Chapter 4 Chapter 4

workplaoe 3tress
Canadian OB 7e: McShane/Steen
1
2009 The McGraw-Hill Companies, Inc. All rights reserved
http://www.youtube.com/watch
?v=3]bW!nqfKLk
ob 3atisfaotion
A person's evaluation of his or her job and
work context
A collection of attitudes about specific facets
of the job
Loyalty Loyalty
voice voice
Exit Exit
Neglect Neglect
- Leaving the situation
- Ouitting, transferring
- Changing the situation
- Problem solving, complaining
- Patiently waiting for the
situation
to improve
- Reducing work effort/quality
- !ncreasing absenteeism
' Responses to Uissatisfaotion
ob 3atisfaotion and Performanoe
appy workers are somewhat 2ore productive
workers, but:
1. General attitude is a poor predictor of specific
behaviours
2. Job perfor2ance affects satisfaction only when
rewarded
3. Effect on perfor2ance strongest in co2plex jobs
because of greater e2ployee influence on job
perfor2ance (e.g. li2ited in asse2bly lines)
ob 3atisfaotion and Customers
Job satisfaction affects 2ood, leading to
positive behaviours toward custo2ers
Less e2ployee turnover, resulting in 2ore
consistent and fa2iliar service
reanizational Commitment
Affective co22it2ent
· E2otional attach2ent to, identification with, and
involve2ent in an organization
Continuance co22it2ent
· Belief that staying with the organization serves your
personal interests
uildine reanizational
Commitment
Justice and support
· Apply hu2anitarian values
Shared values
· Values congruence
Trust
· E2ployees trust org leaders
Organizational co2prehension
· Know fir2s past/present/future
E2ployee involve2ent
what is 3tress?
An adaptive response to a situation that is
perceived as challenging or threatening to the
persons well-being
A co2plex e2otion that prepares us for fight
or flight
Eustress vs. distress
3tress 1est
http://www.bhs.
umn.edu/topics/
stressmgmt/stre
sstest.htm
ehavioral ehavioral
Psychological Psychological
Work performance, accidents,
absenteeism, aggression, poor
decisions
Dissatisfaction, moodiness,
depression, emotional fatigue
Physiological Physiological
Cardiovascular disease,
hypertension, headaches
Consequenoes of
Uistress
Cynicism Cynicism
Reduced Personal Reduced Personal
Accomplishment Accomplishment
Physiological, Physiological,
psychological, psychological,
and behavioural and behavioural
consequences consequences
Emotional Emotional
Exhaustion Exhaustion
!nterpersonal and
Role·Related Stressors
ob urnout Prooess
what are 3tressors?
Stressors are the causes of stress -- any
environ2ental condition that places a
physical or e2otional de2and on the person.
So2e co22on workplace stressors include:
· arass2ent an incivility
· Work overload
· Low task control
Psvoholoeioal ¬arassment
#epeated and hostile or
unwanted conduct, verbal
co22ents, actions or
gestures, that affect an
e2ployee's dignity or
psychological or physical
integrity and that result in a
har2ful work environ2ent for
the e2ployee.
3exual ¬arassment
&nwelco2e conduct -- detri2ental effect on
work environ2ent or job perfor2ance
Quid pro quo
· e2ploy2ent or job perfor2ance is conditional on
unwanted sexual relations
ostile work environ2ent
· an inti2idating, hostile, or offensive working
environ2ent
work ;erload and 1ask Control
3tressors
Work Overload Stressor
· Working 2ore hours, 2ore intensely
than one can cope
· Affected by globalization, consu2eris2,
ideal worker nor2
Task Control Stressor
· Due to lack control over how and when tasks are
perfor2ed
· Stress increases with responsibility
@ Prolod|sc. w|lr pe(r|ss|or.
ndi;idual Uifferenoes in 3tress
Different threshold levels of
resistance to stressor
&se different stress coping
strategies
#esilience to stress
· Due to personality and
coping strategies
Workaholis2
· ighly involved in work
· Ìnner pressure to work
· Low enjoy2ent of work
anaeine work-Related 3tress
#e2ove the stressor
· Mini2ize/re2ove stressors
Withdraw fro2 the stressor
· Vacation, rest breaks
Change stress perceptions
· Positive self-concept, hu2or
Control stress consequences
· ealthy lifestyle, fitness, wellness
#eceive social support
xeroise - 3taee lrieht
Designed to help you diagnose a co22on
stressful situation and deter2ine how stress
2anage2ent practices apply in this situation.
Canadian O 7e: NcShane/Steen ¹ 2003 The NcCraw·Hill Companies, !nc. All rights reserved
19
31A0 lR0¬1
- including the fear of public speaking ÷ is one
of the 2ost stressful experiences 2any
people have in everyday life. According to
so2e esti2ates, nearly three quarters of us
frequently get stage fright. Based on your
personal experiences of your tea2 2e2bers,
your tea2 is asked to identify the sy2pto2s
of stage fright and to deter2ine specific
stress 2anage2ent activities that effectively
co2bat stage fright.
Canadian O 7e: NcShane/Steen ¹ 2003 The NcCraw·Hill Companies, !nc. All rights reserved
20
nstruotions
Step 1: Ìn tea2 of 4 ÷ 6
Step 2: Ìdentify the sy2pto2s of stage fright
using the three categories: physiological,
psychological and behavioural. (provide
exa2ples)
Step 3: Ìdentify strategies people could or
have applied to 2ini2ize stage fright. (#efer
to 5 categories in text)
Step 4: Each tea2 will flip chart there
responses and present back to the class.
Canadian O 7e: NcShane/Steen ¹ 2003 The NcCraw·Hill Companies, !nc. All rights reserved
21
Chapter 4 Chapter 4
workplaoe motions,
Attitudes, and 3tress
Canadian OB 7e: McShane/Steen
22
2009 The McGraw-Hill Companies, Inc. All rights reserved

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