The Functions of Stress in The Workplace

The Functions of Stress in the Workplace
James D. Tippett Copyright 2010 jdt@tipsonxl.com
Why am I Here?
Accidents
Absenteeism
Employee turnover Diminished productivity Direct medical, legal, and insurance costs Workers' compensation awards as well as tort and FELA judgments Occupationally Related Suicide
We need IT!
What is job Stress

Job stress can be defined as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. worker
(Common definition among many sources)
Our View
Stress is essential to our ability to survive, grow and succeed Perception of a current level of threat to our overall well being. and our view of our ability to deal with that threat The source of, and response to, stressors is learned The specific definition of STRESS is different for everyone and every organization
Occupational Health Psychology

Growing field concerned with the psychosocial characteristics of the workplace that contribute to not only injury, but health related problems
Stress-a-holics
Type As Gimme an Epi fix Our Learned Response 20th Century Disease May deal mentally, but effects physically are the same Normally Cured by heart attack or stroke
United Nations
Stress Statistics
- One-third of Americans feel they are living with extreme stress. - About half of Americans (48%) feel that their stress has increased over the past five years. - Money and work are the leading causes of stress (mentioned by three quarters of Americans). Source: American Psychological Association study, 2007.
Stress Statistics
Three quarters of Americans experience symptoms related to stress in a given month: - 77% experience physical symptoms - 73% experience psychological symptoms .
Source: American Psychological Association study, 2007
Stress Statistics
Health care expenditures are nearly 50% greater for workers who report high levels of stress.
- Journal of Occupational and Environmental Medicine
25
300
More Statistics
6 Leading causes of death have been linked to Stress Cancer, Heart Disease, Lung Ailments, Suicide, Accidents, and Cirrhosis of the liver Medical Researchers estimate that stress is now the underlying cause of over 80% of all illness Approximately 25% of all prescriptions written in the US every year are for stress controlling drugs such as tranquillizers, antidepressants and anti- anxiety drugs. $300 billion, or 7,500 per employee, is spent annually in the U.S. on stress-related compensation claims, reduced productivity, absenteeism, health insurance costs, direct medical expenses and employee turnover
.
Why?
UK Statistics
Laws related to Workplace stress reduction Statistics provide valid relationships Second leading cause of Disability in UK 415,000 cases Mandatory Workplace Stress Tests
Stress Test
Stress Test
I have unrealistic Time Pressures I have a choice in deciding what I do at work My manager encourages me I receive respect from co-workers I am clear on my roles and responsibilities Relationships at work are strained Staff are consulted about change at work.
Societal Issues
Number of anxiety, stress, and neurotic disorder cases involving days away from work in private industry, 1992-2001. Source - CDC
BLS Days Away From Work

45 40 35 30 25 20 15 10 5 0
All Injuries Neurotic reactions to stress
10
20
21-30
31 or more
Median days away from work
BLS Data by Occupation

(Injuries with days away - 1997 - of 3,418 cases)
70 60 50 40 30 20
Neurotic Reaction to Stress %
10
0 White Collar Blue Collar Service
Workplace Injury and Illness

BLS Injury Statistics % of total injuries 1997
66
70 60 50 40 30 20 10 0 Men ................................................. 66 39 Women ............................................... 33 61
61
39
33
All Injury and Illness Neurotic Reaction to Stress
NIOSH on Stress
According to the NIOSH view, exposure to stressful working conditions (called job stressors) can have a direct influence on worker safety and health. Butindividual and other situational factors can intervene to strengthen or weaken this influence.
Source:
Stress Enablers and Artifacts
Sources of Stress in the Workplace

Traumatic or unexpected events
Organization Group Individual
Interpersonal Relationships Environmental Economic Socio-Political


Happy Productive
Customer
Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out
Competition
Exec
H.R.
Economy
Organization
Legal Sales Regulatory
Your Boss
External Stimulus
Organizational Response
Organizational Impacts
Organizational Outputs

Happy Productive
Customer
Competition
Exec
H.R.
Economy
Organization
Your Boss
External Stimulus

Happy Productive
Customer
Competition
Exec
H.R.
Economy
Organization
Your Boss
External Stimulus

Happy Productive
Customer
Competition
Exec
H.R.
Economy
Organization
Your Boss
External Stimulus
Stress Management for the Soul

Coping Style Reactional Analysis Sleep, Eat, Move Meditation Social Network Laugh - Lots Youre OK Theyre Not
Stress Channeling
What do you do?
Coping
Level of Control Predictability Optimistic / Pessimistic Approach or Avoid Opportunity or Threat
(Rubin, Paplau, & Salovey, 1993)
(Chang & Strunk, 1999)
Reactional Analysis
Do as I Do
What was that all about?
Friends and Enemies

Who is Who?
Media Think
The Sky is falling
Aggressive Driving
Impersonal Aggression
Sleep, Eat, Move

Sleep
Heart, Melatonin Levels, Stress, Inflammation, Alertness, Memory, Weight, Anti-Depression, protein production 8 hours
Eat
Well balanced Small Slow
Move
Exercise (Do anything) for 30 minutes per day!
Whats the worst that could happen ?
Whats Your Change Quotient?
Individual Stress Management at Work

Time Management E-Mail management Communication effectiveness Culture shift Circles of Influence Stress conditioning Take a sip of the Kool-Aid Get Over It!
10,080
Stress recovery
Sleep
Coping Nutrition Perceptions Exercise Level of Control
Duration
Support Network
NOT
Sabotage or Subversion Workplace Violence Fear and Intimidation Aggression Dump Bullying Harassment Bingeing
Stress Management for the Organization

FIRM Confront Reality Brainstorm Focus on the Focus Organizational Transitions Build Ethics and Trust Social Intelligence - Accountability Celebrate Success
Focus on Common Goal

Why are we here ? Customer Service Security Business Continuance Skills enhancement Who is the best at what you do? Who is the competition?
Performance Standards
What is expected of me What consequences can I expect if... Consistent implementation Reasonable / manageable Must know roles and function Developed by consensus
Circles of Influence
Circles of Influence- GROW

Norms and Values The way we Do things around here!
Organizational Performance
Review
The primary function of stress is to drive positive results. The source of and response to stressors is learned. What the Heck is going on? Its not just about me
Both organizational and individual solutions must be adopted.
What Has Been Seen, Can Not Be Unseen!


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The Functions of Stress in the Workplace

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

What is job Stress

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Occupational Health Psychology

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

BLS Days Away From Work

All Injuries Neurotic reactions to stress

Median days away from work

James D. Tippett Copyright 2010 jdt@tipsonxl.com

BLS Data by Occupation

Neurotic Reaction to Stress %

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Workplace Injury and Illness

All Injury and Illness Neurotic Reaction to Stress

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Enablers and Artifacts

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Sources of Stress in the Workplace

Interpersonal Relationships Environmental Economic Socio-Political

Sources of Stress in the Workplace

Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Sources of Stress in the Workplace

Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Sources of Stress in the Workplace

Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Sources of Stress in the Workplace

Stressed Productive Stressed Un-Productive Uber-Stressed Checked Out

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Stress Management for the Soul

James D. Tippett Copyright 2010 jdt@tipsonxl.com

(Rubin, Paplau, & Salovey, 1993)

(Rubin, Paplau, & Salovey, 1993)

(Chang & Strunk, 1999)

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Friends and Enemies

Sleep, Eat, Move

Whats the worst that could happen ?

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Whats Your Change Quotient?

James D. Tippett Copyright 2010 jdt@tipsonxl.com

Individual Stress Management at Work

James D. Tippett Copyright 2010 jdt@tipsonxl.com

James D. Tippett Copyright 2010 jdt@tipsonxl.com