7: Managing Stress and Emotions

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Lumen Learning
Lumen Learning

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Learning Objectives

Explain the importance of managing stress and emotions in the workplace

Discuss stress and the consequences of stress in an organization
Describe how theories and concepts around work–life balance affect notions of workplace stress management

7.1: Managing Stress
This page presents learning objectives focused on stress management, covering both individual and managerial strategies, alongside organizational wellness programs. It encourages the application of these methods in workplaces and includes an interactive component for enhanced engagement. Authored by Barbara Egel and provided by Lumen Learning, the content is under a CC BY license for attribution.
7.2: Putting It Together- Managing Stress and Emotions
This page discusses how stress occurs when facing significant demands and uncertain outcomes. While moderate stress can boost productivity, excessive stress is detrimental. The case of Susan exemplifies how personal and work-related stress can lead to resignation and turnover costs for companies. It highlights the importance of effective stress management strategies for both individuals and organizations.
7.3: Discussion- Managing Stress and Emotions
This page highlights concerns from employees at Informational Systems regarding unrealistic performance targets, which negatively impact morale and increase absenteeism and turnover. Recommendations include reevaluating these targets, offering stress management support, enhancing collaboration, and conducting regular employee check-ins to boost engagement and create a healthier workplace culture.
7.4: Why It Matters- Managing Stress and Emotions
This page discusses Susan's increased responsibilities in her expanded quality control team amid company downsizing, while also balancing her role as a single mother. The chronic stress from managing work and family could result in burnout, impacting her health and the company's finances. The importance of effective workplace stress management is emphasized, as it can enhance productivity and profitability, highlighting its critical role for organizational success.
7.5: Introduction to Stress in an Organization
This page examines the role of stress in organizations, focusing on the impact of downsizing and heavy workloads on employees. It addresses the struggle to balance work and family amidst job insecurity and competitive pressures. The importance of understanding stress origins and effects is highlighted for managers aiming to alleviate its negative consequences on both employees and the organization.
7.6: What is Stress?
This page discusses stress as a subjective experience shaped by personal perceptions of opportunities and constraints. While manageable stress can enhance performance, chronic stress poses health risks like burnout, marked by exhaustion and apathy. The text also covers physiological and psychological responses to stress, including the general adaptation syndrome, emphasizing the importance of understanding stress causes for effective workplace management.
7.7: Sources of Stress
This page examines common stress sources such as money, work, family, and health, influenced by individual, organizational, and environmental factors. Individual factors include personal circumstances, while organizational stressors relate to job demands and interpersonal conflicts. Environmental factors cover economic conditions and technology. Stress can have various physiological, psychological, and behavioral effects on both employees and organizations.
7.8: Consequences and Costs of Stress
This page outlines the extensive negative effects of workplace stress on organizations, costing the U.S. approximately $500 billion annually in lost productivity. It highlights how stress leads to absenteeism, with financial losses of about $225.8 billion due to employee absence. High turnover rates driven by stress can cost companies about 33% of an employee's salary to replace.
7.9: Introduction to Workplace Stress Management
This page examines the interplay between work-life balance and stress management at work, introducing the idea of "good stress" that drives motivation without causing overwhelm. It cites the Yerkes-Dodson theory, which indicates that optimal stress levels enhance performance, while excessive stress leads to negative consequences.
7.10: Individual Approaches to Stress Management
This page outlines individual stress management strategies used by successful people to achieve work-life balance. Key approaches include effective time management, physical activity, relaxation techniques like meditation and yoga, and safeguarding personal downtime. It emphasizes incorporating these practices into daily routines for enhanced well-being and productivity and suggests that managers should support these initiatives within their teams.
7.11: Managerial Approaches to Stress Management
This page explores the importance of job design and managerial strategies for stress management in the workplace. It emphasizes that clear role priorities and effective job design, including skill variety and autonomy, can motivate employees and alleviate stress. Additionally, it points out that organizational culture, characterized by excessive collaboration and poor time management, can increase stress levels.
7.12: Organizational Approaches to Stress Management
This page discusses the rise of wellness programs in organizations aimed at reducing stress and enhancing mental well-being, acknowledging their impact on healthcare costs. These initiatives include various activities, such as exercise and financial management, although effectiveness can be affected by workplace stressors.

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