Organizational Management Chapter 7
Stress and Performance
U-Shaped Bell Curve relationship
self-management (second level)
ability to direct your emotions in a positive way when needed
relationship management (fourth level)
ability to help others manage their own emotions and truly establish supportive relationships with others
social awareness (third level)
ability to understand how others feel
deep acting
employee actively tries to experience an emotion they are displaying; goes a step further than surface acting
stressors
events or contexts that cause a stress reaction by elevating levels of adrenaline an forcing a physical or mental response
surface acting
exhibit physical signs to reflect emotions they want a customer to experience
affect-driven behavior
experiencing an emotion and acting in a certain way as a result of it
role conflict
facing contradictory demands/roles at work
genuine acting
individuals are asked to display emotions that are aligned with their own emotions, less labor is required and no faking or acting needed
External Constraints on Emotions
organizational and cultural influences feed into individual emotions, lead to emotional contagion and emotional labor
sabbaticals
paid time off from the normal routine at work
mindfulness
paying complete attention to one's own feelings without reaction or judgement
Pyramid of Corporate Athlete Capaities
Levels of needs for management to perform the best 1. Physical (base) 2. Emotional 3. Mental 4. Spirituality (top)
Demands-Resources Model
Optimal: High demands and high resources lead to high motivation and high strain
stress
body's reaction to a change that requires a physical, mental, or emotional adjustment or response; exceeds a level of a person's ability to cope with a situation's demands; subjective and may be real or imagined
affect
broad range of emotions that people experience
Type B personalities
calmer, think through situations, do not react emotionally
Interpersonal Conflict
conflict in workplace and individual emotions are linked
challenge stressors (enhancing)
demands and circumstances that cause stress but that also promote individual growth, such as high work pressure, high levels of responsibility, or having lots of work to do
work-life conflict
demands from work and non-work domains are negatively affecting one another
time management
development of tools or techniques that help to make us more productive when we work
Type A personalities
display high levels of speed, impatience, job involvement, hard-driving competitiveness
emotional contagion
emotions rubbing off on other people (contagious)
positive reappraisal
finding meaning in a seemingly negative life event; finding a silver lining
role overload
having insufficient time and resources to complete a job
frames of stress
hindrance (debilitating) and challenge (enhancing)
emotional intelligence
how people can understand each other more completely by developing an increased awareness of their own and others' emotions
rumination
inability to let go of past events and obsessively thinking about them
putting into perspective
minimizing the perceived importance of a situation
cognitive dissonance
mismatch of emotions, attitudes beliefs, and behaviors
Psychological Detachment
not thinking or worrying about work until the next day when they are at work; this is a good thing
Employee Assistance Programs (EAPs)
offer services to employees such as emotional counseling and substance abuse counseling
burnout
ongoing negative emotional state resulting from dissatisfaction
Psychological Capacity
personal resource that is useful for stress management
procrastination
postponing important tasks while knowing they will experience problems later
Deviant Workplace Behaviors
productivity failures, theft, political actions, personal aggression
persona
professional role that involves acting out feelings that may not be real as part of their job; acting to play the part
wellness programs
promote employee health
emotional labor
regulation of feelings and expressions for organizational purposes; kind of like monitoring and faking emotions; includes surface, deep, and genuine acting
positive emotions
result from reactions from desired events
negative emotions
result from undesired events
influences on stress
role ambiguity, role conflict, role overload, information overload, interpersonal conflict, resource inadequacy, working conditions, job insecurity
Affective Events Theory (AET)
specific events on the job may cause different people to feel different emotions; these emotions then inspire actions that can benefit or impede others
hindrance stressors (debilitating)
stress caused by factors that detract us from our goals and prevent personal growth, such as conflict, work-life conflict, and daily hassles
anticipatory stress
stress caused by visualizing events that may happen in the future
information overload
when information processing demands on an individual's time to perform interactions and internal calculations exceed the supply or capacity of time available for such processing
stress consequences
three types: physiological, psychological, behavioral
Flow
total engagement in one's work; state of consciousness in which a person is totally absorbed in an activity
mood
type of affect; how a person feels at any point in time, harder to pin down
emotion
type of affect; short intense feeling resulting from some event; affect decision making, motivation, leadership, and ability and selection (effectiveness)
role ambiguity
vagueness in relation to what our responsibilities are; unclear about what we are expected to do
Managing Stress
what works for you, expand social support network, outsource your own duties, cycle between performance and recovery to take breaks
self-awareness (first level)
when you are able to accurately perceive, evaluate, and display appropriate emotions
workaholism
working excessively and compulsively
telecommuting
working remotely; may decrease stress for employees