WORK STRESS refers to the stress which is

work Stress

1. WORK STRESS

2. MEANING AND DEFINITIONS
‘stress is an adaptive response to an external situation that results in physical,
psychological and or behavioral deviations for organizational participants.’
Stress can manifest itself in both a positive way and a negative
way.

WHAT IS NOT STRESS?
1.Stress is not simply anxiety or nervous tension
2. Stress need not always be damaging
3.Stress is not always due to overwork
4.Stress cannot be avoided
5.Body has limited capacity to hold

3. THE STRESS EXPERIENCE
an individual experiences stress depends on:
(1) the person’s perception of the situation
(2) the person’s past experience,
(3) the presence of absence of social
support (4)
individual differences with regard to stress reactions.
WORK STRESS MODEL
The model also contains several variables that help moderate the stressors-stress-
outcome relationship.
Stressors—sources of stress
INDIVIDUAL LEVEL
OUTCOMES

GROUP LEVEL
ORGANISATIONAL DAILY HASSLES
EXTRA-ORGANISATIONAL
MODEL

4. A MODEL OF OCCUPATIONAL STRESS
STRESSOR
OUTCOMES
INDIVIDUAL LEVEL
PERSONALITY,ROLE
OVERLOAD,
CONFLICT,
AMBIGUITY,TASK
CHARASTERISTICS
STRESS
GROUP LEVEL
BEHAVIOUR, CONFLICT,
SEXUAL HARASSEMENT
ORGANISATIONAL
LEVEL
CLIMATE, STYLES, LIFE
CYCLE
EXTRA-
ORGANISATIONAL
FAMILY, ECONOMY,
LACK OF MOBILITY,
QUALITY
MODERATING
VARIABLES
PERCEPTION,
SOCIAL SUPPORT,
EXPERIENCE
BEHAVIOURAL
SATISFACTION,
TURNOVER,
PERFORMANCE,ABU
SE, ABSENTEEISM
COGNITIVE
POOR DECISION,
FORGETFULLNES
PHYSIOLOGICAL
INCREASED BP, HIGH
CHOLESTEROL,
BURNOUT HEART
DISEASE

5. RELATIONSHIO BETWEEN STRESSORS AND STRESS
THE ENVIRONMENT THE INDIVIDUAL
1.PERCEPTION
2.PAST EXPERIENCE
3.SOCIAL SUPPORT
4.INDIVIDUAL
DIFFERENCES
STRESSORS STRESS

6. STRESS MANAGEMENT
Stress reduction strategies may be categorized into-
(a) individual strategies, and (b) organizational strategies.
INDIVIDUAL STRATEGIES
Individual strategies to cope with stress include muscle relaxation, biofeedback,
meditation, cognitive restructuring and time management.
MUSCLE RELAXATION
BIOFEEDBACK
MEDITATION
COGNITIVE RESTRUCTURING
TIME MANAGEMENT
ORGANISATIONAL STRATEGIES
Organizational coping strategies help reduce the harmful effects of stress in
three ways
(a) identify and then modify or eliminate work stressors,
(b) help employees modify their perception and
understanding of work (c) help employees
cope more effectively with the consequences of stress.

7. HEALTH-RELATED CONSEQUENCES OF STRESS
Stress and task performance: stress affects performance
adversely. Higher the level of stress greater will be work
disruption.
Stress and desk rage: desk rage refers to lashing out at others in
response to stressful encounters on the job. Employees are prone
to exhibit violent behaviors when stressed.
Stress and alcoholism: alcohol and drug abuse are related to high
levels of stress. It cause serious threat to co-workers because of
more proneness to on-job accidents.
Absenteeism and turnover: stressed employees exhibit more
withdrawal symptoms like absenteeism and turnover than non-
stressed workers.
Stress and burnout: burnout is another consequence of stress.
 

8. BURNOUT
Burnout is a troublesome outcome of stress. It is desirable to examine burnout in
detail.
It is a state of mind resulting from prolonged exposure to intense emotional stress.
Its manifests through emotional exhaustion and a combination of negative
attitudes.
 
STRESS AND PERFORMANCE
Stress is negatively related to performance. In other words, higher the stress, lower
the performance. Earlier, it was believed that moderate levels of stresses would
energize employees and enhance their performance. But this belief is not held to be
true now.
 
There are valid reasons in support of this assumption-
1. even relatively mild stress distracts an employee, individuals experiencing stress
tend to focus on the unpleasant feelings and emotions rather than on the task at
hand as a result their performance suffers.
2. prolonged or repeated exposure even to mild levels of stress may have harmful
effects on health and this may interfere with effective performance.
3. a large body of research indicates that as arousal increases, task performance
may at first rise, but at some point begins to fall.

9. BURNOUT
A MODEL OF BURNOUT
EMOTIONAL
EXHAUSTION
DESPERSONAL
ISATION
FEELING A LACK OF
PERSONAL
ACCOMPLISHMENT
PERSONAL, JOB, AND
STRESSORS
ATTITUDINAL & BEHAVIOURAL
SYMPTOMNS OF BURNOUT

10. THANKYOU