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Maslows Hierarchy of Needs,[object Object]
Job Stress Management
Job Stress Management,[object Object]
STRESS,[object Object],   Stress is a psychological and physiological response to events that upset our personal balance in some way. ,[object Object],   These events or demands are known as stressors. ,[object Object]
Research findings from WHO (World Health Organization),[object Object],40% of workers reported their job was very or extremely stressful.,[object Object],25% view their jobs as the number one stressor in their lives.,[object Object],Job stress is more strongly associated with health complaints than financial or family problems.,[object Object],25% have felt like screaming or shouting because of job stress,10% are concerned about an individual at work they fear could become violent. ,[object Object],9% are aware of an assault or violent act in their workplace and 18% had experienced some sort of threat or verbal intimidation ,[object Object]
Research Findings ,[object Object],19% had quit a previous position because of job stress ,[object Object],26% have been driven to tears because of workplace stress. ,[object Object],62% routinely find that they end the day with work-related neck pain.,[object Object],44% reported stressed-out eyes.,[object Object],38% complained of hurting hands ,[object Object],34% reported difficulty in sleeping because they were too stressed-out. ,[object Object],12% had called in sick because of job stress.,[object Object]
Work Place Stress,[object Object],Workplace stress has a negative impact on the business as well as on the individual employee. The increase in job stress creates emotional, financial, and safety concerns for employers and managers,[object Object], The World Health Organization labeled stress a “worldwide epidemic.” Today, workplace stress is estimated to cost companies more than $300 billion a year in poor performance, absenteeism and health costs.,[object Object]
Factors that Lead to Job Stress,[object Object],Specific work factors,[object Object],Excessive workload.,[object Object],Tedious or meaningless tasks.,[object Object],Long hours and low pay.,[object Object],Infrequent rest breaks.,[object Object],Unreasonable performance demands,[object Object],Physical environment,[object Object],Noise and overcrowding.,[object Object],Poor air quality.,[object Object],Ergonomic problems.,[object Object],Health and safety risks (heavy equipment, toxic chemicals).,[object Object]
Organizational practices,[object Object],Unclear responsibilities or expectations.,[object Object],Conflicting job demands.,[object Object],Multiple supervisors.,[object Object],Lack of autonomy or participation in decision-making.,[object Object],Inefficient communication patterns.,[object Object],Lack of family-friendly policies,[object Object],Hazardous or morally-peace believer,[object Object],Career Development,[object Object],Over Promotion.,[object Object],Under Promotion	,[object Object],Lack of Job Security,[object Object],Thwarted ambition.,[object Object]
Workplace change,[object Object],Fear of layoff.,[object Object],Frequent personnel turnover.,[object Object],Lack of preparation for technological changes.,[object Object],Poor chances for advancement or promotion.,[object Object],Tensions brought about by greater workplace diversity.,[object Object],Interpersonal Relationships,[object Object]
Interpersonal Relationships,[object Object],Distant, uncommunicative supervisors.,[object Object],Poor performance from subordinates.,[object Object],Office politics, competition, and other conflicts among staff.,[object Object],Bullying or harassment. ,[object Object],Problems caused by excessive time away from family.,[object Object],Role Conflict,[object Object],Role Ambiguity,[object Object],Indifferent Attitude,[object Object],Role Overload,[object Object]
Sources of Occupational or Job stress,[object Object],Job related stressors ,[object Object], Environment specific,[object Object],Economic conditions,[object Object],Increased level of competitions,[object Object],Market changes,[object Object],Technological changes,[object Object],Changes in the production and products,[object Object],New forms of organization and product development,[object Object],Drive for greater cost –effectiveness networks.,[object Object],Multinational,[object Object],General public concerns for the environment,[object Object]
Organizational Specific,[object Object],Changes with in the organization,[object Object],Reorganizations,[object Object],Layoffs,[object Object],Organizational structure,[object Object],Organizational culture, climate,[object Object],Mergers, acquisitions and similar changes of the company ownership,[object Object],Work force diversity,[object Object],Reward systems,[object Object],Promotional policies,[object Object],Job security,[object Object],Leadership style,[object Object]
Job Specific,[object Object],Pressure to work for long hours,[object Object],Job characteristics,[object Object],Conflicting job demands,[object Object],Unclear job expectations,[object Object],Pressure of responsibility,[object Object],Time pressures,[object Object],Lack of resources to perform job,[object Object],Lack of information,[object Object],Lack of collaboration,[object Object],Relationships with subordinates,[object Object],Working conditions,[object Object],Insufficient training,[object Object],Work overload,[object Object],Poor fit between abilities and skills,[object Object]
Individual – Related Stressors.,[object Object],Individual Characteristics,[object Object],Personality traits,[object Object],Demographic characteristics,[object Object],Coping skills.,[object Object],Individual life circumstances ,[object Object],Work/life conflict,[object Object],Family problems,[object Object],Personal problems,[object Object],Social problems,[object Object],Financial difficulties.,[object Object]
85% of companies have undergone at least one change in the last 5 years. ,[object Object],London, 15 October 2010 – 85% of companies have undergone at least one major strategic change in the past five years, according to a survey of more than 480 European Human Resources and Change Communications decision makers at leading multinational companies.,[object Object],In addition, more than half of respondents (51%) said they expected more changes over the next two years – suggesting that companies will need to prepare their employees for further upheavals. ,[object Object],The top three changes expected in 2011 and 2012 are:,[object Object],Organizational restructuring, predicted by 27% of companies, which would occur regardless of whether previous restructurings had already taken place ,[object Object],New strategic direction driven by the organisation, predicted by 22% ,[object Object],Downsizing, predicted in almost one in five companies,[object Object]
3. A Desire to Please People,[object Object],The worker relies on favorable opinions and input from others as a basis for building self-esteem.,[object Object],The worker fears he or she may disappoint others,[object Object],The worker cares more about others' needs than his or her own.,[object Object],The worker avoids communications and actions that would displease others.,[object Object],4. A Need to be Perfect (Perfection),[object Object],The worker feels under pressure to achieve.,[object Object],The worker is highly self-critical.,[object Object],The worker feels a job well done could have been done  even better.,[object Object]
Signs and Symptoms of stress,[object Object],Intellectual Symptoms(How stress can affect the Mind),[object Object],Memory problems. ,[object Object],Difficulty making decisions. ,[object Object],Inability to concentrate.,[object Object],Confusion. ,[object Object],Seeing only the negative.,[object Object],Repetitive or racing thoughts.  ,[object Object],Poor judgment.,[object Object],Loss of objectivity.,[object Object],Desire to escape or run away,[object Object]
Emotional Symptoms:( How stress can make us feel),[object Object],Moody and hypersensitive.,[object Object],Restlessness and anxiety.,[object Object],Depression.,[object Object],Anger and resentment.,[object Object],Easily irritated and “on edge”. ,[object Object],Sense of being overwhelmed.,[object Object],Lack of confidence.,[object Object]
Physical Symptoms: (How stress can affect the Body),[object Object],Headaches. ,[object Object],Digestive problems. ,[object Object],Muscle tension and pain.,[object Object],Sleep disturbances. ,[object Object],Fatigue.,[object Object],Chest pain, irregular heartbeat. ,[object Object],High blood pressure. ,[object Object],Weight gain or loss.,[object Object],Asthma or shortness of breath. ,[object Object],Skin problems.,[object Object],Decreased sex drive.,[object Object]
Behavioral Symptoms: (How stress can affect the Behavior),[object Object],Eating disorder. ,[object Object],Sleeping too much or too little.,[object Object],Isolating self from others.,[object Object],Neglecting the  responsibilities.,[object Object],Increasing alcohol and drug use. ,[object Object],Nervous habits (e.g. nail biting, pacing).,[object Object],Teeth grinding or jaw clenching.,[object Object],Overdoing activities such as exercising or shopping.,[object Object],Losing the  temper.,[object Object],Overreacting to unexpected problems.,[object Object]
Long term effects of stress,[object Object],   Recent research suggests that anywhere from   two-thirds of illness is stress-related.,[object Object],   some of the health problems that can be caused or exacerbated by long-term stress.,[object Object],Health Problems Linked to long term  Stress,[object Object],Heart attack, Cancer, Stroke, Ulcers,Depressions,Eating disorders,,[object Object],   Obesity,Memeory loss,Thyroid problems,[object Object]
Consequences of occupational stress can be grouped into those on ,[object Object],  1.Individual level .,[object Object],  2.Organizational level.  ,[object Object],On the individual level, ,[object Object],There are three main subgroups of strains:,[object Object],1.Unwanted Feelings and Behaviours,[object Object], 2.Physiological Diseases (Poor Physical Health) ,[object Object], 3. Psychological Diseases (Poor Emotional (Mental) Health) ,[object Object]
1.Unwanted Feelings and Behaviors –,[object Object], Job dissatisfaction.,[object Object],Lower motivation.,[object Object],Low employee morale.,[object Object],Less organizational commitment,.,[object Object],Lowered overall quality of work life.,[object Object],Absenteeism, turnover.,[object Object],Intention to leave the job,,[object Object],Lower productivity, decreased quantity and quality of work.,[object Object],Inability to make sound decisions.,[object Object]
   2.Physiological Diseases(Poor Physical Health),[object Object],   such as increased blood pressure and pulse rate, cardiovascular diseases, high cholesterol, high blood sugar, insomnia, headaches, infections, skin problems, injuries and fatigue.,[object Object]
3. Psychological Diseases (Poor Emotional (Mental) Health) –,[object Object],1.Psychological distress, depression,     ,[object Object],anxiousness.,[object Object],2.Passiveness, Aggressiveness.,[object Object],3.Boredom, lose of self-confidence  and self-esteem.,[object Object],4.Lose of dissatisfaction with job and live, losing of contact with reality and emotional fatigue.,[object Object]
   On the Organization level,,[object Object],Consequences of Occupational or Job Stress   can be Grouped into two Major subgroups.,[object Object],   1 .Organizational factors,[object Object],   2 . Organizational Costs.,[object Object]
1.Organizational  factors  -,[object Object],1.Such as discontent and poor morale among the workforce. ,[object Object],2.Performance/productivity losses, low quality products and services. ,[object Object],3.Poorer relationships with clients, images and reputation, missed opportunities.,[object Object],4.Disruption to production, high accident and mistakes rates, high labor turnover.,[object Object],5.Loss of valuable staff, increase sick-leave, permanent vacancies, premature retirement.,[object Object],6.Diminished cooperation, poor internal communications, more internal conflicts, and dysfunctional workplace climate.,[object Object]
2.Organizational Costs:- ,[object Object],1.Such as cost of reduced performance, productivity  (lack of added value to product and /or service), ,[object Object],2.High replacement costs in connection with labor turnover (increase in recruitment, training and retraining costs), ,[object Object],3.Increases sick pay, increased health-care costs and disability payments, ,[object Object],4.Higher grievance and litigation/compensation costs, and costs of equipment damage.,[object Object]
Physical Factors affecting the Job Stress.,[object Object]
Organizational factors affecting Job stress,[object Object]
Job Demand factors affecting Occupational or Job stress,[object Object]
Job role factors affecting Occupational or Job  stress,[object Object]
COPING WITH STRESS,[object Object],STRESS MANAGEMENT ,[object Object],&,[object Object],STRESS REDUCTION-TECHNIQUES,[object Object]
Approach to reduce stress,[object Object],Stress on the job creates high costs for ,[object Object],businesses and institutions, reducing ,[object Object],morale, productivity, and earnings. ,[object Object],Clearly, it is in every employer’s best ,[object Object],interests—fiscal and otherwise—to ,[object Object],reduce workplace stress as much as ,[object Object],possible. ,[object Object]
Organizational approach Organization can foster low levels of job stress and high levels   of productivity:,[object Object],Organization level to Reduce Job Stress,[object Object],Improve communication ,[object Object],Consult your employees ,[object Object],Offer rewards and incentives ,[object Object],Cultivate a friendly social climate ,[object Object]
Employees can reduce job stressWhile organizational change comes from management, there are still many things employees—individually or collectively—can do to reduce workplace stress.,[object Object],Stand Up for Yourself,[object Object],Get a job description ,[object Object],Change your job ,[object Object],Get support ,[object Object],Get a new job ,[object Object]
Approaches to Reduce StressChange of life style habits to Manage Stress better,[object Object],Get enough sleep ,[object Object],Connect with others: ,[object Object],Exercise regularly ,[object Object],Eat a balanced, nutritious diet ,[object Object],Reduce caffeine and sugar ,[object Object],Do something for yourself everyday ,[object Object]
Change of thinking and emotional responses to handle stress better,[object Object],Have realistic expectations ,[object Object],Reframe problems,[object Object],Maintain your sense of humor,[object Object],Express your feelings instead of bottling them up ,[object Object],Don’t try to control events or other people,[object Object]
Meet the challenges of stressful situations,[object Object],Manage time ,[object Object],Give priority to the most important tasks and do those first ,[object Object],Schedule time for both work and recreation ,[object Object],Delegate tasks and break up big projects ,[object Object]
Stress Relief:Yoga, Meditation, and Other Relaxation Techniques,[object Object],Breathing exercises relieve stress,[object Object],Meditation to Relieve Stress,[object Object],Yoga  help with stress relief,[object Object]
How to Change the Organization to Prevent Job Stress,[object Object],Ensure that the workload is in line with workers' capabilities and resources.,[object Object],Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.,[object Object],Clearly define workers' roles and responsibilities.,[object Object],Give workers opportunities to participate in decisions and actions affecting their jobs.,[object Object],Improve communications-reduce uncertainty about career development and future employment prospects,[object Object],Establish work schedules that are compatible with demands and responsibilities outside the job. ,[object Object]
Preventing Job Stress - Getting Started,[object Object],STEPS TOWARDS PREVENTION,[object Object],Step 1 - Identify the Problem. ,[object Object],Step 2 - Design and Implement Interventions. ,[object Object],Step 3 - Evaluate the Interventions. ,[object Object]
Thank You,[object Object]

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  • 44.