Workplace Stress and Aggression

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Workplace Stress and Aggression

• Chapter 7

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Workplace Stress

• What is it?
• Physical and psychological tension that results
  when demands placed on us exceed our capability
  to cope
• Stressors are the demands in the environment that
  cause this condition
• Prevalence
• Between 25-40 of workers surveyed indicated that
  they were stressed at work
• Cost
• Estimates vary but impact is felt in greater
  absenteeism, health problems, turnover, poor
  productivity, and incidents of workplace
  aggression

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Workplace Stress Causes
Source NIOSH Publication No. 99-101 Stress at
work. http//www.cdc.gov/Niosh/stresswk.html Acc
essed on 3/09/08
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Distribution and number of anxiety, stress, and
neurotic disorder cases involving days away from
work in private industry by age, 2001.
Source NIOSH Publication No. 2004-146, Worker
Health Chartbook, 2004
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Distribution of anxiety, stress, and neurotic
disorder cases involving days away from work in
private industry by sex, 19922001.
Source NIOSH Publication No. 2004-146, Worker
Health Chartbook, 2004
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Distribution and number of anxiety, stress, and
neurotic disorder cases involving days away from
work in private industry by occupation, 2001.
Source NIOSH Publication No. 2004-146, Worker
Health Chartbook, 2004
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Incidence rate of anxiety, stress, and neurotic
disorder cases by private industry sector, 2001.
Source NIOSH Publication No. 2004-146, Worker
Health Chartbook, 2004
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Influences on Experienced Stress
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Individual Employees Characteristics

• Perceptions
• Past experiences
• Self efficacy
• Individual differences in
• Personality traits emotional stability, Type A,
  hardiness, etc.
• Attitudes
• Abilities
• Values

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Stressors from the Work Environment
Work Overload
Interpersonal Relations at Work
Job Conditions
Workplace Aggression
Career Concerns
Role Conflict Ambiguity
Work and Non-Work Conflict
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Stressors from Life
Marriage
Divorce
Child and Elder Care
Lack of Support Network
Death of Family Members or Friends
Domestic Violence
Work and Non-Work Conflict
Personal or Family Illness
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Diagnosis of Behavioral Problems
Define Expected or Desired Behavior
Described Actual Behavior Patterns
GAP What change in behavior is desired? Why
does the gap exist?
Role Expectations
Motivation
Skills/ Abilities/ Knowledge
Resources
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Results of Stress

• Physiological
• Emotional
• Behavioral
• Job Burnout depersonalization
• Health problems
• Organizational outcomes
• Increased health insurance claims, lost work
  days, increased workers compensation claims,
  more accidents

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Relationship between Stress and Performance
Too Little Stress
Optimum Stress
Excessive Stress
High (excellent)
Level of Performance
Low (poor)
Low
Amount of Stress
High
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Managing Stress

• What individuals can do
• Time management and planning
• Exercise, sleep, and balanced diet
• Relaxation techniques and meditation
• Positive attitude and life philosophy
• Balance work and life
• Take time for yourself

Doing these things without changing situational
sources of stress will have short-lived effects
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Managing Stress

• What organizations can do
• Improve the physical and social environment
• Job redesign
• Clear expectations of responsibilities and job
  tasks
• Change workloads and deadlines
• Change work schedules
• Offer workshops and training in
• Time management and planning
• Team building
• Career counseling
• Create wellness programs

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Four Types of Workplace Aggression
Expressions of hostility Obstructionism Overt
aggression
Bullying
Sexual Harassment
Aggression toward the Organization
Violence
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How People Rationalize Aggressive Behavior

• Believe others are out to harm them (hostile
  attribution bias)
• Believe interactions with others are contests to
  establish dominance and submission (potency bias)
• Believe retribution (taking revenge) is more
  important than preserving relationships
  (retribution bias)
• Believe others are evil, moral or untrustworthy
  (derogation of target bias)
• Believe social customs allow them to exercise
  their free will (social discounting bias)

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Workplace Bullying

• Repeated and unreasonable behavior directed
  toward an employee or group that creates a risk
  to health and safety
• Usually involves a misuse or abuse of power
• Both women and men are bullies and victims, but
  women are frequently targets
• Causes absenteeism, turnover, reduced
  productivity, and health problems for victim

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How to Deal with Bullying

• Speak directly to the bully

• Tell a friend or colleague

• Keep a diary of the specific behaviors and
  incidents

• Discuss the bullying with your manager or other
  authority

• File a formal complaint

• Legal action, if all else fails

Many organizations are starting to develop
zero-tolerance policies on workplace bullying
and incivility
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Harassment
Harassment verbal or physical conduct that
denigrates or shows hostility or aversion toward
an individual because of that persons race, skin
color, religion, gender, national origin, age, or
disability. Does one or more of the following

• Creates an intimidating, hostile, or offensive
  work environment.
• Interferes with an individuals work performance.
• Adversely affects an individuals employment
  opportunities.

Sexual Harassment unwelcome sexual advances,
requests for sexual favors, and other verbal or
physical conduct of a sexual nature.
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Harassment Policies in Organizations
Definition of Harassment
Plus
Prohibition statement
Plus
Organizations complaint procedure
Plus
Disciplinary measures for such harassment
Plus
Statement of protection against retaliation
EEOC Information on Sexual Harassment
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Workplace Violence
Aggressive behavior that can range from threats
and extreme verbal abuse to physical assault and
homicide.
Harm Model of Aggression Continuum
Harassment
Aggression
The last two categories are he most harmful
acts of aggression
Rage
Mayhem
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Warning Signs of Workplace Violence
At the end of his (or her)rope
Violent and threatening behavior--violence
Individual
Strange behavior
Interpersonal problems expressions of resentment
Performance problems
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Prevention of Workplace Violence

• Hiring process careful interviewing and
  background checks
• Early signs EAP, counseling, discipline,
  training
• Security and alert systems
• Reporting systems and prompt investigation of
  incidents
• Human Resources is usually first contact
• Zero-tolerance policies

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Aggression Toward the Organization
Slacking, off, reduced commitment
Ignore or be rude to customers
Organization
Blaming customer problems on higher management
Damaging or destroying equipment and facilities
Theft