Mata kuliah
Dosen Pembuat
Tahun
: J0754 - Pengelolaan Organisasi Entrepreneurial
: D3122 - Rudy Aryanto
: 2009
Manajemen Stress di Tempat Kerja
Chapter 10
Learning Objectives
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Describe the components of an organizational stress model
Distinguish among categories of stressors
Explain the effects of stress on health
Identify the relationship between stress and social support
Explain the difference between stress and social support
Describe the objectives of individual and organizational wellness
approaches
Work-Life Balance
• In the past, only the salaried elite enjoyed work/family
balance programs
– Demographics indicate a rising need and demand for child and
elder care programs
• The work and personal lives of employees are
interconnected
– People compensate for low work- or personal-life satisfaction by
seeking satisfying activities in the other domain
What is Stress?
• Feeling tense, anxious, or worried
– For an action, situation, or event to result
in stress, it must be perceived as a threat, challenge, or harm
• A stressor…
– Any potentially harmful or
threatening external event
or situation
Sources of Modern Day Stress
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Work overload
Nagging boss
Computer problems
Time deadlines
Poorly designed jobs
Marriage problems
Financial problems
Mergers
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Child and/or
elder care
Downsizing
Health issues
Terrorism
Difficult coworkers
Increasing pace of change
Work Stressors: Individual Level
If there are no perceived
consequences, there is no
potential for stress
Causes of Individual Stress Levels
• Factors that determine whether an experience is likely to
result in stress:
– Importance
– Uncertainty
– Duration
Model of Organizational Stress
Stressors
Outcomes
Individual
Behavioral
Group
Stress
Cognitive
Organizational
Physiological
Non-work
Individual Differences
Work Stressors: Individual
• Role Conflict
– Compliance with one set of expectations conflicts with
compliance with another set of expectations
• Qualitative Overload
– Lacking the ability to complete a job or feeling that performance
standards are
too high
• Quantitative Overload
– Having too many things to do or insufficient time to complete a
job
Underload-Overload Continuum
Hardiness
• People with a “hardiness” trait
– Believe they can control the events they encounter
– Are extremely committed to the activities in their lives
– Treat change as a challenge
• The greater the hardiness trait, the lower the impact of
stress on health
Group and Organizational Stressors
• Important organizational stressors
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Participation
Intra- and intergroup relationships
Organizational politics
Organizational culture
Lack of performance feedback
Inadequate career opportunities
Downsizing
Nonwork Stressors
Elder & child care
Volunteer Work
Quality of Life
Economy
Lack of mobility
Stress Outcomes
• Stress outcomes are greatly influenced by type of
employment
– White-collar professionals report fewer negative stress
consequences than do blue-collar workers
• In all jobs, whether white- or blue-collar, stress
negatively affects performance
Individual Stress Outcomes
Psychological
Consequences
Physiological
Consequences
• Anxiety
• Increased heart rate
• Frustration
• Elevated blood pressure
• Apathy
• Sweating
• Lowered self-esteem
• Hot and cold flashes
• Aggression
• Higher blood glucose
levels
• Depression
• Elevated stomach acid
production
Individual Stress Outcomes
• Burnout is a psychological process
that results from unrelieved work stress
– Emotional exhaustion
– Depersonalization
– Feelings of decreased
accomplishment
Consequences of Burnout
Emotional
Exhaustion
Low Personal
Accomplishment
Depersonalization
Feels drained
by work
Has become
calloused by job
Can’t deal with
problems
effectively
Fatigued in the
morning
Treats others
like objects
No positive
influence on others
Frustrated
Doesn’t care what
happens to others
Can’t understand
or identify with
others’ problems
Doesn’t want to
work with others
Feels others
blame them
No longer excited
by the job
Organizational Consequences
• Stress costs organizations money
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Poorer decision making
Decreased creativity
Mental and physical health problems
Turnover
Sabotage
Increased insurance
premiums
Stress Moderators: Personality
• Big Five Model personality traits that moderate stress
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Extroversion
Emotional stability
Agreeableness
Conscientiousness
Openness to Experience
Stress Moderators: Personality
• Locus of control
– “Internals” believe they are in control of the events that shape
their lives
– “Externals” feel that control is external to them
• Self-efficacy
– Confidence in one’s abilities
– Sees potential stressors as challenges and opportunities
Stress Moderators: Type A Behavior
• Persons with Type A behavior
– In a chronic struggle to get as much done
as possible in the shortest time period
– Aggressive, ambitious, competitive, forceful, impatient
– Speak explosively and rush others
to finish what they are saying
– Work oriented, preoccupied with deadlines
– Always struggling with people, things, events
Stress Moderators: Social Support
• Social support
– The comfort, assistance, or information one receives through
formal or informal contacts with individuals or groups
• Commonly takes the form of..
– Emotional support
– Appraisal support
– Informational support
Stress Prevention & Management
• Targeted, corrective programs include
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Teaching employees to cope with stress
Redesigning work to minimize stressors
A supportive, coaching management style
More flexible work hours
Paying more attention to work/life balance
Better communication and team-building
Better feedback on worker performance and management
expectations
Stress Management Program Targets
Organizational Stress Management
& Prevention Programs
Targeted at
Work and
Non-work
Stressors
Employee
Perceptions /
Experience of
Stress
Outcomes of
Stress
• Physiological
• Emotional
• Behavioral
Maximizing Person-Environment Fit
• A person-environment (P-E) approach focuses on the
extent to which...
– Work provides the formal and informal rewards that meet a
person’s needs
– The employee’s skills, abilities, and experience match the needs
of the job
• Stress can be reduced or eliminated
– Improve the fit between the employee
and the organizational environment
Socialization
The process by which an individual learns the values
and behaviors necessary to become an effective
organizational member
Stress Prevention & Mgmt Programs
• Employee Assistance Programs
– Conceived as alcohol abuse programs
– Now deals with stress-related problems, both work and non-work
related
• Based on traditional medical approach
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Diagnosis
Treatment
Screening
Prevention
Stress Prevention & Mgmt Programs
• Wellness Programs
– Also called health promotion programs
– Focus on overall physical and mental health
• Examples
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Hypertension identification and control
Smoking cessation
Physical fitness and exercise
Nutrition and diet control
Sustaining a Wellness Strategy
• A step-by-step approach
– Make health and well-being a part of the organization’s mission
and strategic plans
– Produce a written policy statement about health, the promotion
of health, and the importance of well-being
– Get executive, employee, and union commitment and action
plans
– Commit needed organizational resources
Sustaining a Wellness Strategy
• A step-by-step approach (continued)
– Create and circulate a “best practice”
case file
– Report on and celebrate successes
– Encourage and reward
managers for involvement
in wellness programs and
working toward better
work-life balance
Individual Approaches
• There are many individual approaches to dealing with
stressors and stress
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Cognitive techniques
Relaxation training
Meditation
Biofeedback