CHAPTER 6

STRESS MANAGEMENT
6.1 Definition and features of stress
People experience stress in private life and at work place. People have to work effectively
against time and within the parameter of various rules and regulations. It is not always possible
to create an organizational climate conducive to work. Various departments, groups and external
environment factors affect individual behaviour. Minimal level of stress is required for
organizations to operate effectively. Excessive stress is harmful for the individual as it causes
mental and physical disequilibrium and subsequently leads to physical and mental disturbance.
People suffer from high blood pressure, heart attack when stress is beyond control of the human
beings. It is therefore necessary to identify causes of stress and modify behaviour so that the
individual energy is directed towards organizational productivity and healthy organization
climate is created. Stress is also a source of inspiration. When there is a stress for any work it
leads to higher performance. When stress is gravest, it reduces employee productivity. But there
are examples where people may get immune to stress having no negative effect on their
performance. Such people do not get tense. This type of immunity is achieved through constant
experience and training.
Stress is the experience of opportunities or threats that people perceive as important and also
perceive they might not be able to handle or deal with effectively. Several significant aspects of
stress are highlighted in this definition. First, stress can be experienced because of both
opportunities and threats that mean it can be both positive and negative and is an important fact
of life in our present work environment. An opportunity is something that has the potential to
benefit a person. A threat is something that has the potential to harm a person. Opportunities,
such as learning new skills or getting a new job, can be stressful if employees lack self-efficacy
and fear that they will not be able to perform at an acceptable level. When an organization
reduces the size of its workforce, employees experience stress because their financial security,
psychological wellbeing, and career development are threatened.
Stress must be understood as a state of tension experienced by individuals facing extraordinary
demands, constraints, or opportunities. Stimuli that create extreme demands on us are known as
stressors-formally defined as any demands, either physical or psychological in nature,
encountered throughout the course of life. An especially important set of stressors includes
personal factors, such as individual needs, capabilities, and personality. Stress can reach a
destructive state more quickly, for example, when experienced by highly emotional people or by

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those with low self-esteem. People who perceive a good fit between job requirements and
personal skills seem to have a higher tolerance for stress than do those who feel less competent
as a result of a person-job mismatch.
John M. Ivancevich and Michael T. Matterson have defined stress as “adoptive response,
mediated by individual characteristics and/ or psychological processes that are
consequence of any external action, situation or event that places special physical and/or
psychological demands upon a person”. As it is clear from the definition that stress is caused
due to external factors, situations or events. These have adverse impact on the individual
characteristics and psychological processes. These together put an additional burden or demands
on individual, hence the stress. External factors may include social setting, work ethics in the
organization, leadership styles, availability of resources, workload, level of technology and the
work environment. The internal factors that are affected are psychological in nature and include
emotions, ego state, attitude, perception, motivational factors, need and demographics. If
employees feel that external factors are of not much consequence and have no compelling effect
the stress is not formed within the minds of individuals. High desires, uncertainty, result of
promotion examination, unrealized ambition may cause stress to the individual. Stress should not
be confused with anxiety or nervous tension and damaging. They occur as regular features in
many cases and have no long – lasting impact on the working capacities of the employees. Stress
is generally of a mild nature and one recovers from it easily. Once a person gets used to
environmental factors and people with whom one generally works on a daily basis, there is no
existence of stress. It is the work environment, plant, people and situations, which one is not used
to, creates tension and resultant stress. The stress diminishes gradually when one gets used to it.
However the stress can be mild, stiff and chronic in nature. Mild stress is visible when person
develops lack of appetite and high blood pressure. The stress becomes stiffer if these are not
carefully countered. When stress attains a chronic stage, where people develop instability,
frustration and feel uncomfortable and cannot cope up with problems. It affects physical
efficiency and subsequently a psychological strength. This stage is called ―Burn out. In this
stage individual is emotionally weakened. The stage of burn-out is reached when an individual
fails to achieve his objective. He exhibits irritation, errors, frustration and apathy. Stress can be
avoided by adopting an approach of co-operation, help the fellow employee in distress and social
interaction with affected individuals.
General Adaptation Syndrome

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The general adaptation syndrome (GAS) refers to development of individual’s responses to
stressful events in the form of physiological, psychological and behaviour patterns. They follow
a fairly consistent pattern. These are of three types as classified by Hans Selye.
A. Alarm Stage: This is a warning stage and occurs as first sign of stress. Many physiological
and chemical reactions occur. During this stage muscle becomes tense, pupils dilate and there
is an increased hormone flow. Increased pituitary adrenaline secretion, increased respiration,
heart trouble and high blood pressure are major symptoms of alarm stage.
B. Resistance Stage: If the alarm stage is not controlled in time, body organs develop resistance
but leave its ill effects. During the resistance stage individual is unable to rest and develops
irritating nature. There is increased nervousness, tension frustration and uneasiness in the day
to day work environment. Individual develops ulcer, loss of appetite and illness.
C. Exhaustion: When the body, psyche is affected it is believed the stress has reached the stage
of exhaustion. During this stage individual experiences physical and mental pressures
individual develops ulcers and high blood pressure. Exhaustion develops moodiness, negative
attitude; individual appears fatigued and displays helplessness in his behaviour.
6.2 Understanding sources of stress and its consequences
6.2.1 Sources of stress
Organization, Group and individual have impact on the performance of a job. Environment also
effects adversely on the efficiency of the individual. It is expressed in the figure below:

Group factor org. factor

Job stress

Individual factors
Environmental factors

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1. Environment Factors
There are innumerable environmental factors that have caused a great deal of work stress on the
employees. Ivancevich and Matterson have identified societal, economic, financial, cultural,
familial and technological factors which have tremendous influence on mental health of the
employees. Societal factors have forced both husband and wife to do the job to maintain a high
level of life style. People have become more ambitious. They want their children to do well in
life this causes stress. Environmental stressors like family demands and obligation, economic and
financial conditions, race, caste, creed, ethnic identity, relocation due to transfer cause adverse
effect on individuals.
2. Organizational Stressors
Organizational stressors can be classified into mission statement, strategies, policies,
organizational structure and design, reporting channels, communication, various processes,
systems and last but not the least the working conditions. Organization mission and subsequent
departmental goals have a long lasting impact on the employees. Over ambitions goals leave
employees more stretched for attaining the same. Good organizational policies, procedures,
rules, regulations keep employees in high spirit. On the contrary, adhocracy, inadequate
compensation, rigid rules, ambiguous organizational policies and faulty job design cause
tremendous amount of stress.
3. Group Stressors
Hawthorne studies have established the impact of group cohesiveness, group norms and
importance of group objective for attainment of organizational goals. Lack of cohesiveness
creates conflict. Employees must be given full opportunities to develop themselves. People join
group for social security that should be provided. Managers must ensure that job well done is
recognized, omission on this account creates stress like situation in the minds of the employees.
Group social events and group activities must be organized on regular bases. Managers should
form the part of group, which should not be based on rank and position. Employee morale must
be kept high to avoid group stress.
4. Individual Stressors
Personal life and events of official life cannot be separated. Events of marriage, divorce, death in
the family has a remarkable impact on work situation. Personal life difficulties are highly
stressful.
a) Job Security- Job and career enhancement can become a source of stress. Job security is
one of the major reasons for an employee. Insecurity increases during times of recession.
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 The prospect of losing job, especially when an employee is the sole bread earner for the
entire family is very stressful. Another reason for job related stress is promotion or
enhancement of appointment. A person must have a job commensurate with his
qualification. Promotion must be related to efficiency and due care should be exercised in
this regard.
b) Relocation- Relocation is related to transfer of a person to a different place. Transfers
disturb the daily routine of individuals. The fear of working at new location with different
people itself is stressful. Unpredictability about new work environment and creating new
relationship cause anxiety. Transfer also creates problems for family members. It may be
admission in schools, adjustment to social environment, house and may even be
language.
c) Changes in life structure- Span of life have many facets. Some of these are socio-
economic environment, culture, systems, religion, race, education and person‘s
interaction with society in different roles. If all these aspects are favorable, then the stress
is minimal, stress is also determined by ability of a person to cope up with it and the faith.
d) Stress and Behaviour- Stress is a state of mind which reflects biochemical reactions in
the human body. Environmental and internal forces cause sense of anxiety, tension and
depression to human being. As stress is the non specific response of the body to any
demand, it is necessary to understand specific or routine activities that cause stress. There
are two types of activities: desirable activities and undesirable activities. Both these
activities create stress. The stress created by desirable and successful effects is called
eustress. Eustress is a positive, healthy and developmental stress response. It leads to
better performance and a more adjusted personality.
6.2.2 Consequences of Stress
The consequences of stress can be studied under three general categories as shown in the figure.
1) Consequences for the Individual
There are different symptoms that come because of stress.
Physiological Symptoms
 Anxiety: Excessive worry, irritability, anger, nervousness as well as inability to
concentrate or sleep.
 Physical changes include palpitations, chest pain and dizziness.
 Depression: Feeling of sadness, hopelessness, guilt and worthlessness, loss of interest in
activities, change in appetite or weight, difficulty in concentrating and suicidal thoughts.

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 Psychological Symptoms
o dissatisfaction
o poor job performance, lowered self esteem, resentment of supervision, inability to
concentrate, make decisions
o Aggressive actions such as sabotage, interpersonal aggression, hostility and complaints.
Behavioral Symptoms.
 Sleeplessness
 Increased smoking and drinking
 Drug abuse
 Absenteeism and turnover
 Reduction in productivity etc
2) Consequences for the Family
Distress which is handled by individuals in dysfunctional ways such as resorting to drinking or
withdrawal behaviors, will have an adverse effect on their family life. The effects of this will be
spouse abuse, child abuse, alienation from family members and even divorce.
3) Consequences to Organizations
Low performance and productivity.
High rate of absenteeism and turnover.
Loss of customers due to poor attitudes of workers etc.

6.3 Stress Management Strategies

Morley and Katherine have suggested the following preventive and treatment strategies:
a) Seeking a fit between characteristics of the individual, complexity of the job and type of
organizational structure.
b) Developing programmes which help individuals cope with the causes of stress that lead to
burnout.
c) Teaching and supporting self – diagnosis and individual adaptation strategies for addressing
burnout symptoms.

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Treatment
a) Evaluate and understand the cause of burnout.
b) Determine change both personal and organizational to return to normal work – related
functioning.
c) Develop sensitivity to the signs of burnout to cope with likelihood of the same in future.
d) Develop skills to deal with feelings and emotions to avoid burnout to fellow employees.

Individual Level Strategies

Minimum level of stress is required to stimulate individuals to higher productivity. Excessive
stress is harmful to both individual and organization. It is a common practice to evolve various
stress reduction strategies in the organizations. Individuals must take steps to reduce stress to an
acceptable level. It is clarified that every individual has different capacity to cope with individual
stress. Some of the individual stress reduction strategies are as under:
1. Define objective for Self: Setting up of objective for self is a continuous process right from
the childhood where parents generally decide as to the stream of learning, institutes and the
like. When you join an organization, it is important to study organizational structure, job
involved and the prospects of growth. Every person must set for himself the object vis-a-vis
the ability and skill one possesses. It is generally observed that individuals set high objective
for themselves to be achieved in short span of time.
2. Plan your life: Work stress has an impact on personal life at home and vice – versa. It is
therefore important to plan various aspects of life as is possible. This will include increasing
professional competence by way of acquiring additional qualification and skill, sound
financial planning, home, children education and so on. Contingency plan must also be
evolved in case of uncertainty.
3. Social Support: A man is becoming isolated like an island in vast ocean due to breaking of
joint family system, requirement of moving out of home for service purposes and thereby
losing physical contacts with kith and kin. It is important to keep close rapport with relatives.
At closer to work place develop friendship with fellow workers who can help in times of
crisis, stress and strain.
4. Physical Fitness: Healthy body and mind are stress resistance. It has been conclusively
proved that individuals, who exercise and so strengthen their endurance and cardiovascular
system, are much less likely to suffer from certain types of stress related illness.

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Organizational Level Strategies
Organization plays a decisive role in ensuring peaceful environment free of stress. Basically
stress relates to two categories of events. First, the organizational structure and policy and
second relating to personal development and growth that the job can provide. Following aspects
must be carefully examined and evaluated for its effectiveness and implementation.
A. Organizational goals must be in realms of achievement. Too much high goals not only put
the employees under undue stress but also creates unhealthy work environment.
B. Organizational polices should be clearly defined with particular reference to training and
development, promotion, leave, wages and salary administration, discipline, incentives, etc.
C. Authority and responsibility must be clearly defined by setting up reporting channels.
Principle of unity of command should be adhered to.
D. Organizational structure, redesigning of jobs and improved communication reduces stress.
E. Corporate policies, physical work environment should be suitable for higher productivity.
F. An updated systems and processes increase efficiency.
G. Management must create a healthy working environment.
H. Career plan for managers must be developed and implemented in letter and spirit.
Nothing discourages employees as bad developmental programmes. Employees must be
empowered. They should be provided with suitable time to time counseling by way of advice,
reassurance, good communication, release of emotional tension and clarified thinking. Re-
orientation is important to keep employees free of stress for increased productivity.
6.4 Implications for performance and satisfaction
Stress is not always negative as an influence on our lives. It has two faces—one positive and one
negative. Constructive stress, or eustress, acts in a positive way. Moderate levels of stress by
prompting increased work effort, stimulating creativity, and encouraging greater diligence. You
may know such stress as the tension that causes you to study hard before exams, pay attention,
and complete assignments on time in a difficult class. Destructive stress, or distress, is
dysfunctional for both the individual and the organization. Too much stress can overload and
break down a person‘s physical and mental systems resulting in absenteeism, turnover, errors,
accidents, dissatisfaction, reduced performance, unethical behavior and even illness. Stanford
scholar and consultant Jeffrey Pfeiffer, for example, criticizes organizations that suffer from such
excessive practices for creating toxic workplaces. A toxic company implicitly says to its
employees: ―We‘re going to put you in an environment where you have to work in a style and
at a pace that is not sustainable. We want you to come in here and burn yourself out. Then you
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can leave. As is well known, stress can impact a person‘s health. It is a potential source of both
anxiety and frustration, which can harm the body‘s physiological and psychological well-being
over time. To sum up this chapter remember the four A’s: Avoid, Alter, Adapt, or Accept.
Avoid unnecessary stress. Not all stress can be avoided, but by learning how to say no,
distinguishing between -”should” and -”musts” on your to-do list, and steering clear of
people or situations that stress you out, you can eliminate many daily stressors.
Alter the situation. If you can‘t avoid a stressful situation, try to alter it. Be more
assertive and deal with problems head on. Instead of bottling up your feelings and
increasing your stress, respectfully let others know about your concerns. Or be more
willing to compromise and try meeting others halfway on an issue.
Adapt to the stressor. When you can‘t change the stressor, try changing yourself.
Reframe problems or focus on the positive things in your life. If a task at work has you
stressed, focus on the aspects of your job you do enjoy. And always look at the big
picture: is this really something worth getting upset about?
Accept the things you can‘t change. There will always be stressors in life that you can‘t
do anything about. Learn to accept the inevitable rather than rail against a situation and
making it even more stressful. Look for the upside in a situation—even the most stressful
circumstances can be an opportunity for learning or personal growth. Learn to accept that
no one, including you, is ever perfect.

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