examples of structural
variables that might be potential stressors.
3) Organisational Leadership: Represents the managerial style of the
organisation’s senior executives. Some chief executive officers create a culture
characterised by tension, fear and anxiety.
4) Organisational Changes: When changes occur, people have to adapt to those
changes and this may cause stress. Stress is higher when changes are major or
unusual like transfer or adaption of new technology.
5) Occupational Demands: Some jobs are more stressful than others. Jobs that
involve risk and danger are more stressful. Research findings indicate that jobs
that are more stressful usually requires constant monitoring of equipments and
devices, unpleasant physical conditions, making decisions, etc.
6) Work Overload: Excessive work load leads to stress as it puts a person under
tremendous pressure. Work overload may take two different forms :-
 Qualitative work overload implies performing a job that is complicated or
beyond the employee's capacity.
 Quantitative work overload arises when number of activities to be
performed in the prescribed time is many.
7) Work Under load: In this case, very little work or too simple work is expected on
the part of the employee. Doing less work or jobs of routine and simple nature
would lead to monotony and boredom, which can lead to stress.
8) Working Conditions: Employees may be subject to poor working conditions. It
would include poor lighting and ventilations, unhygienic sanitation facilities,

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excessive noise and dust, presence of toxic gases and fumes, inadequate safety
measures, etc. All these unpleasant conditions create physiological and
psychological imbalance in humans thereby causing stress.
EXTRA- ORGANISATIONAL STRESSORS:
1) Technological Changes: When there are any changes in technological field,
employees are under the constant stress of fear of losing jobs, or need to adjust
to new technologies. This can be a source of stress.
2) Civic Amenities: Poor civic amenities in the area in which one lives can be a
cause of stress. Inadequate or lack of civic facilities like improper water supply,
excessive noise or air pollution, lack of proper transport facility can be quite
stressful.
3) Caste and Religion Conflicts: Employees living in areas which are subject to
caste and religious conflicts do suffer from stress. In case of religion, the
minorities and lower-caste people (seen especially in India) are subject to more
stress.
4) Economic Factors: Changes in business cycle create economic uncertainties.
When the economy contracts, people get worried about their own security. Minor
stress also cause stress in work force.
MODERATORS
Variables that cause the relationships between stressors, perceived stress and
outcomes to be weaker for some and stronger for others. An awareness of
moderators helps managers identify those who are more likely to experience
stress and negative outcomes.
Cognitive Appraisal of Stressors
Cognitive appraisal of stressors reflects an individual’s overall perception or
evaluation of a stressor.
Primary Appraisal determining whether a stressor is irrelevant, positive, or
stressful.
Secondary Appraisal assessing what might and can be done to reduce
stress.
OUTCOMES
• Physiological consequences
o 50%-75% of all illnesses
o Lower for women
o cardiovascular diseases
o ulcers, sexual dysfunction, headaches
o Burnout

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• Behavioral consequences
o work performance, accidents, decisions
o absenteeism -- due to sickness and flight
o workplace aggression
• Cognitive Consequences
o Poor concentration
o inability to make sound decisions or any decisions at all
o mental blocks
• Psychological Consequences
o Anxiety
o Frustration
o Apathy
o Lowered self-esteem
o Aggression
o Depression
o Moodiness
o emotional fatigue
Burnout
A psychological process resulting from work stress that results in:
o Emotional exhaustion
o Depersonalization
o Feelings of decreased accomplishment
INDICATORS OF BURNOUT:
Emotional Depersonalization Low Personal Accomplishment
Exhaustion
Feel drained by work Have become calloused by job Cannot deal with problems effectively
Feel fatigued in the Treat others like objects Do not have a positive influence on
morning others
Frustrated Do not care what happens to Cannot understand others’ problems
other people or identify with them
Do not want to work Feel other people blame you No longer feel exhilarated by your job
with other people

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STRESS MANAGEMENT
Strategies may be categorised as:
INDIVIDUAL STRATERGIES:
1)
Biofeedback: Biofeedback is the process of gaining greater awareness of many
physiological functions primarily using instruments that provide information on the
activity of those same systems, with a goal of being able to manipulate them at
will. Some of the processes that can be controlled include brainwaves, muscle
tone, skin conductance, heart rate and pain perception. Biofeedback may be
used to improve health, performance, and the physiological changes which often
occur in conjunction with changes to thoughts, emotions, and behaviour.
Eventually, these changes may be maintained without the use of extra
equipment, even though no equipment is necessarily required to practice
biofeedback actually. Biofeedback has been found to be effective for the
.
treatment of headaches and migraines
2) Time management: Time management is the act or process of planning and
exercising conscious control over the amount of time spent on specific activities,
especially to increase effectiveness, efficiency or productivity. Time management
may be aided by a range of skills, tools, and techniques used to manage time
when accomplishing specific tasks, projects and goals complying with a due date.
This set encompasses a wide scope of activities, and these include planning,
allocating, setting goals, delegation, analysis of time spent, monitoring,
organizing, scheduling, and prioritizing. Initially, time management referred to just
business or work activities, but eventually the term broadened to include personal
activities as well. A time management system is a designed combination of
processes, tools, techniques, and methods. Usually time management is a
necessity in any project development as it determines the project completion time
and scope.
3) Meditation: Meditation is a practice in which an individual trains the mind and/or
induces a mode of consciousness to realize some benefit, although it can be
argued meditation is a goal in and of itself. The term meditation refers to a broad
variety of practices (much like the term sports), which range from techniques
designed to promote relaxation, contacting spiritual guides, building internal
energy, receiving psychic visions, getting closer to a god, seeing past lives,
taking astral journeys, and so forth, to more technical exercises targeted at
developing compassion, love, patience, generosity, forgiveness and more far-
reaching goals such as effortless sustained single-pointed concentration, single-
pointed analysis, and an indestructible sense of well-being while engaging in any
and all of life's activities. Thus, it is essential to be specific about the type of
meditation practice under investigation.

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4) Cognitive therapy: Based on the theory that depression is due to distortions in
the patient's perspectives, such as all-or-none thinking, over-generalization, and
selective perception. The therapist initially tries to highlight these distortions, and
then encourages the patient to change his or her attitudes.
5) Relaxation technique: A relaxation technique (also known as relaxation
training) is any method, process, procedure, or activity that helps a person to
relax; to attain a state of increased calmness; or otherwise reduce levels of
anxiety, stress or anger. Relaxation techniques are often employed as one
element of a wider stress management program and can decrease muscle
tension, lower the blood pressure and slow heart and breathe rates, among other
health benefits.
ORGANISATIONAL STRATEGIES:
Stress is a factor that everybody has to contend with on a daily basis both in the
work and non-work spheres of life. Since the body has only a limited capacity to
respond to stress, it is important for individuals to optimally manage their stress level
to operate as fully functioning human beings.
There are several ways in which stress can be handled so that the
dysfunctional consequences of stress can be reduced. Some of them are:
1) Role Analysis Technique (RAT): The Role Analysis Technique helps both the
manager and the employee to analyze the requirements and expectations from
the job. Breaking-down the job into various components clarifies the role of the
job for the entire system. This also helps to eliminate reduction of work and thus
lowering down the stress level.
2) Employee Assistance Program: Another widely used strategy is the employee
assistance Programs, which offer a variety of assistance to employees. These
include counselling employees who seek assistance on how to deal with alcohol
and drug abuse, handling conflicts at the work place, dealing with marital and
other family problems. It includes:
• Diagnosis. An employee with a problem asks for help; EAP staff attempts
to diagnose the problem
• Treatment. Counseling or support therapy is provided either by internal
staff or outside referral
• Screening. Periodic examination of employees in highly stressful jobs for
early detection of problems
• Prevention. Education and persuasion used to convince high risk
employees to seek help to change
3) Organizational Stress Management Program Targets:

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It includes:
• Training programs for managing and coping with stress
• Redesigning work to minimize stressors
• Changes in management style to one of more support and coaching to
help workers achieve their goals
• Creating more flexible work hours
• Paying more attention to work/life balance with regard to child and elder
care
• Better communication and team-building practices
• Better feedback on worker performance and management expectation.
4) Career Counselling: Career Counselling helps the employee to obtain
professional advice regarding career that would help the individual to achieve
personal goals. It also makes the employees aware of what additional
educational qualifications or specialized technical training, if any, (hat they should
acquire. By becoming knowledgeable about the possible avenues for
advancement, the employees who consider their careers to be important can
reduce their stress levels by becoming more realistic about their options and can
start preparing themselves for it.
5) Delegation: Another way of coping with job stress is to delegate some
responsibilities to others. Delegation can directly decrease workload upon the
manager and helps to reduce the stress.
6) More Information and Help: Some new employees have to spend more time on
a job than necessary because they are not sure what they are doing. So it is
necessary that some help should be provided before doing the work that would

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lead to much efficient, effective work. It would also reduce anxiety and stress
among the employees.
7) Job Relocation: Job relocation assistance is offered to employees who are
transferred, by finding alternative employment for the spouses of the transferred
employees and getting admissions in schools for their children in the new place.
These arrangements help to reduce the anxiety and stress for the moving family.
8) Supervisor Training: Another type of stress management Program that
organizations are experimenting with is supervisor training. The emphasis on
supervisory training Program is how to prevent job stress. Managers are trained
to give better performance appraisals, to listen to employees’ problems more
effectively, and to communicate job assignments and instructions more clearly.
9) Individual Stress Reduction Workshops: Some organizations have also
sponsored individual stress reduction workshops for their employees. These
programs include biofeedback, meditation to career counselling, time
management and interpersonal skills workshops. In lectures and seminars,
participants are given a basic understanding of the causes of stress and its
consequences. Then, participants are given materials to help them identify the
major sources of stress in their own lives, and some strategies for dealing with
that stress more effectively.