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The Functions of Stress in the Workplace

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Why am I Here?
Accidents

Absenteeism
Employee turnover Diminished productivity Direct medical, legal, and insurance costs Workers' compensation awards as well as tort and FELA judgments Occupationally Related Suicide
James D. Tippett Copyright 2010 jdt@tipsonxl.com

We need IT!

James D. Tippett Copyright 2010 jdt@tipsonxl.com

What is job Stress


Job stress can be defined as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. worker
(Common definition among many sources)

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Our View
Stress is essential to our ability to survive, grow and succeed Perception of a current level of threat to our overall well being. and our view of our ability to deal with that threat The source of, and response to, stressors is learned The specific definition of STRESS is different for everyone and every organization

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Occupational Health Psychology


Growing field concerned with the psychosocial characteristics of the workplace that contribute to not only injury, but health related problems

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress-a-holics
Type As Gimme an Epi fix Our Learned Response 20th Century Disease May deal mentally, but effects physically are the same Normally Cured by heart attack or stroke
United Nations

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Statistics
- One-third of Americans feel they are living with extreme stress. - About half of Americans (48%) feel that their stress has increased over the past five years. - Money and work are the leading causes of stress (mentioned by three quarters of Americans). Source: American Psychological Association study, 2007.
James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Statistics
Three quarters of Americans experience symptoms related to stress in a given month: - 77% experience physical symptoms - 73% experience psychological symptoms .
Source: American Psychological Association study, 2007

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Statistics
Health care expenditures are nearly 50% greater for workers who report high levels of stress.
- Journal of Occupational and Environmental Medicine

James D. Tippett Copyright 2010 jdt@tipsonxl.com

25

300
James D. Tippett Copyright 2010 jdt@tipsonxl.com

More Statistics
6 Leading causes of death have been linked to Stress Cancer, Heart Disease, Lung Ailments, Suicide, Accidents, and Cirrhosis of the liver Medical Researchers estimate that stress is now the underlying cause of over 80% of all illness Approximately 25% of all prescriptions written in the US every year are for stress controlling drugs such as tranquillizers, antidepressants and anti- anxiety drugs. $300 billion, or 7,500 per employee, is spent annually in the U.S. on stress-related compensation claims, reduced productivity, absenteeism, health insurance costs, direct medical expenses and employee turnover
.
James D. Tippett Copyright 2010 jdt@tipsonxl.com

Why?
James D. Tippett Copyright 2010 jdt@tipsonxl.com

UK Statistics
Laws related to Workplace stress reduction Statistics provide valid relationships Second leading cause of Disability in UK 415,000 cases Mandatory Workplace Stress Tests

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Test

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Test
I have unrealistic Time Pressures I have a choice in deciding what I do at work My manager encourages me I receive respect from co-workers I am clear on my roles and responsibilities Relationships at work are strained Staff are consulted about change at work.
James D. Tippett Copyright 2010 jdt@tipsonxl.com

Societal Issues

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Number of anxiety, stress, and neurotic disorder cases involving days away from work in private industry, 1992-2001. Source - CDC

James D. Tippett Copyright 2010 jdt@tipsonxl.com

BLS Days Away From Work


45 40 35 30 25 20 15 10 5 0

All Injuries Neurotic reactions to stress

10

20

21-30

31 or more

Median days away from work

James D. Tippett Copyright 2010 jdt@tipsonxl.com

BLS Data by Occupation


(Injuries with days away - 1997 - of 3,418 cases)

70 60 50 40 30 20

Neurotic Reaction to Stress %

10
0 White Collar Blue Collar Service

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Workplace Injury and Illness


BLS Injury Statistics % of total injuries 1997
66
70 60 50 40 30 20 10 0 Men ................................................. 66 39 Women ............................................... 33 61

61

39

33

All Injury and Illness Neurotic Reaction to Stress

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

NIOSH on Stress
According to the NIOSH view, exposure to stressful working conditions (called job stressors) can have a direct influence on worker safety and health. Butindividual and other situational factors can intervene to strengthen or weaken this influence.

Source:
James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Enablers and Artifacts

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Sources of Stress in the Workplace


Traumatic or unexpected events
Organization Group Individual

Interpersonal Relationships Environmental Economic Socio-Political


James D. Tippett Copyright 2010 jdt@tipsonxl.com

Sources of Stress in the Workplace


Happy Productive

Customer

Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out

Competition

Exec

H.R.
Economy

Organization
Legal Sales Regulatory
Your Boss

External Stimulus

Organizational Response

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Organizational Impacts

Organizational Outputs

Sources of Stress in the Workplace


Happy Productive

Customer

Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out

Competition

Exec

H.R.
Economy

Organization
Legal Sales Regulatory
Your Boss

External Stimulus

Organizational Response

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Organizational Impacts

Organizational Outputs

Sources of Stress in the Workplace


Happy Productive

Customer

Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out

Competition

Exec

H.R.
Economy

Organization
Legal Sales Regulatory
Your Boss

External Stimulus

Organizational Response

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Organizational Impacts

Organizational Outputs

Sources of Stress in the Workplace


Happy Productive

Customer

Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out

Competition

Exec

H.R.
Economy

Organization
Legal Sales Regulatory
Your Boss

External Stimulus

Organizational Response

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Organizational Impacts

Organizational Outputs

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Management for the Soul


Coping Style Reactional Analysis Sleep, Eat, Move Meditation Social Network Laugh - Lots Youre OK Theyre Not
James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Channeling
What do you do?

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Coping
Level of Control Predictability Optimistic / Pessimistic Approach or Avoid Opportunity or Threat
(Rubin, Paplau, & Salovey, 1993)

(Rubin, Paplau, & Salovey, 1993)

(Rubin, Paplau, & Salovey, 1993)

(Chang & Strunk, 1999)

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Reactional Analysis
Do as I Do
What was that all about?

Friends and Enemies


Who is Who?

Media Think
The Sky is falling

Aggressive Driving
Impersonal Aggression
James D. Tippett Copyright 2010 jdt@tipsonxl.com

Sleep, Eat, Move


Sleep
Heart, Melatonin Levels, Stress, Inflammation, Alertness, Memory, Weight, Anti-Depression, protein production 8 hours

Eat
Well balanced Small Slow

Move
Exercise (Do anything) for 30 minutes per day!
James D. Tippett Copyright 2010 jdt@tipsonxl.com

Whats the worst that could happen ?

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Whats Your Change Quotient?

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Individual Stress Management at Work


Time Management E-Mail management Communication effectiveness Culture shift Circles of Influence Stress conditioning Take a sip of the Kool-Aid Get Over It!
James D. Tippett Copyright 2010 jdt@tipsonxl.com

10,080
James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress recovery
Sleep
Coping Nutrition Perceptions Exercise Level of Control

Duration

Support Network

James D. Tippett Copyright 2010 jdt@tipsonxl.com

NOT
Sabotage or Subversion Workplace Violence Fear and Intimidation Aggression Dump Bullying Harassment Bingeing

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Management for the Organization


FIRM Confront Reality Brainstorm Focus on the Focus Organizational Transitions Build Ethics and Trust Social Intelligence - Accountability Celebrate Success
James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Focus on Common Goal


Why are we here ? Customer Service Security Business Continuance Skills enhancement Who is the best at what you do? Who is the competition?
James D. Tippett Copyright 2010 jdt@tipsonxl.com

Performance Standards
What is expected of me What consequences can I expect if... Consistent implementation Reasonable / manageable Must know roles and function Developed by consensus

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Circles of Influence

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Circles of Influence- GROW


Norms and Values The way we Do things around here!

Organizational Performance

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Review
The primary function of stress is to drive positive results. The source of and response to stressors is learned. What the Heck is going on? Its not just about me
Both organizational and individual solutions must be adopted.
James D. Tippett Copyright 2010 jdt@tipsonxl.com

What Has Been Seen, Can Not Be Unseen!


James D. Tippett Copyright 2010 jdt@tipsonxl.com