STRESS MANAGEMENT

OVERVIEW

We've all heard of and dealt with stress. However, did you know that it's one of the concepts that definition experts have had trouble defining? Scientific research has been conducted on the idea of stress ever since Walter Cannon started studying it in 1932 and attempted to characterize, explain, and provide an impact on it. Cannon concentrated on the physiological effects of stress, conceptualizing it as the fight-or-flight reaction. Our natural reaction to a threat is often to either flee or stand our ground and fight. The physiological alterations that result in this reaction include heightened heart rate, breathing, blood pressure, and other outward signs. Following Cannon, a number of researchers looked into the idea of stress over time about the causes, mechanisms, and recommended course of action for managing it.

In addition to providing a definition of stress, an explanation of how stress manifests and its causes, researchers have explored stress management strategies. These studies produced methods such as gradual relaxation, autogenic training, profound meditation, etc. In light of this, it is important to remember that stress affects everyone and can appear in any area of our lives. For instance, social stress brought on by politics, the economy, and the environment; family stress coming from personal and familial issues; student stress due to the weight of their studies; and stress experienced by the elderly.

Within the study of organizational behavior, research on the idea of workplace stress is crucial. Stress at work is influenced by a number of variables that are distinct from those that contribute to stress in other areas of our lives. Stress at work affects not just our individual health but also the performance of the company.

Researchers have shown a clear correlation between employee personal well-being and organizational success. "Good health equals good business, and the line manager is the key agent of change" is a remarkable assertion in this context. Consider the Sunday Times, one of the top magazines in the UK, ranking the "Best Companies to Work for in the UK," if you need evidence.

According to the report, the organizations that implemented employee well-being metrics with an emphasis on employee engagement had a 13% lower worker turnover rate, which was less than half the average for the United Kingdom. Furthermore. It was discovered that these businesses continuously outperformed other businesses that just prioritized corporate profit and expansion, as measured by the Financial Times Stock Exchange (FTSE) 100 Index. Similarly, a study of "The Best Companies to Work for in America" revealed a favorable correlation between share value and employee satisfaction. They discovered that, from 1998 to 2005, these organizations provided twice the market return as those of the other businesses. Do we need any more evidence to emphasize the significance of the idea?

Definition - STRESS

As said in the beginning, businesses that made deliberate efforts to promote employee well-being and stress management outperformed others in terms of wealth creation. In light of the constant changes in the competitive landscape, workplace stress management has emerged as a critical issue that all organizations must address. A report by the International Labour Organization (ILO) states that stress at work is now acknowledged globally as a significant threat to employees' health and the health of their companies. Although it's sometimes assumed that stress is exclusively felt by management executives and white-collar workers, stress actually impacts every person in the company. According to the ILO report, stressed-out blue collar workers are more likely to be unwell, lacking in drive, unproductive, and unsafe at work. Their companies have a lower chance of success when they compete with other companies. We should first define stress before talking about how businesses should address it in the workplace. We can't fully prevent or manage issues resulting from workplace stress until we have a clear understanding of what stress is.

Fundamental schools of thought regarding stress

Actually, the term "stress" is unclear. Depending on one's point of view, it can imply different things to different individuals. A medical dictionary's definition of stress, for instance, differs from that of a standard English dictionary. While terms like hardship, adversity, strain, pressure, etc. may be used in English dictionaries to describe stress, a medical dictionary defines stress as the body's reactions to harmful forces, infections, and various abnormal states that tend to disturb its normal physiologic equilibrium. The psychological definition of stress differs from this notion. Stress is defined by psychology as a physical or psychological stimulus that, when it affects specific people, results in psychological strain or disequilibrium.

Since we are interested in occupational stress, terminologies related to this field will be of particular value to us. We must take into account two significant schools of thinking in this regard. The first school suggests "a stress model based on response." In favor of "a stimulus-based model of stress" is the second school. Think of any stressful situation in your life to help you understand how these two schools differ from one another. Do you believe that your own circumstances and personality traits were the only reasons you felt stressed, rather than something outside of yourself? Alternatively, do you believe that the tension was solely brought on by outside stimuli and that anyone else exposed to comparable stimuli would have had the same emotions as you?

You adhere to the reaction-based model of stress if you gave an affirmative response to the first question. However, if you gave an affirmative response to the second question, you are a fervent supporter of the stimulus-based model of stress.

Stress is defined differently in these two schools: stress is defined as a dependent variable in one and as an independent variable in the other.

As a dependent variable, stress is shown in the response-based model of stress. Put differently, it sees stress as a result of outside forces acting upon it or as a reaction to such forces. It implies that based on their individual traits, different people may react differently to comparable environmental stimuli. These circumstances may lead some people to feel agitated, while others may not be influenced at all.

The medical field is where the response-based paradigm of stress originated.

Three notions are included in the description of stress as a dependent variable by Hans Selye from 1956:

1. An defense mechanism is stress.

2. The three phases of alert, resistance, and exhaustion are followed by stress.

3. Extended stress may lead to illnesses.

According to the response-based concept of stress, stress is the generalized reaction to any unpleasant external input. Regardless matter the stimuli, the physiological response is always the same. This model makes the assumption that each person has a limited supply of energy at birth and that this energy cannot be replenished after experiencing stress. It suggests that stress wears down the body and can lead to a number of ailments.

In the 1960s, a theory of stress as stimulus was developed, which saw stress as a major event or change in life that required reaction, modification, or adaptation. The notion of stress found in the domains of engineering and physics serves as the foundation for this model. By analogy, stress is defined as an external force that generates a load or demand reaction that results in strain. Stated differently, stress is viewed as a separate, external factor that impacts the stressed individual. In this concept, a "life event" is equivalent to the term stress. We can refer to these kinds of life situations as "stress" that call for adaptation. The cumulative buildup of adaptation explains the physiological impacts of stress.

The stimulus-based model of stress has three key tenets:

1. Change is inherently stressful;

2. Life events require the same level of response across the population;

3. There is a common threshold beyond which illness can result.

Although the two models may not appear to differ much, they are actually based on entirely different theories.

The stress management program that an organization chooses to implement depends on which of the two models it subscribes to; if it follows the response-based model, it will see stress as something that is inherent in a person and assign more responsibility for stress management to individual employees.

The company may implement a program to assist staff members in managing stressful situations, but it will never admit the notion that stress may be generated by the workplace culture, about which it will take no action. Although the worker may believe that organizational issues are the cause of his stress, managers may take no action to change or eliminate the things that the worker holds accountable for his stress.

The fact that some employees may be able to handle stress while others may not only exacerbates the situation.

If your company adheres to the stimulus-based model of stress, it may implement organizational initiatives or restructure its organizational structure, which affects every employee, in an attempt to reduce environmental elements that contribute to stress, but it may never take into account the needs of the individuals concerned. Thus, both the models have their strengths and weaknesses.

The transaction-based model of stress is a third type of stress model. Both the stimulus-based and response-based models of stress are included in this model. It recognizes that although circumstances are not always stressful, they have the potential to be so, and that it is important to consider the stressor, the stress response's regulators, and the stress's physical manifestation. According to this paradigm, the term "stress" refers to a broad range of intricate subjective phenomena, such as coping mechanisms, dangers and challenges, emotions associated with stress, and reappraisals of the situation. When a person's resources cannot keep up with the demands of a circumstance and they foresee harm or loss of some kind, this is regarded as stress. The concept of coping is defined as attempts to improve the perceived threat or to manage stress.

Determining Stress at Work

Now that we have a fundamental understanding of stress models, we can concentrate on defining workplace stress from the standpoint of organizational behavior. There is no universally recognized definition of occupational stress, and experts define it differently.

The key terms that collectively capture all the facets of workplace stress are listed below.

1. People may experience work-related stress when they are faced with demands and pressures at work that are out of line with their skills and expertise and that make it difficult for them to handle. (WHO, 2003)

2. Stress is a dynamic state in which a person encounters a demand, opportunity, or resource that is connected to their desires and for which they believe they will have a certain outcome to be?both uncertain and important. (Robbins, 2009)

An adaptive reaction that results from any external environmental action, circumstance, or event that creates an excessive amount of psychological or physical demands on an individual, regulated by individual differences and/or psychological processes. (Matterson and Ivanchev, 1990)Stress is the unpleasant tension that arises in an employee when he feels that a situation is likely to become more than he can handle and could perhaps jeopardize his health. The belief that one's needs, resources, or abilities do not align with the demands of one's job is the root cause of workplace stress. (Colella, Hitt, and Miller, 2006)

Take note that the notions of the fundamental stress models covered in the preceding subsection are included in the definitions above. Stress is regarded as an unpleasant psychological process that arises in an organizational participant as a result of circumstances in the external environment. As a result, it is an adaptive reaction brought on by outside stimuli that results in behavioral and physical abnormalities. What kind of stimulus results in the adaptive reaction? The stress reaction is triggered by external stimuli related to an individual's capacity to meet demands. As stated in the first description, an external demand that an employee finds challenging to meet with his skills and expertise may be the stimulator.

The Experience of Stress

The definitions of stress provided above offer a comprehensive analysis of the idea of stress. It is noteworthy that certain individuals could mistakenly view a mild case of anxiety as stress. Stress affects the physiological domain as well as the emotional and psychological domains, while anxiety only concerns the former. Anxiety may accompany stress, yet stress cannot be defined as anxiety on its own. Similar to how nervous tension and stress are related, other causes can also cause nervous tension. Another thing that some studies stress is that stress doesn't necessarily have to be bad or harmful; it can also lead to favorable improvements. Eustress is the term they use to describe stress that has advantages.

Three intricate sets of reactions could combine to produce the stress experience: 1. An physiological reaction

2. Sentimental reaction

3. The ability to think or solve problems

The physiological response, often known as the fight-or-flight response, is the fundamental concept of stress that we discussed in the introduction. The human brain's autonomic nervous system is divided into two distinct systems: the parasympathetic and sympathetic nervous systems. When under stress, the parasympathetic nervous system is active, whereas the sympathetic nervous system is active when an individual is at ease and relaxed. An individual's sense of stress triggers the physiological reaction under stressful situations. The body can organize its resources to deal with an emotional or emergency circumstance thanks to the autonomic nerve system.

First, the sympathetic nervous system and then the anterior pituitary gland activate the body's reserves. Adrenaline and noradrenaline are released in response to stimuli from the sympathetic nervous system. These hormones travel throughout the body through the bloodstream. Upon reaching the liver, adrenaline facilitates the uptake of glucose into the bloodstream. The additional glucose gives the brain and muscles the extra energy they need. Pituitary gland function is responsible for the second set of physiological reactions. The limbic system becomes more active during a stressful event. This triggers the release of corticotrophin-releasing hormone (CRH) from the hypothalamus. Adrenocorticotrophic hormone (ACTH) is secreted by the pituitary gland in response to stimulation from the CRH. Cortisol and other corticosteroids are then released by the adrenal cortex as a result. During stressful times, the body can mobilize energy through these ongoing physiological processes. On the other hand, continuous use of these hormones may be harmful to one's health.

The physiological reaction mentioned above is entirely applicable to stress experienced at work because it is primarily related to stress experiences involving potentially fatal situations. From the standpoint of organizational behavior, the emotional and cognitive responses to stress are the two other parts of the experience that matter more. diverse people may have the same physiological reaction to the same stressful situation, but they may have diverse emotional and cognitive experiences.

Feelings such as fear, anxiety, melancholy, rage, irritation, aggression, frustration, etc. are all part of the emotional reaction. Confusion, difficulty understanding, focus issues, difficulty acquiring new knowledge, difficulties making decisions, amnesia, disorientation, and other cognitive responses are possible. The person in question's perception and cognition will play a mediating role in these responses. For instance, an individual's affiliation or achievement orientation may influence their emotional and cognitive reactions.

Stress at work can result in a variety of negative behaviors and emotions, such as aggression, reduced concern for punctuality, obsessive/compulsive behavior, decreased productivity, lying or making up excuses for subpar work, excessive defensiveness or suspicion, communication difficulties, social disengagement and isolation, and impulsivity. Extended work-related stress might potentially trigger depression and other associated mental health issues. The opening caselet describes how a major mental illness such as severe depression can strike even a senior executive who appears to be in good health.

Work Stress Model

Work-stress models assist us create organizational stress management programs by enabling us to comprehend the different components that contribute to the phenomena of occupational stress. The three key models of occupational stress are as follows:

1. Model of Job Demands-Resources (JD-R): According to this concept, there are two major groups of things that contribute to stress: demands and resources. Workplace stress may be analyzed for each occupational context by dividing the risk elements linked to job stress into two categories: demands and resources. Only the risk factors, or specific demands and resources, differ between different occupations. Stress varies according to the specific requirements and available resources. The physical, psychological, social, and organizational components of a job that call for consistent physical, mental, and emotional effort or abilities are referred to as job demands. These consist of the duties, obligations, demands, and uncertainties that come with having a job. High job pressure, an unfavorable work atmosphere, or a client that is emotionally demanding are a few other examples. Although demands at work don't always have to be bad, they might lead to stress at work if fulfilling them calls for more work. Job resources are those components of a job—physical, psychological, social, or organizational—that are necessary to accomplish work objectives, lower the physiological and psychological costs of the job and its demands, or foster learning and personal development. Resources are things that a person has control over and can utilize to meet needs. An employee can reduce job stress to some extent by applying resources to the demands made of him.According to the JD-R Model, there are two distinct underlying psychological processes that contribute to stress at work. The first process relates to occupational demands and is called the health impairment process things could cause stress at work. Poorly planned employment or ongoing pressures on employees, such as work overload, wear down their mental and physical resources and cause health issues and energy depletion. These factors contribute to the process of health impairment.

The concept suggests that when faced with job expectations, employees might resort to performance protection techniques. These strategies could involve activating sympathetic activation, which is comparable to the physiologic mechanisms previously discussed and results in higher subjective effort. The physiological costs for the person involved will increase with the activation of these efforts, ultimately resulting in burnout or breakdown. The motivational process connected to job resources is the second step mentioned in the JD-R Model. The approach presupposes that employment resources have the capacity to motivate and can result in increased work engagement, low cynicism, and excellent performance.

According to the JD-R Model, the development of job strain and motivation is dependent on the relationship between job demands and job resources. According to the model, job resources could operate as a buffer against the negative effects of job demands on job strain, including burnout. The interplay between these two processes determines the ultimate stress and the accomplishment of organizational objectives. The JD-R Model comes to the conclusion that when job demands are high, job resources have a greater impact on motivation and work engagement. Therefore, it is possible to relate the stress that people experience at work to the real or potential loss of resources.

In addition, the JD-R Model recommends the following:

To keep resources from being lost, people must contribute resources.

People who have access to more resources are less likely to lose them.

There is a greater chance of higher loss for those without access to robust resource pools. People are more likely to look for opportunities to risk resources in order to improve resource gains when there are strong resource pools available.

2. Model of Demand and Control: According to the Demand-Control Model, the following two variables determine job strain:

1. The demands an employee faces at work

2. The authority the worker has to fulfill such requirements

According to the Demand-Control Model, job demands and job control both affect how stressed out employees are at work. An employee will experience the most stress when his job expectations are high and he has little control over the circumstances. Work pressure and job duties are examples of job demands. The degree to which people believe they can influence the nature of job demands is referred to as job control. Stated differently, it alludes to the degree of autonomy they possess when it comes to making choices concerning job requirements. An employee may experience one of four types of workplace stress in the workplace based on these two dimensions: demands and control. These four categories of workplace stress are referred to as high, low, passive, and active strain, depending on how much control and demands are placed on them. Workers in passive and low-strain environments might not experience stress. Workers in high-strain environments will feel stress, which may have long-term negative effects on both the worker and the company. The term "active quadrant" describes a favorable setting where stress is thought to improve an individual's performance. According to this paradigm, this is the quadrant that organizations should actively design toward.

3. Model of Effort-Reward Imbalance: The two factors below are taken into account by this model as they pertain to occupational stress:

1. The work that must be done by the employee?

2. The benefits the employee receives

The performance requirements and responsibilities of the position are referred to as the effort. It is comparable to the employment requirements mentioned in the first two models. However, this approach defines it more narrowly from the standpoint of certain jobs.

Extrinsic and intrinsic employment results are referred to as rewards. These consist of things like income, incentive for performance, respect, and so forth.

According to the Effort-Reward Imbalance Model, companies with high-effort positions but low compensation are in violation of the reciprocity principle and, as a result, have stressful work environments. People that work in such an atmosphere may decide to leave the organization or stick put in the hopes that the work environment will change or because there aren't many job choices available. They might also turn to an unhealthy overcommitment to their jobs, motivated as much by praise as by performance. Despite the model's simplicity, empirical research has produced positive results on its predictability, as demonstrated by a study conducted on hospital staff members.

Stressors

Scholars have endeavored to identify the elements that are thought to encourage stress at work. We refer to these elements as stressors. The environmental factors that lead to stress in workers are known as stressors. Challenge stressors, such as those related to workload, performance pressure, etc., and hindrance stressors, such as politics and bureaucracy, which may prevent personnel from performing, are examples of stressors.

The following list includes some significant stressors:

Role conflict is the result of competing expectations arising from distinct responsibilities.

Uncertainty surrounding objectives, standards, and/or fundamental employment requirements is known as role ambiguity.

Work overload can be defined as either an excessive amount of work or high-quality work due to the complexity of the task.

Insufficiency of resources: Insufficient resources can cause stress at work since they can make it harder to complete duties quickly and correctly. Working conditions: These comprise the physical surrounds of the workplace, such as lighting, as well as the psychological factors, such as interactions between coworkers and supervisors. The unfriendly, closed, and unclear work atmosphere combined with unpleasant working circumstances can cause workplace stress, which lowers productivity.

Management style and organizational culture: Stress at work can result from an organization's management style and organizational culture. In contrast to organizational cultures where leaders govern through fear and control, open, merit-based cultures where the management is honest and amicable with employees can lead to a high-forming organizational environment.

Organizational monitoring: Stressful work environments can result from management's observation of employees, both for work-related and non-work-related purposes. Workers may believe that they lack privacy and freedom, as well as insufficient discretion and control over their working environment.

Job insecurity: Job insecurity can be brought on by business events such as re-engineering, downsizing, mergers, and acquisitions, as well as organizational cultures. An environment that is stressful at work may result from the ensuing employment instability.

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