Stress

Stress is a forceful condition in which an individual is challenged with an opportunity, demand, or resources related to what the individual yearns and for which the outcome is viewed to be both uncertain and important (5).

Beneficial Stress Versus Harmful Stress

Stress is generally discussed in a negative framework. As a matter of fact, it is not automatically bad in and of itself, and it also has a positive value (6). It is favorable when it offers promising advantages.  Contemplate, for example, the outstanding performance of an athlete or stage performer gives in an adverse situation (1) .Such individuals often use stress positively to rise to the occasion and perform at their best (1).  Similarly, many professionals view the pressure of difficult assignments and deadlines as positive challenges that improve the quality of their work and satisfaction that they get from their job (1).

Challenge Stressors Versus Hindrance Stressors

Recently, researchers have argued that challenge stressors – or stressors associated with: (1) time emergency, (2) pressure to complete work, and (3) workload ; function entirely differently from hindrance stressors- or stressors that prevent an individual from achieving his/her goals. Although research is just commencing to accrue, early evidence proposes challenge stressors produce less stress than hindrance stressors (7). There is also evidence that challenge stressors improve job performance in an accommodating work environment (7); whereas hindrance stressors decrease job performance in all work environments (10).

A meta-analysis of responses from more than 35,000 individuals demonstrated that many hindrance stressors were all constantly negatively associated with job performance (7). Examples of hindrance stressors are ((1) & (2)):

 

  1. Red tape
  2. Office politics
  3. Misunderstanding over job responsibilities
  4. Role ambiguity
  5. Role conflict
  6. Role overload
  7. Job insecurity
  8. Environmental uncertainty
  9. Situational constraints
  10. Extreme job demands
  11. Disagreements with teammates
  12. Disagreements with supervisors
  13. Incapable authority to carry out task
  14. Lack of training essential to perform the job
  15. Nonproductive meetings
  16. Time-consuming meetings
  17. Commuting and travelling schedules

 

Resources to Manage Stressors

Oftentimes, stress is associated with demands and resources. Demands are pressures, uncertainties, obligations, and responsibilities that individuals face in the workplace (1).  Resources are elements within an individual’s command that he/she can use to find solutions to the demands (1). Research suggests sufficient resources help diminish the stressful nature of demands when demands and resources correspond (9). For example, when an individual takes a test at school or undergoes his/her annual performance review at work, he/she feels stress because they confront opportunities and performance pressures (9). A good performance review may give rise to a promotion, greater responsibilities, and a greater salary (9). On the contrary, a poor review may hinder an individual from securing a promotion (9).  An extraordinarily poor review might even cause  the individual to be sacked (9).To the extent that the individual can apply resources to the demands on him/her, such as placing the exam or review in perspective, being prepared, or obtaining social support; he/she will feel less stress (9). If emotional demands are stressing, having emotional resources in the form of social support is remarkably essential (9). In the case that demands are cognitive, as information overload; then job resources such as information or computer support become more significant (9).

Practical Ways to Overcome Stress:

  1. Determine the source of the stress (3).Rather than feeling like you’re unsuccessful every day, pinpoint what you’re actually stressed about (3). Is it a particular undertaking at work, an approaching exam, an argument with your boss (3)? By being precise and identifying the stressors in your life, you’re one step closer to becoming organized and taking action (3).
  2. Recognize what you can control- and work on that (3).While you can’t control what your in-laws mention, what your boss does, or recession and inflation; you can control what you spend your time on, what you spend your time on, how you perform work, and the   and your response (3). For example, if the scope of a work project is causing you stress, discuss it with your supervisor or divide the project into step-wise tasks and deadlines (3). Stress can be immobilizing. Doing what’s within your capabilities enables you to progress and is empowering and galvanizing(3).
  3. Do what you are passionate about and enjoy (3).It is much simpler to manage stress when the rest of your life is filled with activities you enjoy (3).Even if your job is significantly stressful, you can search for one or more hobbies that improve your life (3). What are you enthusiastic about (3)? If you are unsure, try different activities to find something that is very useful and rewarding (3).
  4. Get moving. Move your body often – don’t sit in excess of an hour (4).Physical activity has a key role in diminishing and precluding the effects of stress, but you don’t have to be an athlete or spend hours exercising to experience the benefits (4).Any type of physical activity can help alleviate stress and eliminate tension, anger and frustration (4). Exercise releases endorphins that improve your mood and make you feel good, and it can also be utilized as a useful distraction to your quotidian anxiety (4).

Although the utmost benefit comes from exercising 30 minutes or more, you can begin with small sessions and increase your fitness level slowly (4).  Short 10-minute periods of activity that raise your heart rate and make you sweat can help to alleviate stress and provide you with more vitality and positive expectations and beliefs. (4). Even very small activities can accumulate throughout the day. (4). The first step is getting up and moving (4). Here are some simple ways (4):

References

  1. Robbins, S.P., and Judge, T.A. (2011).Organizational Behavior. 14/E. New Jersey, USA: Pearson Education, Inc.
  2. Mills, H., Reiss, N., and Dombeck, M, M. (2008, June 30). Types of Stressors (Eustress Vs.Distress). Retrieved October 17, 2016 from: https://www.mentalhelp.net/articles/types-of-stressors-eustress-vs-distress
  3. Tartakovsky, M. 10 Practical Ways to Handle Stress. Retrieved October 28, 2016 from: http://psychcentral.com/blog/archives/2011/07/11/10-practical-ways-to-handle-stress/
  4. Stress Management: Tips for Getting Your Stress Under Control For Good. Retrieved October 28, 2016 from: http://www.helpguide.org/articles/stress/stress-management.htm
  5. Schuler, R.S. (1980) .Definition and Conceptualization of Stress in Organizations. Organizational Behavior and Human Performance.  For a revised review of definitions, see Cooper, C.L., Dewe, P.J., and O’Driscoll, M.P.  (2002) Organizational Stress: A review and Critique of Theory, Research, and Applications . Thousand Oaks, CA:Sage
  6. See, for example, Cavanaugh,M.A., BoswellW.R.,Roehling,M.V., and Boudreau, J.W (2000). An Empirical Examination of Self-Reported Work Stress Among U.S. Managers. Journal of Applied Psychology, February ,pp.65-74
  7. Posakoff,N.P., LePine, J.A., and LePine,M.A. (2007) Differential Challenge- Hindrance Stressors Relationships with Job Attitudes,Turnover Intentions, Turnover, and Withdrawal Behavior: A Meta-Analysis. Journal of Applied Psychology 92, no.2 , pp.438-454; and LePine,J.A., LePine,M.A., and Jackson,C.L. (2004). Challenge and Hindrance Stress: Relationship with Exhaustion, Motivation to Learn, and Learning Performance, Journal of Applied Psychology, October.pp.883-891
  8. Gilboa, S., Shirom, A., Fried, Y. and Cooper, C. (2008).A Meta-analysis of Work Demand Stressors and Job Performance: Examine Main and Moderating Effects. Personnel Psychology 61, no.2 ,pp.227-271
  9. Van Yperen,N.W. and Janssen,O.(2002) Fatigued and Dissatisfied or Fatigued but Satisfied ? Goal Orientations and Responses to High Job Demands. Academy of Management Journal,December,,pp.1161-1171;and Van Yperen,N.W. and Hagedoorn, M. (2003). Do High Job Demands Increase Intrinsic Motivation or Fatigue or Both ? The Role of Job Control and Job Social Support. Academy of Management Journal, June,pp.339-348
  10. Wallace,J.C., Edwards,B.D., Arnold.T., Frazier,M.L., and Finch,D.M. (2009). Work Stressors, Role-Based Performance, and the Moderating Influence of Organizational Support. Journal of Applied Psychology,94,no.1,pp.254-262

                    By: Sara M.F.M. Abu-Youssef, MSc. Equivalency, Business Administration Department, Faculty of Commerce, Alexandria University, Alexandria, Egypt, and

              MBA, Arab Academy for Science, Technology, and Maritime Transport, Alexandria, Egypt

    Edited By: Mona Timor Shehata