Organizational Conflict

and Stress

GROUP-D

Rakshya Rihana Rohan Yacha Sabina Samira

Adhikari Kasula Shrestha Shrestha Rajthala
 Concept of Conflict
● Conflict refers to a disagreement between
human beings. It can arise due to differences
in opinions, values, or goals.

● Conflict can occur in various settings,

including personal relationships, workplaces,
or even on a larger scale, such as between
nations.

● If the conflict is not managed in time, the

relation between the people becomes worst.

● Moreover, conflict is viewed as negative

aspects of an organization and considered as
harmful factors but if it is tactfully handled,
conflict can be beneficial for individuals,
groups and the organization.
 Nature/Features of Conflict

01 02 03
Mutual Exclusive Goals Feeling of Opposite Dynamic Process
Mutual exclusive goals means two or more It is occurred due to lack of trust and Conflict is not a static thing, it’s
parties have mutually exclusive goals that belief among the group members. In a always changing and evolving. It’s like
cannot be achieved at the same time. If one conflict, people often feel like they are a moving and changing situation that
party focuses on a particular goal and another on opposite sides or have opposing requires attention and management.
party focuses on another goal then there will views.
be conflict.

04 05 06
Perception Differences Barrier on Goals Feeling Injustice
Conflict can happen when people When one person or group of persons
In conflict, people often have a strong
have different ways of seeing or feel that another person or group of
desire for justice or fairness. They want
understanding things. It’s like persons are creating barrier for
things to be fair and right in the situation.
looking at something from different achieving their objectives, conflict is
angles and having different created among them.
opinions about it.
 Types/Levels of conflict
01 02
Intra-personal conflict Inter-personal conflict
•Intrapersonal conflict occur •It is a conflict between two or more
within an individual. individuals in an organization.
•This type of conflict arises when •It’s like when there are disagreements
an individual has to make choice among group members for achieving
between the alternatives. status, power, position, or resources.

03 04
Inter-group conflict Inter-organizational conflict
•It is a conflict between two or •The conflict between two or more
more groups in an organization. It organization is called inter-
occurs due to different viewpoints, organizational conflict.
conflicting reward system, • It can arise due to competition,
competition for scarce resources, conflicting goals or interests or disputes
and poor coordination. over contracts or partnerships.
 Sources of Conflict

Interpersonal Intergroup
Conflict Conflict
•Personal differences •Competition of resources
•Information deficiency •Task factors: task
•Goal differences
independence, task ambiguity,
•Role incompatibility
difference in work orientation
•Threat to status •Status struggle
•Lack of trust •Reward conflict
•Organizational changes
•Organizational change
•Harassment
•Organizational climate
•Environmental stress
 Interpersonal conflict
01 02
Personal differences Information deficiency
•Individuals working together may •Sometimes conflict arises simply out of a
have differences in attitude, perception, minor and unintentional communication
belief, value, learning, motivation, problem, such as lack of information, dealing
experience, and skills which leads to with people who do not return phone calls.
•If supervisors do not communicate effectively
misunderstanding and conflict between
with subordinates, it may be the reason of
individuals or coworkers. conflict.
03 04
Goal differences Role incompatibility
•The achievement of one department's •The lack of clear clarification of role of
goal often interferes with another employees is also one of reasons of
department's goal which can create conflict.
conflict. •If there is lack of proper division of
•Quite often this is due to high work, specified rules and procedures,
horizontal differentiation and task delegation of authority and responsibility;
specialization.. there is possibility of overlapping over
the performance of others. In such
situation, conflict may arise.
 Interpersonal conflict
05 06
Threat to status Lack of trust
•Status is human psychological aspects and •All individuals working in a group must have
represents to an individual’s value, position, mutual trust to achieve common goals.
authority and responsibility. •If there is lack of mutual trust among the
• Therefore, when other individuals create individuals, it can create conflict. For example,
obstruction on job, authority and leadership conflict may arise in between supervisor and
of an individual, conflict is created in the subordinates if they have lack of trust to each
organization. other.
07 08
Organizational changes Harassment
•Changes in organizational structure, •Harassment in the workplace can take many
division of work, authority, responsibility, forms, such as sexual, racial, and ethnicity
etc. are essential to cope with environmental harassment.
changes. •Harassment may be possible for a new
•Such changes can change the job liability, employee.
status, position, authority, formal • Companies that don't have strong harassment
relationship and job responsibility of group restriction policies can encourage such
members which can be the reason for behavior, which can result in conflict.
conflict among each other.
 Interpersonal conflict
09
Environmental Stress
•The change in internal and external
environment is an important source of
conflict.
•For example, declining economy of
company to recession, a new competitor
enters into market, or change in technology,
etc. can create tension within the company.
This stress can lead to conflict between
employees and in some cases between
higher level managers.
 Intergroup conflict
01 02
Competition of resources Status struggle
•There are scarce sources in organization. •Changes in organizational structure, division
These resources involve money, manpower, of work, authority, responsibility, etc. are
time, machines, equipment and other physical essential to cope with environmental changes.
resources. •Such changes can change the job liability,
•When a group of employees have access to status, position, authority, formal relationship
such resources while others do not conflict and job responsibility of group members which
may arise among employees or between can be the reason for conflict among each
employees and management. other.

03 04
Reward conflict Organizational change
•Reward system is also a source of •It is essential to bring change in different
intergroup conflict. Proper reward system organizational aspects such as job design,
motivates the workers for better job content, job responsibility, job position
performance. But when the workers take and other areas of performance.
reward negatively it brings conflict in • Such changes can create conflict within
organization. groups because it affects on their status,
• If there is inequity in reward system position, and value in the organization.
among the group, it creates conflict.
 Intergroup conflict
05
Task factors
•Management needs to co-ordinate all task of groups available in organization. It is essential to
develop team spirit practice among different groups. While coordinating activities different
factors come into existence and provide negative impact on performance These factors involve
task interdependence, task ambiguity and differences in work orientation.
Task interdependence: Task interdependence is concerned with dependence of one group on
another group from completing task. It can be sequential or reciprocal interdependence. In
sequential interdependence the output of one group becomes input of another group. Similarly,
in reciprocal interdependence, some outputs of both the groups become inputs of each other.
The high level of task inter-dependence is one of the reasons of inter-group conflict.
Task ambiguity: Task ambiguity is concerned with lack of clarification of job responsibility
of groups in organization. If there is lack of proper division of work, specified rules and
procedures, delegation of authority and responsibility; there is possibility of overlapping over
the performance of other groups.
Difference in work orientation: Difference in work orientation of groups also becomes
difficult to maintain coordination of group performance. If there is lack of uniform orientation
of groups for objectives, procedures, time and standard of performance, it can create conflict
among groups while doing activities.
 Intergroup conflict
06
Organizational climate
•Organizational climate is concerned with
working environment in the organization.
•If there is lack of good working
environment in the organization, members of
groups cannot do assigned job effectively. In
such situation, groups create conflict with
other groups and also with management.
 Approaches to Conflict Management
Conflict Management
•Conflict management includes skilful encouragement and handling of
constructive conflict on one hand and resolving or limiting dysfunctional
conflict on the other.
• So the consequences of conflict must be determined because they may help or
hurt the organization.
• Hence, constructive or functional conflict needs to be stimulated. But
destructive or negative conflict must be eliminated through preventive measures.
•Generally, conflict management approaches of an organization are studied in
the following two dimensions such as:

Interpersonal
Structural Conflict
Conflict
Management
Management
•Accommodating •Emphasizing super-ordinate goals
•Collaborating •Reducing differentiation
•Avoiding •Improve communication and understanding
•Compromise •Reduce task interdependence
•Confrontation •Increasing resources
•Environmental stress •Clarifying rules and practices
 1. Interpersonal Conflict Management
For managing interpersonal conflict, it is necessary to understand problems by gathering
necessary information.
There is no any appropriate conflict resolution style and each conflict participant is capable of
choosing the approach he believes most appropriate in any given situation. Generally, there are
five major responsive approaches to manage interpersonal conflicts in an organization. They
are as follows:
1. Accommodating:
•The accommodating approach emphasizes cooperation instead of forcefulness.
• A person places his interests last and allows the other party to put his interests. It involves
minimizing difference among conflicting parties and highlighting similarities and areas of
possible agreement.
• Managers using this style demonstrate that they are peacemakers, willing to yield where
possible and want to create goodwill with all.
•Sharing of opinions removes misunderstanding and both parties realize that they are not far
apart.
•Useful when the conflict is associated with aggressive feelings among the parties and
temporary solutions are needed in the short run.

2. Collaborating:
•The collaboration style involves parties working together to resolve issues and problems
themselves.
• Both parties come to the table with win-win attitudes. This win-win approach is favored when
both sides have important differences but everyone agrees to work together.
 1. Interpersonal Conflict Management
•Managers may choose to collaborate by showing a high degree of assertiveness and
cooperativeness.
•A favorable negotiation style in formal dispute resolution situations.

3. Avoiding:
•This approach involves one of the conflicted parties avoiding communicating about or
confronting the problem. This approach is considered by hoping that it will be resolved
automatically after passing of time.
• Managers who don't want to handle conflict are likely to avoid it altogether. By not
participating in the problem-solving process, they are effectively removing themselves from
it.
•In certain situations, it may be appropriate to avoid a conflict.
•Useful when issues involved in conflict are of very minor nature or when more important
issues deserve attention.

4. Compromise:
•Traditional method of conflict resolution.
•It is a process of bargaining where the parties negotiate on the basis of give and take
principle to arrive at a mutually acceptable agreement.
•It is commonly used where the conflict involves differences in goals, attitudes or values.
There is no distinct winner or loser because each party is expected to sacrifice something in
exchange for a concession.
 1. Interpersonal Conflict Management
•. It is the most typical way of dealing with labor management conflict
•However, compromise takes time, which the management may not be able to afford always.
The amount given up by each party in conflict becomes the direct relation to its strength.

5. Confrontation: :
•Conflict can be faced directly.
•In this approach, management directly handles the situation and deals with conflicting
parties. Assertiveness is the main aspect of this approach.
•All the issues causing conflict are brought into open. A mutually satisfactory solution is
found through face to face meeting of the parties concerned. It might involve high levels of
emotions as the parties establish positions and in sometimes there is possibility of hostile
interaction.
•However, the specific techniques can be organizational redesign and interactive problem
solving through open discussion.
 2. Structural Conflict Management
Organizational structure change is also the reason of conflict in the organization. The change
in organizational rules, regulations, working procedures, job design, division of work, etc.
create conflict between management and employees. The main structural approaches for
managing conflict are :
i. Emphasizing super-ordinate goals:
•Super-ordinate goals are common objectives held by conflicting parties that are more
important than departmental or individual goals on which the conflict is based. Such goals
cannot be accomplished by the resources of any single party separately.
• By increasing commitment to corporate goals, employees place less emphasis and therefore
feel less conflict with co-workers regarding competing individual or departmental-level
goals. They also potentially reduce the problem of differentiation by establishing a common
frame of reference.
• For example, research indicates that most effective executive teams frame their decision as
super-ordinate goals that rise above each executive's departmental or individual goals.
ii. Reducing differentiation::
•: Another way to minimize dysfunctional conflict is to reduce the differences that produce
the conflict in the first place. The more employees think they have common backgrounds or
experiences with co-workers, the more they are motivated. They are to coordinate activities
and resolve conflict through constructive discussion with conflicting co- workers.
• For example, multinational peacekeeping forces reduce differentiation among troops from
the representative nations by providing opportunities for them to socialize and engage in
common activities, including eating together.
 2. Structural Conflict Management
iii. Improve communication and understanding:
•An important means of managing conflict in an organization is to develop open
communication system.
• It is found that information deficiency leads to misunderstanding and conflict among
employees. Sometimes conflict arises simply out of a minor and unintentional
communication problem.
•Therefore, there must be two-way communication system in the organization. The open
communication between managers and subordinates and also among the subordinates helps to
develop mutual understanding for each and every activity.

iv. Reduce task interdependence::

•Task interdependence is concerned with dependence of one group on another group from
completing task. It can be sequential or reciprocal interdependence.
•The potential for conflict is very high in situations where two departments have to work in
an interdependent fashion and share scarce resources.
• If level of task inter-dependence is minimized it can manage conflict. As a result of this,
mutual dependency, disagreement, and conflict will be reduced.
 2. Structural Conflict Management
v. Increasing resources:
•Increasing resources and proper allocation of such resources among members of the
organization is an important approach of conflict management. These resources involve
money, manpower, time, machines, equipment, and other physical resources.
• Competition among departments for resources should be minimized.
•When all groups and employees have access to such resources it minimizes conflict among
employees and between employees and management.

vi. Clarifying rules and procedures::

•The major reason of conflict in an organization is unclear rules, regulation and working
procedures.
•Management needs to develop formal rules and regulation to bind all the members under a
system. Besides, it is essential to define procedures for accomplishing task to achieve
objectives.
• If all the members from top level to subordinate levels perform activities by following the
formal system of organization then it supports for smooth functioning of organizational
activities. There will be no possibility of arising conflict.
 Conflict Negotiation
•Conflict can be a common part of many workplaces. While conflict can encourage change
and inspire new ideas and processes, it's important to know how to negotiate during
conflicts. In this topic, we explain what conflict negotiation is, how to negotiate conflicts
effectively through its process, and the types of conflict that may occur in the working
environment of organization.

• What is conflict negotiation?

Conflict negotiation is communication focused on finding an agreement that addresses
the concerns of parties who want different outcomes.

•What are the approaches for resolving conflict through negotiation?

 There are two approaches for resolving conflict through negotiation and they are:
1. Distributive or Win Lose Approach
2. Integrative or Win-Win Approach
Approaches for resolving conflict through Negotiation

Distributive approach Integrative approach

•A distributive negotiation is when •A integrative negotiation is the

only one party can gain benefits. strategy in which the involved parties
work together to find a solution that
•It is the bargaining approach of
satisfies the needs and concerns of
resolving conflict so that everyone
each.
wants to maximize his own value and
interest.
Conflict Negotiation Process
 Conflict Negotiation Process
1. Preparation and Planning :
•In the preparation and planning stage, each party in the negotiation need to
determine and clarify their own goals in the negotiation. This is a time when they
take a moment to define and truly understand the nature of the conflict, people
involved in conflict and their perception.

•What are their goals in this negotiation? What might they settle for? and how does
that differ from the outcome you’re hoping for?

2. Definition of Ground Rules:

•After the planning and strategy development
stage is complete, it’s time to work with the other
party to define the ground rules and procedures for
the negotiation. Usually it’s during this phase that
the parties exchange their initial positions.

•Who will do the negotiating—will we do it

personally or invite a third party? Where will the
negotiation take place? If an agreement can’t be
reached, will there be any specific process to
handle that?
 Conflict Negotiation Process
3. Clarification and justification:
•Both you and the other party will explain, clarify, strengthen, interpret and justify your original
position or demands. For you, this is an opportunity to educate the other side on your position,
and gain further understanding about the other party and how they feel about their side.

• In the course of putting demand, there must be sincere exchange of information. This doesn’t
need to be—and should not be—confrontational.

4. Bargaining and Problem solving:

•This is the essence of the negotiation process, where the
give and take begins. You and the other party will use
various negotiation strategies to achieve the goals
established during the preparation and planning process.

• The communication skills of active listening and

feedback serve the parties of a negotiation well. It’s also
important to stick to the issues and allow for an objective
discussion to occur. Emotions should be kept under
control. Eventually, both parties should come to an
agreement.
 Conflict Negotiation Process
5. Closure and Implementation:
•The final stage in the negotiation process formalizing the agreement between
management and conflicting party. This is the stage in which procedures need to
be developed to implement and monitor the terms of the agreement.

•They put all of the information into a format that’s acceptable to both parties,
and they formalize it. Formalizing the agreement can mean everything from a
handshake to a written contract.
 Functional and Dysfunctional Conflict
i. Functional conflict:
•Functional conflict is when people have opposing goals that can be resolved
without conflict. It involves productive disagreements between two parties where
the end goal is improvement within an organization or team. Employees in
functional disputes are not motivated by selfish interests, but rather, want to find
solutions to current company problems to benefit the organization.

•Functional conflict is also known as cooperative or practical conflict. It involves

team who are defending or criticizing ideas based on relevant facts rather than on
the personal preference and interest.

ii. Dysfunctional conflict:

•Dysfunctional conflict is a type of conflict that damages employee relations and
hinders organizational progress. It can involve behavior such as aggression,
hostility, or lack of respect toward others. It is generally personal in nature and
based on deep-rooted personal feelings and attitudes among members.

• A dysfunctional conflict can cause high level of tension among which may result
in anxiety, frustration, uncertainty among the members of a group.
Functional and Dysfunctional Conflict
 Concept of Work Stress
•Stress plays an unavoidable part in each one’s life.
Stress hampers the day-to-day lifestyle of an
individual. For example, student have exam stress,
employee have work overload stress and elderly
people have health stress.
•Basically, stress refers to body’s psychological and
emotional response to any demand. When our mind
and body response or react to real or imagined
threats, events or change then it creates stress.
•People feel worried, tensed, tired, depressed,
anxious and anger when they feel stress.
•Generally, stress is taken from negative
perspective but it always does not give negative
outcomes. It has also positive value. For example,
players, artists, and professionals often use stress
positively to perform at their maximum. They
consider stress as an opportunity to enhance their
quality of work and they get outcomes of function
maximum satisfaction from their jobs. Stress may
create digestive problems and one could gain
weight due to overstress.
 Sources/Causes of Stress

Environmental Factors Organizational Factors Personal Factors

•Economic uncertainty •Workload and job demands •Family problems

•Political uncertainty •Poor working environment •Economic problems
•Technological change •Poor leadership •Personality
 A. Environmental Factors
•It includes factors such as noise, pollution, and uncomfortable physical surroundings that
disrupt a person's sense of well-being. Additionally, unpredictable weather conditions and
crowded living or working spaces can all contribute to heightened stress levels by creating
challenging and uncontrollable external circumstances. There are 3 main types of
environmental factors such as:

01 02
Economic uncertainty Political uncertainty
•Economic uncertainty creates stress by •Political uncertainty create stress by causing
introducing instability and unpredictability concerns about stability and unpredictability.
in financial matters. • Changes in government leadership, political
•Concerns about job security, income unrest, and uncertain policy directions may
fluctuations, and overall financial stability lead to anxiety about the future. Individuals
can lead to anxiety and stress. may worry about the impact on job security,
•The lack of clarity and confidence in economic conditions, and overall societal
economic conditions can contribute to well-being.
heightened worries about meeting •This lack of clarity in the political landscape
financial obligations, leading to increased can contribute to heightened stress levels as
stress levels among individuals. people navigate uncertainties and potential
challenges
 A. Environmental Factors

03
Technological change
•New technology at work can stress
employees out because it often means
changes to their tasks or skills.
• The fast pace of tech advancements may
make employees worry about job security
and the need to keep learning new things.
•The fear of machines taking over some jobs
can also add to stress as it creates uncertainty
about the future of their work.
 B. Organizational Factors
•Organizational factors contribute to stress when employees face high workloads, lack of
control, unclear job expectations, poor work environments, job insecurity, a toxic
organizational culture, ineffective leadership, limited career development opportunities,
inadequate recognition, poor work-life balance policies, communication issues, inequity, and
a lack of resources. Organizational factor includes:-

01 02
Workload and job demands Poor working environment
•High workload and job demand •A poor working environment,
contribute to stress by overwhelming characterized by uncomfortable physical
individuals with excessive tasks, tight conditions, inadequate resources, and
deadlines, and unrealistic suboptimal facilities, contributes to
expectations. stress among employees.
•This pressure can lead to feelings of •These unfavorable conditions can
frustration, and difficulty in negatively impact well-being, job
workplace and employees may quit satisfaction, and overall mental health,
the job. leading to increased stress levels.
New technology at work can stress employees out because it often means changes to their tasks or skills. The fast pace of tech advancements may make employees worry about

B. Organizational Factors

03
Poor leadership
•Poor leadership contributes to stress by
creating an unsupportive or ineffective work
environment.
•Lack of guidance, unclear expectations, and
insufficient recognition can lead to feelings
of frustration and demotivation among
employees. Thus, inconsistent or ineffective
leadership styles can also contribute to
workplace tension and stress as employees
may feel undervalued or unsupported.
 C. Personal Factors
• Employees often face challenges balancing work and personal life, leading to stress and
dissatisfaction. Work demands, combined with personal responsibilities, can create strain.
Personal factors like family issues, economic concerns, and individual personality contribute
to this struggle. Personal factor includes:

01 02
Family problems Economic problems
•:Family problems create stress for •Financial trouble is the common causes of
employees by causing emotional distress, stress.
distractions at work, draining time and •Economic problems can make people feel
energy, creating financial strain, disrupting stressed because they may worry about not
work-life balance, leading to increased having enough money. This stress can affect
absenteeism, impacting mental health, their emotions, daily life, and relationships.
straining relationships with colleagues, •For example, if someone loses their job or
decreasing productivity, and increasing the faces financial difficulties, it can lead to
risk of burnout. anxiety about paying bills, buying necessities,
•Employers can help by fostering a and providing for their family.
supportive workplace culture and •This constant worry about money can create
providing resources like Employee a lot of stress and impact a person's overall
Assistance Programs well-being.
New technology at work can stress employees out because it often means changes to their tasks or skills. The fast pace of tech advancements may make employees worry about

C. Personal Factors

03
Personality
•Personality differences can create stress
when individuals with contrasting traits
struggle to understand each other,
communicate effectively, or collaborate
harmoniously.
•These challenges in interpersonal dynamics
may lead to workplace conflicts, increased
tension, and difficulty working together,
contributing to overall stress for those
involved.
 Consequence of Stress
Stress creates when our body and mind response or react to real or imagined
threat event or change. An individual having high level stress may feel high blood
pressure, difficult in making decision and loss their patience etc. Mainly the
consequences of stress may have physical effect, psychological effect, intellectual
effect and behavioral effect.

Physical effects Intellectual effects

Consequence of
stress

Psychological effects Behavioral effects

 Consequence of Stress

01 02
Physical effects Psychological effects
•Stress may have short term and long •Stress can create dissatisfaction among
term physical effects. the employees.
•In short term, a stressed person will •Stress can lead to psychological effects
have dry mouth, cold hands, increase like anxiety, depression, reduced job
sweating, rapid breathing, fast heart satisfaction, impaired concentration, and
rate, feeling of sickness, butterflies in an increased risk of burnout in
stomach, diarrhea etc. individuals.
•Similarly, in long term stressed •They also my have attitude changes,
person will have Chronic Health eating disorder, intake of alcohol, and
Conditions, Mental Health Disorders, other drugs, increased smoking,
Weakened Immune System, Reduced restlessness, etc.
Life Satisfaction depression, etc.
 Consequence of Stress

03 04
Intellectual effects Behavioral effects
•The intellectual effects of stress can •Stress can lead to behavioral effects,
include difficulties in concentration, including changes in sleep patterns,
impaired decision-making, and increased irritability, mood swings, and
reduced cognitive abilities. a decline in overall productivity.
•Stress may hinder problem-solving • It may also contribute to unhealthy
skills and creativity, impacting an coping mechanisms such as
individual's overall intellectual overreacting, substance abuse, or
functioning. withdrawal from social interactions.
 Managing stress
•Stress management is the management of stress which helps to reduce the
negative impact caused by stress and to improve a person’s physical and mental
well-being .So, managing employees’ stress is important .

•For managing stress in workplace, broadly, two approaches are taken into
consideration consisting of following:
1. Individual approaches
2. Organizational approaches
 Managing stress

Individual Organization
approaches al approaches
•Time management •Selection and placement
•Physical exercises •Managing training
•Relaxation training •Goal setting
•Redesign of jobs
•Social support network
•Employee involvement
•Behavioral self-control •Improved communication
•Good eating habit •Voluntary leave
•Reduce source of anxiety •Welfare programs
 Individual approaches
01 02
Time management Physical exercise
•The time management principal •Physical exercise like walk, jugging,
helps employee to accomplish all helps to maintain the employee’s health
the activities on time. It reduces condition which helps them to do
work related stress. assigned job effectively also minimize the
feeling of workload stress.

03 04
Relaxation training Social support network
•Relaxation training like •Individual share different feeling with
meditation, yoga etc helps to family, friends, seniors etc are which
develop mental ability of individual are social support network system.
which minimize work stress. •If they have good social support
network system then they feel
comfortable with sharing information
and doing office work.
 Individual approaches
05 06
Behavioral self-control Good eating habit
•It’s a ability to control our emotion •Individual should have balance diet.
and behavior with others. Individual Healthy people can solve problem by
shouldn’t loose self control while using best effort and efficiency.
facing problem. they need to deal
problem with heart and mind.

07
Reduce source of anxiety
The major sources of anxiety are
high optimism, expectation,
imaginary objective etc. which
create stress. It is essential to
maintain balance between
expectation and resources.
 Organizational approaches
01 02
Selection and placement Managing training
•In workplace, some jobs are tend to •It is essential to manage training
be more stressful than other. program for employees because
•Therefore, taking decision of experience from training can provide
selection and placement of employee guidance how to handle work related
such factor need to be taken into problem.
consideration. •Trained employee adapt better to high
stress job and perform those jobs more
03 04
effectively.

Goal setting Redesign of programs

•Individual perform better when •It involves providing decentralization,
they have specific goal. participative management, two way
•The specification of goal can communication, etc.
reduce stress as well as provide •Such provision in job redesigning
motivation. helps to minimize level of stress.
 Organizational approaches
05 06
Employee involvement Improved communication
•When the employee involvement •Development of all channel network
increase in decision making communication system facilitates to
process, then employee will know maintain formal relation with colleagues
the specific role that they need to and with subordinates.
pay. •It helps to solve work related problem
•It provides direct impact on job within time.
performance.
07 08
Voluntary program Welfare program
•Employee expect voluntary leave •Welfare program for employee support
to accomplish personal project. to minimize stress.
•The provision of voluntary leave •It involves workshop to quit smoking,
revives employee for better control alcohol use , exercise, losing
performance. weight, balance eating habit etc.
 Stress and Innovative Work Behaviour of
Employees
Stress refers to body’s psychological, physiological and emotional response to any demand that is
perceived as threatening to person’s wellbeing. Innovative behavior of employee is the outcome
of employee activities in the organization. The following are the stress levels and work situations
that can encourage and discourage innovative work behavior of employees.
•Distress
Distress refers to the level of stress that most employee associate with the feeling of high level of
stress. It tend to cause employee to feel anxious, mental illness and the experience of physical
and psychological disorder.
•Eustress
Eustress refers to the level of stress that can helpful for providing energy and motivating
employee for improving their innovative skill.

In conclusion, for improvement of employees’ innovative work behavior, the level of stress
shouldn’t be very high or very low. It must be within the range and limits of employee. A
controlled stress which is within limits is always beneficial and productive than uncontrolled
one. For maintaining stress at productive level management needs to consider the value of its
employees. Also it is necessary to introduce some stress control, mechanism such as the practice
of cooperation, kindness and justice, discipline, healthy and friendly environment productive and
innovative environment in the workplace.
THANK YOU!