7. STRESS AND WELL-BEING AT WORK REVIEW QUESTIONS: Suggested Answers Define stress, distress, and strain. Answer: Stress is the unconscious preparation to fight or flee that a person experiences when faced with any demand. Distress is the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events. Strain is the same as distress. Describe four approaches to understanding stress. How does each add something new to our understanding of stress? Answer: (1) The homeostatic/medical model explains the fight-or-flight response that we use to define stress. (2) The cognitive appraisal approach describes how we classify events as stressful or not. (3) The person-environment fit approach argues that stress results when the role expectations are confusing and/or conflicting. (4) The psychoanalytic approach is based on Freudian theory and involves the ego-ideal and the self-image, and the comparison between the two. What are the four changes associated with the stress response? Answer: The physical changes are: (1) the redirection of the blood to the brain, (2) increased alertness by way of improved vision, hearing, and other sensory processes, (3) the release of glucose and fatty acids into the bloodstream to sustain the body during the stressful event, and (4) depression of the immune system, as well as emergent processes. List three demands of each type: task, role, interpersonal, and physical. Answer: Task demands related to stress are lack of control, uncertainty, career progress, overload, and new technologies. Role demands include interrole expectations, intrarole expectations, and personrole expectations. Interpersonal demands are abrasive personalities, sexual harassment, and leadership styles. Physical demands include extreme environments, strenuous activities, and hazardous substances. What is a nonwork demand? How does it affect an individual? Answer: Nonwork demands are personal life stressors that carry into the workplace. Marital expectations, childcare and elder care are all demands that may take individuals away from their focus at work, either physically or mentally. Describe the relationship between stress and performance. Answer: Moderate stress has been found to have a positive effect on performance. The Yerkes-Dodson law indicates that there is an optimum point of positive effect from stress. After this point is reached, the curve turns downward and has negative ramifications on performance. The optimum point will vary from individual to individual. The relationship between stress and performance follows the Yerkes-Dodson law, which suggests that moderate levels of stress can enhance performance by increasing focus and motivation. However, excessive stress can overwhelm individuals, leading to decreased performance and burnout. Optimal performance occurs when stress levels are balanced—enough to stimulate but not so much as to hinder one's abilities. Therefore, managing stress effectively is crucial for maintaining high performance. What are the major medical consequences of distress? The behavioral consequences? The psychological consequences? Answer: The most significant medical illnesses of stress are heart disease and strokes, backaches, peptic ulcers, and headaches. Behavioral problems include violence, substance abuse of various kinds, and accidents. Psychological consequences include depression, burnout, and psychosomatic disorders. Why should organizations be concerned about stress at work? What are the costs of distress to organizations? Answer: There are a variety of direct and indirect costs to organizations because of distress. Reduced attentiveness may result in accidents for persons distracted by stress. Stress can also increase absenteeism and turnover. Participation problems, performance decrements, and compensation awards all involve costs to organizations. How do individual differences such as gender, Type A behavior, personality hardiness, and self-reliance moderate the relationship between stress and strain? Answer: These are individual factors that affect the connection between the stressors and strains. Type A personality individuals are prone to difficulties because their personalities make them more susceptible to stress. Personality hardiness enhances one's ability to cope with stress. Self-reliance helps individuals manage stress through healthy relationships with others. What are primary prevention, secondary prevention, and tertiary prevention? Describe major organizational stress prevention methods. Answer: All three of these preventions are steps in which organizations attempt interventions to reduce stress. Primary prevention is focused reduction of stress by reducing, modifying, or eliminating the cause(s) of stress. Secondary prevention attempts to alter or modify the stress response. Tertiary prevention is reactive, and is designed to heal individuals after the stress has had an impact on the individual. Job redesign is effective because it increases workers’ control over their situation. Goal setting increases task motivation, and reduces role conflict and ambiguity. Role negotiation allows individuals to modify their work expectations. Social support systems build a community and socioemotional approach to help support individuals. Describe eight individual preventive stress management methods. Answer: Individuals can practice learned optimism, which is a positive way of perceiving actions and events. Time management is a technique to control schedules that cause stress. Leisure activities help one maintain a balanced lifestyle. Secondary prevention methods for individuals include physical exercise, relaxation training, and diet. Opening up to individuals through self-disclosure can reduce the burden of stressful situations. Professional help may be warranted if the stress exceeds an individual’s ability to cope. What is involved in comprehensive health promotion programs? Answer: The emphasis of the programs is to build "strong and resistant hosts" by aiding individual prevention and lifestyle change. Some programs include risk assessments, education, diet and exercise assistance, and smoking cessation. Comprehensive health promotion programs involve educating individuals on healthy behaviors, providing behavioral interventions for lifestyle changes, encouraging regular physical activity, offering nutritional support, and conducting health screenings. They also include mental health support, creating supportive environments, and implementing policies that promote health and well-being. This integrated approach aims to improve overall health and prevent disease. DISCUSSION and communication QUESTIONS: suggested answers Why should organizations help individuals manage stress? Isn’t stress basically the individual’s responsibility? Answer: On a practical side, it is in their best interest to do so. Benefit coverage for individuals with controllable illnesses is exorbitant. A more altruistic reason is that individuals who are in control of their stress are better performers on the job, making individual health a worthy pursuit. While individuals do share responsibility for managing their stress, many lack appropriate knowledge and/or resources to do so. Organizations should help individuals manage stress because it directly impacts productivity, job satisfaction, and overall well-being. High stress can lead to burnout, absenteeism, and decreased performance, which affects the organization's success. By supporting stress management, organizations foster a healthier, more engaged workforce and create a positive work environment. Addressing stress is a shared responsibility that benefits both employees and the organization. Does more stress occur today than in past generations? What evidence is available concerning this question? Answer: Students will vary on this question. It is interesting to challenge them to compare their lives with frontier America, the medieval era, or even the first portion of the 20th century. Yes, more stress occurs today compared to past generations, driven by factors such as increased work demands, technological disruptions, and higher living costs. Evidence includes higher rates of stress-related health issues and mental health problems reported in contemporary studies. Surveys and research indicate that modern pressures, like job insecurity and constant connectivity, contribute significantly to elevated stress levels compared to previous generations. Discuss the following statement: Employers should be expected to provide stress-free work environments. Answer: To some degree, this is legally true. Employers need to eliminate dysfunctional situations from the work environment. If employers can assist individuals with their stress control, they should do so. The only truly stress-free environment is a coffin. Employers should strive to minimize stress in the workplace but providing a completely stress-free environment is unrealistic. While employers can create supportive conditions, such as manageable workloads, positive work culture, and resources for stress management, some stress is inherent to any job. The goal is to manage and mitigate stress rather than eliminate it entirely, ensuring that employees can perform effectively and maintain well-being. If an individual claims to have job-related anxiety or depression, should the company be liable? Answer: The courts have been tossing this issue around more frequently. Supervisors should make reasonable inquiries and provide reasonable assistance. Have students debate this question in opposing teams. The company's liability for job-related anxiety or depression depends on factors like the nature of the work environment and whether the company has met its duty of care. If the anxiety or depression is directly caused by unsafe or discriminatory practices, the company may be liable. However, if the condition arises from personal issues or beyond the company's control, liability is less clear. It’s essential for companies to address mental health proactively and provide support to mitigate risks and responsibilities. Do you use any stress prevention methods that are not discussed in the chapter? If so, what are they? Answer: These are often very interesting lists. Students are often surprised that instructors have stress and that we practice stress reduction techniques. Yes, additional stress prevention methods include mindfulness and meditation to enhance present-moment awareness, engaging in creative outlets like art for emotional expression, spending time in nature to benefit from its calming effects, taking digital detoxes to reduce information overload, and pursuing structured hobbies to balance work and personal life. These approaches can supplement traditional stress management techniques. Write a memo describing the most challenging demands and/or stressors at your workplace (or university). Be specific in fully describing the details of these demands and/or stressors. How might you go about changing them? Answer: This memo could be assigned prior to the class period(s) in which stress is discussed. Then, during the class students can be encouraged to consider what categories of demands and/or stressors they are experiencing and whether or not they have chosen the most effective means for managing those demands and/or stressors. Memo To: [Recipient] From: [Your Name] Date: [Date] Subject: Challenges and Stressors at [Workplace/University] The most challenging demands at my workplace/university include tight deadlines, high workload, and frequent interruptions, which contribute to significant stress. Specific stressors include managing multiple projects simultaneously and the pressure of maintaining high performance standards. To address these issues, I plan to advocate for better time management resources, implement structured prioritization strategies, and request support for workload distribution. Interview a medical doctor, a psychologist, or another health care professional about the most common forms of health problems and distress seen in their work. Summarize your interview and compare the results to the categories of distress discussed in the chapter. Answer: This is a great exercise to give students a broader perspective of stress than they get from the textbook. Encourage students to share in class the responses they obtained from the medical professionals and to discuss the similarities and differences among the responses. Interview Summary I interviewed Dr. [Name], a healthcare professional, who highlighted that the most common health problems include anxiety disorders, depression, and chronic stress-related conditions. These issues often stem from work pressures, lifestyle factors, and personal challenges. Comparing this to the chapter, these problems align with categories of distress such as emotional, psychological, and physiological stress, emphasizing the need for comprehensive management strategies. Do research on social support and diaries as ways to manage stressful and/or traumatic events. Develop an oral presentation for class that explains the benefits of each of these approaches for preventive stress management. Include guidelines on how to practice each. Answer: If students have also completed Question 6 above, they could consider how social support and/or diaries could help them deal with the specific stressors and/or demands they are experiencing. Oral Presentation: Social Support and Diaries for Stress Management Introduction Today, I’ll discuss two effective methods for managing stress and traumatic events: social support and diaries. Social Support Benefits: Provides emotional comfort, practical assistance, and a sense of belonging. Guidelines: Engage regularly with friends, family, or support groups; communicate openly about feelings and seek advice. Diaries Benefits: Helps process emotions, gain perspective, and track stressors. Guidelines: Write daily entries about thoughts and feelings; use prompts to explore stressors and solutions. Conclusion Both approaches enhance emotional resilience and provide tools for managing stress proactively. ETHICal dilemma Neil’s options are to continue to falsify information once a month on the firm’s standing and financial reports as required by his boss, or to refuse to falsify the information and risk losing his job. Using consequential, rule-based, and character theories, evaluate Neil’s options. Answer: Consequential – If Neil continues to falsify the reports, the firm may eventually get caught and Neil could face jail time for committing a crime. If he refuses to falsify the reports, he could lose the otherwise very positive work environment he has found in Johnston & Marcus. Rule-based – Neil’s unquestionable obligation as an accountant is to prepare and submit accurate and truthful financial reports. Character – Despite Neil’s obvious happiness about the improvements in work-life balance afforded by his new job, the stress of falsifying monthly reports is already beginning to take a toll on him physically and emotionally. If he continues to falsify the reports, he probably will enjoy the time with his family less and less as time goes by due to his honest nature. If he quits or is fired, he may be able to find another job that will still afford him good work-life balance. 2. What should Neil do? Why? Answer: There can be no question that Neil should refuse to falsify the reports. Doing so is not only unethical, it is also illegal. All three theories of ethics clearly indicate that refusing to falsify the reports is the right course of action for Neil. The possibility of going to jail is much worse than the possibility of losing his job. He has an ethical and legal responsibility to prepare and submit truthful reports, and his desire for honesty will eventually destroy any enjoyment of life outside work if he continues to falsify the reports. EXPERIENTIAL EXERCISES 7.1 Gender Role Stressors This exercise allows students to examine the differences in the stressors based on gender roles and expectations. If time allows, you might want to have two groups, one all males and another all females, exchange their lists after Step 3. Instead of a full class discussion, have students reverse roles and have the males discuss the female pressures, and then the females discuss the male pressures. 7.2 Workplace Stress Diagnosis This activity encourages students to consider the impact of different work environments on the type and degree of stressors experienced. Push students to consider why certain work environments are more or less stressful. The optional Step 5 is an excellent opportunity for students to apply the material covered in the chapter. Particularly useful in this step is the development of measures of effectiveness for stress management strategies. Students often do not consider the need to evaluate the effectiveness of strategies, or they do not know how to evaluate strategies’ effectiveness. ALTERNATIVE EXPERIENTIAL EXERCISES Social Support Network Analysis Instructor's Notes: Self-reliant individuals are masters at developing good social support networks. They prefer interdependence, and they are also good providers of support to others. This exercise, designed for use in class, will help students develop an understanding of the types and sources of social support needed to develop an effective network. 1. Students complete the analysis by filling in the blanks with the names of people from whom they receive social support. Next to each name, they are to write the type of support they receive: E = emotional caring and nurturance I = informational support A = appraisal and evaluative feedback M = role modeling and guidance S = instrumental support, providing resources or acting on behalf of a person 2. Students gather in groups of five or six to discuss the questions provided on their worksheets. * Adapted from J. C. Quick, D. L. Nelson, and J. D. Quick, “The Self-Reliance Inventory,” in J. W. Pfeiffer (ed.), The 1991 Annual: Developing Human Resources (San Diego: University Associates, 1991: 149-161. SOCIAL SUPPORT NETWORK ANALYSIS WORKSHEET Self-reliant individuals are masters at developing good social support networks. They prefer interdependence, and they are also good providers of support to others. This exercise, designed for use in class, will help you develop an understanding of the types and sources of social support needed to develop an effective network. 1. Individually complete the following work-related and nonwork-related network analyses by filling in the blanks with the names of people from whom you receive social support. In the parentheses following each blank, write the type of support received: E=emotional caring and nurturance; I=informational support; A=appraisal and evaluative feedback; M=role modeling and guidance; and S=instrumental support providing resources or acting on behalf of a person. 2. In groups of five or six, discuss the following questions: Where were the blank spaces in your work and non-work networks? Are there any types of support (emotional, informational, appraisal, role modeling, or instrumental) that you do not receive from anyone? What can you do to develop your network? How has social support been important to you in managing your stress? Give specific examples. Work Related Network (formal organizational relationships) Manager ( ) Co-workers ( ) ( ) ( ) Employees ( ) ( ) ( ) Others ( ) ( ) Nonwork Related Network Family members ( ) ( ) ( ) ( ) Friends ( ) ( ) ( ) How Do You Spot a Workaholic? Instructor’s Notes: People who go to work under the influence of drugs or alcohol eventually become pariahs, losing themselves and their jobs as they go. But too many work-addicted people are being mightily rewarded, even though workaholism is, in the long run, the root cause of tremendous physical, emotional and economic pain. Ask students how they know if their boss with the nonstop demands, their spouse who seldom makes it home to dinner, their coworker—or even themselves—is work-addicted. Have students take this quiz to see how many of the characteristics often associated with work addiction apply to them or someone they know. Students should mark yes next to each description that sounds familiar. 3. Have students show this quiz to their partner, coworker, or friend and see how someone who knows them well answers about them. And assume that, in this case, the person has truer answers for them than they do for themselves. 4. Give students the results of the quiz: If you score between 10 and 15, you need to take a hard look at how much of your life has been taken over by work. Unless you score less than three, don't consider yourself home free. You, too, have tendencies to let your work overgrow your garden. * Adapted from Barbara Reinhold, http://content.monster.com/wlb/articles/stressmanagement/workaholic
HOW DO YOU SPOT A WORKAHOLIC? QUIZ
Yes No 1. Arriving early, staying late, doing more than what's required to do a good job.
Yes No 2. Failing to delegate tasks.
Yes No 3. Perfectionism.
Yes No 4. A fast pace, irritability with anyone who isn't "working hard enough."
Yes No 5. Inability to take time off when sick, unused vacation days.
Yes No 6. Lack of boundaries, work spills over into everything else.
Yes No 7. Difficulty putting things in perspective, can't tell what's important.
Yes No 8. Diminished relationships, people at home are mad or distant.
Yes No 9. Lack of hobbies and/or social life.
Yes No 10. Inability to relax.
Yes No 11. Constant thoughts about work.
Yes No 12. Underdeveloped sense of humor.
Yes No 13. Impatience, criticism or hostility close to the surface when dealing with subordinates.
Yes No 14. Inordinate desire to please higher-ups.
Yes No 15. Being absolutely convinced that working hard is fun but that you could stop anytime, when everyone else knows it's a compulsion for you.
Total number answered "Yes":
EXTRA EXPERIENTIAL EXERCISES The following alternative exercises to supplement the material in the textbook can be obtained from: Marcic, Dorothy, Seltzer, Joseph, & Vaill, Peter. Organizational Behavior: Experiences and Cases, 6th Ed. South-Western College Publishing Company, 2001. Assessing Your Level of Stress. p. 65-74. Time: 20 minutes or more. Purpose: To assess the stress level in your life. Strategies for Managing Stress. p. 75-82. Time: 50 minutes. Purpose: To develop personal strategies for stress management. TAKE 2 BIZ FLIX: The Upside of Anger PPT Slide 31 Organizations Discussed: Radio Station WRIF Detroit Terry Ann Wolfmeyer (Joan Allen) turns to ferocious anger and alcohol after her husband leaves for his secretary. Neighbor Denny Davies (Kevin Costner), a retired Detroit Tigers pitcher and host of a radio talk show, tries to befriend Terry and help her cope as a drinking buddy. Add four beautiful daughters and the interpersonal interactions become complex and sometimes comedic. Stress and Stressors: Terry and Denny This sequence has two parts with a title screen separating them. Part I follows the family dinner with Denny as a guest. Terry is standing on the porch holding her drink against her forehead as Denny arrives. Part I ends with Terry saying, “Then leave. Any other reason than that for you to be here, frankly, is just pitiful.” She returns to the house while Denny stays on the porch. Part II follows the bungee jumping scene and Denny driving Lavender “Popeye” Wolfmeyer (Evan Rachel Wood) home. It begins with Terry and Denny eating ice cream from the same container. Denny tells her that “Popeye” suggested he marry her mother. This scene ends after Denny kicks down the bathroom door. Terry screams, jumps into the bathtub, and Denny approaches silently. What to Watch for and Ask Yourself PPT Slide 30 Separately assess the stressors affecting Terry and Denny. View Part I for Terry and Part II for Denny. Answer: Terry lists the stressors in her life with her statements about bills, responsibilities, four daughters, one of whom hates her, and the other three leaning that way. She also lists some other stressors in Part II of the film sequence—her ill daughter and another daughter in a relationship with a pervert. Denny’s stressors in Part II of the film sequence come directly from Terry. She quickly rejects any suggestion of marriage; she does it in a way that Denny perceives as demeaning. He then comments in the bedroom about not giving “a cheap shot” and Terry responds with part of her stressor list. Denny experiences the emotional effect of anger followed by the behavioral effect of impulsive behavior—kicking down the bathroom door. Are Terry and Denny having a distress or eustress response? Give examples of behavior in the film sequences to support your observations. Answer: Terry shows her distress response at the beginning of the film sequence. She holds her cold drink glass against her forehead. She describes calling her husband Grey in Sweden with deep regret and concludes that he will marry his secretary. Review the earlier section, “The Consequences of Stress.” What consequences do you observe or predict for Terry and Denny? Answer: Terry’s severe stress effects make a long list. She experiences anger (against Grey), irritability, anxiety, depression, and low self-esteem. The behavioral effects include the obvious alcohol abuse and irritability expressed toward Denny at the end of the Part I sequence. Denny’s severe stress effects include irritability and anger. The latter appears in his behavior as he approaches the bathroom and kicks in the door. WORKPLACE VIDEO: Modern Shed Video Case Synopsis Modern Shed began in 2003 when builder Ryan Smith constructed a temporary work shed for a home restoration project in Washington. Smith’s client marveled at the many possible uses for the portable structure, and a new product idea was born. Today, Smith’s company creates prefabricated backyard dwellings for nearly any purpose, from guestrooms to office spaces. Despite the sheds’ many uses, convincing customers to buy a new product concept can be a highly stressful task. To help manage stress, Modern Shed’s lead sales consultant, Scott Pearl, relies on disciplined goal setting, a process he says he developed from scratch. “When I joined with Modern Shed,” Pearl recalls, “they didn't have any sales goals because they were still primarily selling through their Web site. So we had to start somewhere.” After identifying potential target customers and noting that Modern Shed was popular with people who wanted small backyard studios, Pearl determined that selling two 10 ft. x 12 ft. structures per month would be an achievable first sales goal. With this new goal in place, Pearl began making sales calls. In a short period of time, the Seattle resident found he was able to achieve his target, and owner Ryan Smith discovered that his sheds were marketable. Today, as Modern Shed seeks to build upon its early success, Pearl is once again setting goals. This time, the marketer is focusing on the company’s larger sheds—12 ft. x 16 ft. structures that offer bathrooms and comfortable living quarters. According to Pearl, Modern Shed’s larger dwellings need to make up 25 percent of all products sold. With that in mind, Pearl has a plan for how achieve the higher target: he will pitch the larger shed as a “nanny solution” for Seattle’s well-to-do families. Once Pearl’s marketing plan is complete, the consultant will launch a new round of sales appointments. In addition to making a stressful task more manageable, goal setting has enabled Pearl to remain motivated about the potential rewards of his success. “Modern Shed has been really popular with folks who are doing backyard studios, and the potential in the residential arena is a once-in-a-lifetime opportunity,” Pearl says enthusiastically. Indeed, if the sales guru’s strategy pans out, Modern Shed’s little living spaces could become the next big thing. Discussion Questions and Solutions How might being an outside contractor add stress to Scott Pearl’s job? Answer: As an outside contractor, Scott Pearl is not an employee of Modern Shed. As a result, he lacks dependable pay and job security. In the video, Pearl states that being a contractor places financial risks—and thus stress—on him and his family. Moreover, since Pearl is outside of the organization, Pearl has no control over key decisions or resources of the company. Finally, Pearl states that time and money are in short supply in his job and admits that he must either achieve sales goals or lose his job. How does Scott Pearl’s person-environment fit affect his responses to stressors? Answer: Scott Pearl is a seasoned marketer with a solid background in real estate. His past experience and success match with his job as a sales consultant for Modern Shed. Since his new role expectations are familiar and consistent with his skills and abilities, Pearl is better equipped to handle the challenging work demands of selling for Modern Shed. Is Scott Pearl’s goal setting an example of primary, secondary, or tertiary preventive stress management? Explain. Answer: Scott Pearl’s goal setting is an example of primary prevention because it is intended to manage and even reduce the stressor causing stress. Secondary and tertiary prevention pertain to the person’s responses to a stressor or recovery from distress. By setting goals for his job that are specific, measurable, and time bound, Pearl is able to make his sales task more manageable. Pearl’s goal setting provides a guide to action, a source of motivation, a rationale for decisions, and a standard for performance. Without goals, Pearl would lack direction for his efforts and encounter ambiguity about work. This situation would in turn lead to poor performance, burnout, behavioral problems, and even mental and physical breakdowns. CASE SOLUTION: The Impact of the Great Recession on Workplace Stress Linkage of Case to Chapter Material This case focuses on the impact that the recent Great Recession had on employers and employees alike, and how employers’ responses to the Great Recession further affected employees’ lives. In a word, the ultimate impact on people’s lives was stressfor many individuals the impact was a substantial increase in experienced stress. As one commentator wrote, “[p]ut your ear to the ground nowadays and you hear a steady rumble of ‘stress-stress-stress-stress’, like a herd of bison in the distance. Whether it’s a consequence of recessionary cost-cutting and downsizing or the ever more cut-throat pace of change in the global marketplace,huge chunks of the workforce seem to be stressed out by their jobsand it’s getting worse.” Numerous reasons are cited for these elevated stress levels including lack of job security, shrinking pensions, micromanagement and over-control of employees, de-skilled jobs, routine abuse by ill-informed and ungrateful customers, long work hours, and virtually non-existent support from management. Chapter 7 explores the causes and consequences of stress in the workplace as well as techniques and approaches for coping with stress. Stress is present in every workplace; the key to managing workplace stress is to have it be manifested as eustress rather than distress. The case provides a powerful example of what happens when distress occurs. The Yerkes-Dodson law can be invoked to aid in understanding of the impact of the Great Recession, as well as to encourage thinking about what employees and employers can do to diminish the level of distress and enhance the level of eustress. Suggested Answers for Discussion Questions How has the Great Recession directly affected the magnitude of stress that people experience? Answer: The Great Recession has increasedfor many people, significantly increasedthe level of experienced stress. Indeed, “huge chunks of the workforce seem to be stressed out by their jobsand it’s getting worse.” “Put your ear to the ground nowadays and you hear a steady rumble of ‘stress-stress-stress-stress’, like a herd of bison in the distance.” Numerous reasons are cited for these elevated stress levels: lack of job security, shrinking pensions, micromanagement and over-control of employees, de-skilled jobs, routine abuse by ill-informed and ungrateful customers, long work hours, and virtually non-existent support from management. Other reasons are hiring and salary freezes, job layoffs, and bonus reductions. Still other reasons include people’s concerns about declining home values, their ability to pay college costs, and the heightened anxiety resulting from both declining home values and paying for college educations. How have the responses of businesses to the Great Recession affected employees’ stress levels? Answer: Individual businesses responded to the Great Recession in several different ways. One common corporate response was downsizing, which in turn helped reduce costs. Downsizing has had substantial negative impacts on employee attitudes; employees perceived the layoffs as a rupturing of the employer-employee contract, and those who survived the layoffs typically suffered from low morale and lack of trust in and loyalty to their employer. Other corporate coping responses to reduce costs included hiring and salary freezes, layoffs, and bonus reductions. These actions can lead to an increase in employees’ workloads and adversely affect their ability to deal with work-related stress. According to Paula Allen, the increased demands on employees cause many of them to not realistically assess the situation let alone solve critical problems or even get enough sleep and relaxation. Allen also observes “[t]here’s always the feeling, if things are rough, [that] you should be working 24 hours a day. If you are doing that, it’s going to take a toll. You’re going to build resentment, fatigue.” How can the Yerkes-Dodson law help in understanding the impact of the Great Recession on people’s stress levels? Answer: The Yerkes-Dodson law indicates that stress leads to improved performance up to an optimum point but beyond that optimum point, further stress and arousal have a detrimental effect on performance. A moderate amount of stress (or arousal) is the optimum range within which eustress stimulates people to display an optimum level of action and improved performance. Application of the Yerkes-Dodson law to the human impact of the Great Recession indicates that the level of stress being experienced by people has moved well beyond the optimum level. For many people, the level of stress has become excessive and it has had detrimental effects for both employees and employers. As Sarah Dobson wrote: “[t]he recent recession was grueling, no doubt, and it’s not over yet. So it’s no surprise employees are complaining of higher stress and heavier workloads.” And as Carole Spiers wrote: “[p]eople are more insecure in their jobs, so they’re putting up with things they otherwise wouldn’t necessarily put up withAs a result, employers are not getting the best out of their employees.” Spiers also observes that when employees do not feel they are valued by their employers, or employees are working long hours or feel as though they are treated like numbers, those employees will not be loyal to the organization. In addition, employee performance suffers, and company productivity and profitability declines. Drawing on your answer to the preceding question, explain what individuals could do to deal effectively with their stress levels. Answer: Individuals need to take appropriate measures to lower their level of experienced stress, thereby returning to a more optimum level (i.e., moving from distress on the high side toward eustress in the middle). By applying material contained in the text to the case, reasonable intervention possibilities would include the following: Embracing positive thinking. Managing time pressures more effectively. Engaging in enjoyable leisure time activities. Engaging in physical exercise. Learning relaxation techniques. Opening up to other people. Drawing on your answer to the third question, explain what employers could do to help employees deal effectively with their stress levels. Answer: Just as individuals should take personal responsibility for doing as much as they can to reduce their experienced stress level, employers can assist employees in returning to a more optimal level of stress by altering policies, processes, and procedures over which they have control. Some reasonable possibilities regarding employers’ actions to reduce employee stress levels would include the following: Redesigning employees’ jobs. Engaging employees in goal setting. Negotiating work roles. Pursuing team building activities. Assisting employees with career management challenges. SOURCE: This case solution was written by Michael K. McCuddy, The Louis S. and Mary L. Morgal Chair of Christian Business Ethics and Professor of Management, College of Business, Valparaiso University. COHESION CASE: DonorsChoose.org: Why Give? Why Be Involved? (B) How would you describe the personality, perceptions, attitudes, and motivation of Charles Best? Answer: Very early in his teaching career, Charles Best had some powerful experiences that would significantly transform his life as well influence the lives of countless others. Recalling inspired lunchroom conversations with his fellow teachers about ideas for programs and projects and the frustration of not having the resources to execute them, Best had a brainstorm for creating Donor’s Choose. “Best figured there were probably plenty of people who would rather fork over a bit of cash for a specific classroom project than write a check to a traditional charity. So he moved back to his parents’ home to save money and designed the Web site” for DonorsChoose.org. To convert the idea from a pipe dream to a viable venture, Best needed the help of his students and his fellow teachers. His students’ volunteered to help start the Web-based organization. To lure his fellow teachers into trying out the organization’s new Web site, Best offered them his mother’s famous pear dessert. Best then used his savings to fund these projects anonymously. DonorsChoose.org has been growing ever since. Based on the forgoing, Charles Best could be characterized as a gregarious, out-going, enthusiastic individual. He is passionate about public education and helping students and teachers to be successful. He is persuasive in getting others to become involved. He is frugal and uses resources wisely. Students should be encouraged to identify other individual differences characteristics that they think appropriately describes Charles Best. Charles Best, founder of DonorsChoose.org, exhibits a personality characterized by empathy, vision, and determination. His perceptions are driven by a strong belief in education and community support. His attitudes reflect a commitment to solving educational challenges through innovative solutions. Motivation stems from a desire to improve classroom resources and empower teachers. Best’s approach integrates passion for education with a pragmatic, problem-solving mindset. Using ideas about personality and perception, attitudes and emotions, ethics, and motivation, explain the behavior of financial contributors to DonorsChoose.org. Answer: People who contribute to Donors Choose definitely have a strong interest in supporting public education efforts, but many of them are only able to contribute modest amounts. Yet taken together these modest contributions fund projects that make an educational difference for many public school teachers and even more students. DonorsChoose.org “put[s] donors squarely in charge andgive[s] them plenty of options. The proposals are written by the teachers themselves, explaining the students’ needs and what kind of impact they expect from the project. Then donors are put in control: [t]hey pick the project they like the most. Finally, every donor gets a package of thank-you letters from students and pictures of the kids reading the donated books” or using the donated supplies or engaging in the supported activities. The facts suggest that Donors Choose contributors are people who are interested in helping to make a difference in the world. They have a definite interest in children and helping them succeed educationally. They believe that every child should have the opportunity to learn and to realize his/her full potential. Supporting educational projects through DonorsChoose.org can have a powerful and positive emotional impact on the donors. Supporting these educational projects can bring happiness to the donors. Even small donations can bring happiness to the donors. Interestingly, research has shown that investing in others provides a positive return. Students should be encouraged to identify other individual differences variables that they believe appropriately describe the donors. Financial contributors to DonorsChoose.org are motivated by a desire to support education and make a tangible impact, reflecting their values and ethical beliefs about community involvement. Their personality and perceptions often align with altruism and a proactive approach to solving problems. Attitudes towards education and the satisfaction of seeing direct results from their contributions drive their engagement. Emotions such as empathy and a sense of accomplishment influence their decision to support specific projects. Explain the behavior of staff members at DonorsChoose.org. by using ideas about personality and perception, attitudes and emotions, ethics, motivation, and learning and performance management. Answer: Writing in the book Zilch: The Power of Zero in Business, Nancy Lublin, one of America’s most successful non-profit leaders, comments on how successful nonprofit organizations like DonorsChoose.org arouse worker motivation. “They often have a flat management structure. Nonprofit bosses tend to muck in with volunteers when the heat is on (you’ll find them, for example, helping to stuff goody bags for fund-raising events). New employees are quickly given real responsibility, even if they are young (which is what the Millennials now entering the workforce want)Ensuring there is plenty of time during the working week for genuine funcan deliver better results than a bonus[D]oling out titles liberally and creativelycosts nothingyet such titles appeal to people and make them proud.” To the extent that Lublin’s characterization of non-profits accurately describes DonorsChoose, one could conclude that the staff members are eager individuals who are committed to the organizations’ purpose. They want to be challenged and to be held accountable. They want to work hard and enjoy doing it. They have a high degree of self-efficacy. Also of relevance to understanding why the staff members behave as they do is the commitment of DonorsChoose.org’s to integrity. According to the nonprofit’s Web site: “Our team is vigilant about providing end-to-end integrity for each classroom project funded through our site.” Thus, all staff members would be expected to embrace integrity and exhibit ethics in their decisions and actions. Students should be encouraged to identify other individual differences variables that they believe appropriately describe the staff members. Staff members at DonorsChoose.org display a personality driven by commitment and empathy, with perceptions aligned to the organization’s mission of supporting education. Their attitudes are positive, reflecting a strong belief in the impact of their work. Motivated by a sense of purpose and ethical values, they are dedicated to improving classroom resources. Emotions such as passion for education drive their performance, while ongoing learning and performance management ensure they continuously adapt and excel in their roles. Do you think DonorsChoose is a stressful or relatively stress-free work environment for the staff members? Explain your answer. Answer: The DonorsChoose process of end-to-end integrity for each classroom project funded through its site provides some clues for discussing this question. Specifically, DonorsChoose does the following: “Vet every classroom project request submitted by teachers”; “Process donor transactions using the most secure and trusted technology available”; “Purchase the classroom materials, shipping items directly to the school and alerting the principal when the materials are on their way”; and “Provide photos of the project taking place, teacher and student letters, and a cost report showing how every dollar was spent.” Based on this process description, DonorsChoose does not seem to be an extraordinarily stressful work environment, nor is it likely to be stress-free. There are daily challenges to be met but there is an established process for dealing with them. This should mitigate the level of stress, at least to some degree. With a growing number of project requests, the demands on staff members naturally increases and the stress levels may be forced upward. However, the commitment of the staff members to the purpose of the organization could mitigate such upward pressure. On balance, it could be argued that the DonorsChoose staff members are operating in or near to their optimum stress range. DonorsChoose.org is likely a relatively stress-free work environment due to its mission-driven focus and supportive culture. Staff members are motivated by the positive impact of their work and the alignment of their personal values with the organization's goals. The environment fosters a sense of purpose and accomplishment, which can mitigate stress. However, like any organization, staff may still face pressures related to workload and project management, but the overall supportive and mission-focused culture likely helps manage stress levels. In your opinion, would DonorsChoose be a great place to work? Explain the reason(s) for your answer. Answer: The students should identify what criteria they are using in evaluating whether or not DonorsChoose would be a great place to work. Some students will find the idea of working for Donors Choose to be quite appealing; others will not be particularly excited about DonorsChoose, and some may even find DonorsChoose to be an objectionable employer. How students react to DonorsChoose as a place to work will provide insights about their attitudes, emotions, perceptions, motivation, and ethical orientation. Yes, DonorsChoose.org would likely be a great place to work due to its mission-driven environment and positive impact on education. Employees are motivated by the meaningful work and the direct results of their efforts. The supportive culture and alignment with personal values contribute to job satisfaction and a sense of purpose. Additionally, the opportunity to see tangible outcomes from their work enhances overall fulfillment and engagement. SOURCE: This case solution was written by Michael K. McCuddy, The Louis S. and Mary L. Morgal Chair of Christian Business Ethics and Professor of Management, College of Business, Valparaiso University. Solution Manual for Organizational Behavior: Science, The Real World, and You Debra L. Nelson, James Campbell Quick 9781111825867
