Chapter 7 - Stress and well-being. After reading the material in this chapter, you should be able to: Discuss the role of perceived inequity in employee motivation, describe the practical lessons derived from equity theory, explain Vroom’s expectancy theory, describe the practical implications of expectancy theory. | stress and well-being Pages 246-276. KNOWLEDGE OBJECTIVES Define stress and distinguish among different types of stress. Understand how the human body reacts to stress and be able to identify the signs of suffering from too much stress. Describe two important models of workplace stress and discuss the most common work-related stressors. Recognize how different people experience stress. Explain the individual and organizational consequences of stress. Discuss methods that associates, managers, and organizations can use to manage stress and promote well-being. ? See page 246. STRESS See page 249. JOB STRESS See page 249. STRESS TYPES Acute Short-term Reaction to an immediate threat Chronic Long-term Reaction to an ongoing situation See page 249. Adapted from Exhibit 7-1: Some Stress-Related Conditions Alertness and Excitement Increase in Energy Uneasiness and Worry Feelings of Sadness Loss of Appetite Immune System Suppression Increased Metabolism Diabetes High Blood Pressure Loss . | stress and well-being Pages 246-276. KNOWLEDGE OBJECTIVES Define stress and distinguish among different types of stress. Understand how the human body reacts to stress and be able to identify the signs of suffering from too much stress. Describe two important models of workplace stress and discuss the most common work-related stressors. Recognize how different people experience stress. Explain the individual and organizational consequences of stress. Discuss methods that associates, managers, and organizations can use to manage stress and promote well-being. ? See page 246. STRESS See page 249. JOB STRESS See page 249. STRESS TYPES Acute Short-term Reaction to an immediate threat Chronic Long-term Reaction to an ongoing situation See page 249. Adapted from Exhibit 7-1: Some Stress-Related Conditions Alertness and Excitement Increase in Energy Uneasiness and Worry Feelings of Sadness Loss of Appetite Immune System Suppression Increased Metabolism Diabetes High Blood Pressure Loss of Sex Drive Lowered Resistance Anxiety and Panic Attacks Depression Eating Disturbances Irritability ACUTE STRESS CHRONIC STRESS See page 250. STRESS GOOD OR BAD? Eustress Positive stress Energizing Motivating Improves performance Dystress Negative stress Physiological problems Psychological problems See page 250. SIGNS OF DYSTRESS Feel irritable Sleeping difficulties Joyless life Disturbed appetite Relationship problems See page 251. TWO MODELS OF WORKPLACE STRESS Demand-Control Workplace demands faced Control exerted in meeting demands Effort-Reward Imbalance Effort required Rewards received as a result of effort See pages 251-253. DEMAND-CONTROL MODEL Passive Active (EUSTRESS) High Strain (DYSTRESS) Low Strain Job Demands Job Control High Low High Low Adapted from Exhibit 7-2: The Demand-Control Model of Workplace Stress See page 252. EFFORT-REWARD IMBALANCE MODEL Adapted from Exhibit 7-3: The Effort-Reward Imbalance Model of Stress Overcommitment High Effort Low Reward .
