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EMERGING, CHALLENGES, , e = Stress, , Meaning, Sources, Effects, Strategies, , Impact, , e = Stress and Performance, e Organisational Culture, , Meaning and Dimensions, Types, , Creating and Maintaining, Impact, , e = Workforce Diversity, , Concept, Managing, , e = Ethical Behaviour at Workplace, , e Managing Ethics at Workplace, , Ce, , , , 155, , , , gtress is the general term applied to th, , The presence of stress at work ig almost neste Pee feel a life., . any jobs., , stress may be defined asa state of imbal. ;, , psychological and/or Physiological de, , Selye, one of the leading authoriti, , described stress as “the, , mands ona person. Dr. Hans, , les on the concept of stress,, rate of all wear and tear caused by life.”, , Fred Luthans defines stress as “an adaptive response to an external, , situation that results in physical, psychological, and/or behavioural, deviations for organisational participants,”, , It is to be noted that stress can be positive or negative. Stress is said, to be positive when the situation offers an opportunity for a person, to gain something. Eustress is the term used to describe positive, stress. Eustress can act as a motivator for peak performance. Stress, is said to be negative when a person faces social, physical,, organisational, and emotional problems., , When stress becomes excessive, employees develop various, symptoms of stress that can harm their job performance and health,, and even threaten their ability to cope with the environment. People, who are stressed may become nervous, chronically worried, a, are easily provoked to anger. They are unable to relax and may be, , unco-operative., , The typical negative symptoms of unmanaged stress can be classified, as;, , 1. Physiological Symptoms, which include =, , e = Ulcers, , © Digestive problems, e® Headaches, , © High blood pressure, , e Sleep disruption

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156 Organisational Behaviour (M.Com. Part-II ; SEM.), , 0. Psychological Symptoms, which include :, e Emotional instability ‘, e Moodiness, e Nervousness and tension, e = Chronic worry, e Depression, e Burnout, 3. Behavioural Symptoms, which include :, e — Excessive smoking, e Abuse of alcohol or drugs, e Absenteeism, e Aggression, e Safety problems, e Performance problems, , Factors or conditions that cause stress are called “stressors.” The, , causes or sources of stress can be broadly divi i, s livided into four groups, as shown in the following chart: y =, , , , , , , Organisational, , I, ORGANISATIONAL STRESSORS;, , The organisational stressors are, , Some of the important job relat also called as job-related stress0'*, , ‘ed causes of stress are as follows:, , , , Bi, , 1., , ‘Also, there may be excessive, , merging Challeriges, , Role Conflict: It takes la ms, different expectations from a Hoimee at eri, role. For example, a HR mai, , role conflict, ie., if he supp, union may not like, and if, then management may n, manager is caught ina “c;, , ae the management, the workers’, Supports the workers’ demands,, Ot like it. In such a situation, the HR, ‘atch 22” situation. :, , Role conflict can also occur if the job is not as-per the expectation, orwhena job demands a certain type of behaviour thats against, the person’s moral values. For example, an honest and a, disciplined person may find it difficult to adjust with unethical, practices in business., , Role Ambiguity: It occurs when the person does not know what, he is supposed to do on the job. His tasks and responsibilities, are not clear. He may not have proper knowledge of the job, or, he may be lacking the skills to perform a particular task. This, creates confusion in the minds of the worker and may lead to, , stress., , Structure: The organisational structure defines, the pattern of relationships in the organisation. Stress can take, place when the organisational relationships are poorly defined., , i I bosses., At times, an employee ma} beasked to report to several, eee ie i rules and regulations that are to, , Organisational, , be observed., , Working Conditions: Empl, working conditions. The po, , include poor lighting and ven ic gases and, races eds ve reise and dust, presence of toxic ga!, , iti iological, , i ditions can create physio!, , fumes, etc, Poor working con eer, , . 1 imbalance in a person Pe v tres, pacha me also bring physical ‘strain, which in, ng wo!, , turn may lead to stress- : hifts: tress may occur to those individuals who work, , Rotating Shifts:, , ‘kin day, be expected to work ), in different shifts. Employ ee hen in the night shift. This, , shift for some days/, , loyees may be subject to poor, or working conditions would, tilations, unhygienic sanitation

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158, , 10., , 11., , Organisational Behaviour (M.Com. Part-IT : SEM-1)), , may create problems in adjusting to the shift timings, and it, can affect not only personal life, but also family life of the, employees., , Work Overload: It means doing too much of work in the al! lotted, time. When an employee is asked to do many things in very, little time, he may experience the stressful situation. Work, overload can be of two types:, , e Quantitative overload in which the number of activities to, be performed in the prescribed time are many., , e Qualitative work overload implies performing a job that, is complicated or beyond the employee's capacity., , Work Underload: In this case, very little work or too simple, work is expected on the part of the employee. Doing less work, or job that is routine and simple would lead to monotony and, boredom, which can lead to stress. :, , Lack of Participation in Decision-making: Many experienced, employees feel that management should consult them on, matters affecting their jobs. In reality, the superiors hardly, consult the concerned employees before taking a decision. This, develops a feeling of being neglected, which may lead to stress., , Organisational Leadership: Employees may not like the, leadership style of their superiors. This is especially true, when, the superiors adopt autocratic leadership style in dealing with, the subordinates. The autocratic leader may create a feeling of, , tension, and anxiety in the minds of the subordinates, which, may lead to stress., , Poor Performance of the Organisation: The organisation’s, performance may be poor over a period of time. This may bea, matter of concern to employees, especially the junior executives., , They may feel that they may lose their jobs, which in turn may, create stress in the minds of the employees,, , Organisational Changes: The rapid changes occuring in, modern organisations also cause stress, When changes occu, people have to adapt and this may cause stress, Stress is higher, , . There are certain factors,, , , , merging Challenges, , when the changes are 159, , 4 Major o1 or adaptation to a new teeny Tike layots or transfer, , y, GROUP STRESsors,, , The group stressors can be categorized into three groups :, , 1. Lack of Group Cohesiveness: Evel, , its cohesiveness, although they differ widely in degree of, cohesiveness. Cohesion refers to the ability ofa group io reinath, together. Cohesiveness helps to develop team spirit among the, members. However, lack of cohesiveness may lead to poor, relations within a group, which in turn may lead to stress., , TY Broup is characterized by, , 2. Lack of Social Support: Employees are greatly affected by the, support of one or more members of a cohesive group. By sharing, their joys and problems with other members, they feel, contended. In the absence of such social support, it can be, stressful to members of a group., , 3. Interpersonal and Intergroup Conflict: Interpersonal and, intergroup conflict takes place due to differences in perceptions,, “attitudes, values and beliefs between two or more individuals, and/or groups. Such conflicts can be a source of stress to group, , members., , TIL INDIVIDUAL STRESSORS:, , which are individual in nature that can, , cause stress. The individual stressors are as follows:, , 1. Personality: People can be broadly classified as “Type A, Personality” and “Type B Personality”., , et id by si, lity is more affected by, Personality son, such as:, , tress due to certain, ° TypeA, features of that per, , Does several things at one time., , hen relaxing., , - Feels guilty w!, , atient with themselves and others., , - Feels imp:, , Feels aggressive and competitive.

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160 Organisational Behaviour (M.Com. Part-II: SEM-II1), - . Gets irritated atminor mistakes with self, and with, others. yRo, , -_ Sets high standards., , e Type B Personality is less affected by stress due to certain ©, , features of that person, such as:, - Never ina hurry., , - Relaxes without guilt., , - Does one thing at a time., , - Isnotimpatient., , 2. Life Changes: Life changes can bring stress to a person. Life, changes may be slow or sudden. Slow life changes include, getting older, and sudden changes include death of a loved, one, accident of self or loved one, etc. Sudden changes are highly, stressful., , 3. Career Changes: Career changes can also bring stress to a, person. When a person suddenly switches over to a new job, with new responsibilities, then the employee may find it very, stressful. Under-promotion, over-promotion, demotion and, transfers can also cause stress. Also career women have more, , stress, as they have to strike’a balance between office work and, housework., , 4. Frustration : Frustration is another cause of stress. Frustration, arises when goal directed behaviour is blocked or thwarted., Management should attempt to remove barriers and help the, , employees to reach their goals. Proper training and counselling, can help to reduce frustration,, , IV. ENVIRONMENTAL STRESSORS:, , The environmental stressors are also called as. extra-organisational, stressors. The various environmental stressors are: *, , 1. Civic Amenities: Poor civic amenities in the area in which one, lives can be a cause of stress. Inadequate or lack of civic facilities, such as improper water supply, excessive noise and aif, , , , , , gmerging Challenges ~, , lution, | i, See For nate ne taspett facilities can be quite, sory «7 tfavelling.in) Mumbai's i, during peak hours ina nightmare for the cee _, 2, Caste and religion Conflicts: Employees living in areas, which, are subject 0 caste and religious conflict do suffer from stress., Quite often, the lower caste and in the case of religion «the, minorities are subject to more stress,, , 3, Technological Changes: Changes in the technological field can, be a source of stress, as employees are under the constant stress, of the fear of losing jobs, or the need to adjust to new, technologies., , 4, - Other Environment Factors: The various other environmental, factors, such as political factors, law and order situation,, problem across the national borders, social and cultural changes, can also be a factor of stress to some people., , , , , , tee indivi isation,, The stress can have effect on the individual, the group, organisation,, and even the family members. The degree of effect depends upon:, , Duration - the length of period of stress., , * Strength - the degree of stress., , cteristics - physical and psychological features, , * Individual chara, to cope up with stress., , Some individuals can cope with temper, , internal resilience, or capacity t alain, esilient individuals often achieve @, , Tealistic goals., , ssful, Normally, prolonged exposure 9 sree i, Physical, psychological and bel, ate briefly explained as follows: a, . Medi, 1, Rffect on Physical Health: Med ig, Supports link between st", , ary stress because of their, die short-term tensions., .d way of life and set, , ituati serious, situation produces, ffects. The effects of stress, , al evidence suggests and, , sical health. For instance,

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162, , Organisational Behaviour (M.Com. Part-I: SEM-I1}), , there is a direct link between stress and heart disease. Stres,, also gives rise to negative effects like high blood pressure, ulcers,, arthritis, headache, constipation, and skin diseases. Medica, experts believe that more than 50% of the physical illnesses are, partly caused by stress., , Psychological Health : High level of stress has an adverse effect, on employee's attitude and behaviour. Exposure to stress ig, followed by anger, anxiety, depression, nervousness, tension, and boredom. The change in employee’s behaviour has an, adverse effect on his- job performance. It affects self-confidence,, lowers self-esteem, lack in concentration and reduces job, satisfaction., , Alcoholism and Drug Addiction : Many people resort to, , alcoholism and drugs to escape from the ill effects of high level, stress. i, , Alcoholism, drug addition and smoking are certainly not good, signs from health point of view. It is bound to have an adverse, effect on an employee's performance. It may also lead to, increased absenteeism, loss of production and work accidents., Further it is likely to affect career prospects, promotions of an, addicted employee., , Burnout : It may be defined as “a syndrome of emotional,, _physical and mental exhaustion resulting from prolonged, exposure to intense stress.”, , Symptoms of Burnout Effect:, , A person suffering from burnout effect shows following, indications :, , a) _ Loss of energy and looks tired., , b) Frequent headaches, nausea, backpain, sleeplessness,, change in eating habits., , °c) Psychologically such persons have the feeling of, depression, hopelessness, nervousness etc., , d) Develops a feeling of bleak future, holds negative attitude, towards job and life., , 5. Trauma: Trauma isa severe product olore, , , , merging, Challenges, , e) Lossof self confide,, , : 163, in everything., , nce, and iri, human spitit and loses interest, , Effect of Burnout on Employees:, , a) The employees are more likely to complain., b) They shift their Tesponsibility to others,, , c) They become highly irritable., , d, , ) They may think of leaving their jobs,, , e) They may seek opportunities elsewhere., , f) . They may finally quit, , Effect of Burnout on Organisation:, , a) The organisation may experience high turnover., b) There may be increased absenteeism., , ¢) The job performance may get affected not only with respect, to quantity but also with respect to quality., , d) The efficiency in the organisation may reduce., e) The relationships among the employees may be strained., , f) The goodwill and image of the organisation may be, affected., , 1s. Trauma may be, , tional crisis, dramatic employee, , al job loss. The types of trauma, , layoff, survivor's sickness,, , umatic stress disorder., , due to natural disaster, organisa, , abuse by the employer, oF person:, , include : workplace traumas, , workplace violence, and post —, i : york-place trauma 1S, , 8)". Workplace a A ae a ie to the feelings of lack, , ion e feelings oF, that the employes ore himself and his capabilites., of confidence, , i SONS +, occurs because of the following re, , e Harassment at work.