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