Emotions And Stress d1s1h

Emotions and Stress on the Job

Chapter 4

Learning Objectives 1. 2. 3. 4. 5. 6.

Distinguish between emotions and moods. Describe the effects of emotions and moods on behavior in organizations. Describe ways that people manage their emotions in organizations. Identify the major causes and consequences of stress. Identify various organizational resources for managing stress. Identify various ways that we can manage our own stress as individuals. © Copyright 2003, Prentice Hall

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Emotions and Moods 

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Emotions: Emotions Overt reactions that express feelings about events. – – – –

Emotions always have an object. There are six major categories of emotions. Expression of major emotions is universal. Culture determines how and when people express emotions.  Display Rules: Rules Cultural norms about the appropriate ways to express emotions.

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Mood: Mood An unfocused, relatively mild feeling that exists as background to our daily experiences. © Copyright 2003,

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Categories of Emotion

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Emotions, Moods, and Job Performance 

People in highly emotional states have lower job performance.  Especially true in the case of negative emotions.

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People showing high positive affectivity make better decisions than those showing high negative affectivity.

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Being in a positive mood helps people recall positive things and being in a negative mood helps people recall negative things.

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People report greater satisfaction with their jobs while they are in a good mood.

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Being in a good mood leads people to judge the work of others more positively.

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People who are in a good mood also tend to be more generous and are inclined to help their fellow workers.

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People who are in a good mood are inclined to work more carefully with others to resolve conflicts.

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Managing Emotions in Organizations Emotional Dissonance: Dissonance Inconsistencies between the emotions we feel and the emotions we express. Emotional Labor: The psychological effort involved in holding back one’s true emotions. Organizational Comion: Comion Steps taken by organizational officials to alleviate the suffering of its employees or others. © Copyright 2003,

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Organizational Comion

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Stress 

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Stressor: Stressor Any demand, either physical or psychological in nature, encountered during the course of living. Stress: Stress The pattern of emotional states and physiological reactions occurring in response to demands from within or outside an organization. Cognitive Appraisal: Appraisal A judgment about the stressfulness of a situation, based on the extent to which someone perceives a stressor as threatening and capable of coping with its demands. Strain: Strain Deviations from normal states of human functioning resulting from prolonged exposure to stressful events.

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Stress

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Causes of Stress 1. 2. 3. 4. 5. 6. 7.

Occupational demands Conflict between work and nonwork Stress from uncertainty Overload and underload Responsibility for others Lack of social Sexual harassment

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Occupational Demands     

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Making decisions Constantly monitoring devices or materials Repeatedly exchanging information with others Working in unpleasant physical conditions Performing unstructured rather than structured tasks 11

Work vs. Nonwork  Role Conflict: Conflict

Incompatibilities between the various sets of obligations people face.  Rule Juggling: Juggling The need to switch back and forth between the demands of work and family. © Copyright 2003,

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Stress from Uncertainty Role Ambiguity Uncertainty about what one is expected to do on a job. © Copyright 2003,

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Overload and Underload Quantitative Overload Qualitative Overload Information Anxiety Quantitative Underload Qualitative Underload

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Overload Quantitative Overload: Overload The belief that one is required to do more work than possibly can be completed in a specific period. Qualitative Overload: Overload The belief that one lacks the required skills or abilities to perform a given job. © Copyright 2003,

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Information Anxiety Pressure to store and process a great deal of information in our heads and to keep up constantly with gathering it.

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Underload Quantitative Underload: Underload The boredom that results when employees have so little to do that they find themselves sitting around doing nothing much of the time. Qualitative Underload: Underload The lack of mental stimulation that accompanies many routine, repetitive jobs. © Copyright 2003,

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Responsibility for Others

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Social The friendship and of others, which help minimize reactions to stress. Sources: – Cultural norms – Social institutions – Friends and family

Benefits: – – – –

Boosting self esteem Sharing information Providing diversion Giving needed resources

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Sexual Harassment Unwanted or communication of a sexual nature, usually against women

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Statistics about Stress

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Stress Effects 

Task Performance: Performance  Some individuals perform at higher levels in times of high stress.  For most people, however, higher levels of stress lead to lower levels of job performance.

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Desk Rage: Rage Lashing out at others in response to stressful encounters on the job. © Copyright 2003,

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Burnout A syndrome of emotional, physical, and mental exhaustion coupled with feelings of low self-esteem or low self-efficacy, resulting from prolonged exposure to intense stress, and the strain reactions following from them. © Copyright 2003,

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Characteristics of Burnout Physical Exhaustion: Exhaustion Includes low energy levels and feeling tired much of the time, as well as symptoms of physical strain such as frequent headaches, nausea, poor sleep, and changes in eating habits. Emotional Exhaustion: Exhaustion Depression, feelings of helplessness, and feelings of being trapped. Depersonalization: Depersonalization A pattern of behavior marked by becoming cynical toward others, treating others as objects, and holding negative attitudes toward others. Feelings of Low Personal Accomplishment, Accomplishment both in the past and in the future.

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Components of Burnout

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Stress and Health

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Organizational Resources Employee Assistance Programs (EAPs): (EAPs) Plans that provide employees with assistance for various personal problems (e.g., substance abuse, career planning, and financial and legal problems).  Wellness Programs: Programs Company-wide programs in which employees receive training regarding things they can do to promote healthy lifestyles.  Absence Control Programs: Programs Procedures that give employees flexibility with respect to when they can take time off work.  Stress Management Programs: Programs Systematic efforts to train employees in a variety of techniques that they can use to become less adversely affected by stress. 

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Managing Stress      

Manage your time Eat a healthy diet and be physically fit Relax and meditate Get a good night’s sleep Avoid inappropriate selftalk Control your reactions Take a time out © Copyright 2003,

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Time Management  The

practice of taking control over how you spend time.  Effective practices: – Prioritize your activities: activities Distinguish between tasks that are urgent and important. – Allocate your time realistically: realistically Accurately assess how much time needs to be spent on each task. – Take control of your time: time Make a “to do” list and carefully keep track of what you have to accomplish. Unless something urgent comes up, don’t let yourself be distracted.

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Asg Priorities

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The Good Sleep Habit     

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Schedule your sleep Don’t go to bed after strenuous activity Avoid stimulants before bedtime Don’t eat or work in bed Clear your mind 31

Stress Prevention Approaches

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