Stress in the workplace and job performance. (c1995)

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dc.contributor.author Abdallah, Amal Mahmoud
dc.date.accessioned 2010-12-08T07:25:07Z
dc.date.available 2010-12-08T07:25:07Z
dc.date.copyright 1995 en_US
dc.date.issued 2010-12-08
dc.date.submitted 1995-06-20
dc.identifier.uri http://hdl.handle.net/10725/146
dc.description Includes bibliographical references (l. 119-123). en_US
dc.description.abstract Stress is an integral part of everyone's life. Stress at work is receiving increased attention in all organizations. Most managers understand stress intuitively. It is usually an emotional discomfort accompanied by feelings of not being able to cope, that one is not in control, or it may be an unease that all is not well. At the physical level, it includes loss of appetite, sleeplessness, ulcers ... On individual level, as a consequence of stress, the body's system is thrown out of balance. Excess acid is secreted in the stomach. Adrenaline appears in the blood and heart rates increase. Stress, then, is a psychophysiological phenomenon. Intense feelings and emotions are often the result of experiences we encounter within organizations. Some experiences are more stressful than others, and the same type of experience can be more stressful to one person than to another. Thus the stress potential of a situation can be defmed as a function of two elements: the situation and the individuals. Stress at work results from time pressures, work over/underload, conflict, lack of information, role ambiguity, change, priorities in work when they are not defined and many other causes. Organizationally, stress can produce declines in productivity, in motivation, in work quality, in alertness and effectiveness; and increases in mistakes, in interpersonal conflicts and turnover. Stress has proven to be a major cause for low job performance levels. The first step to combating stress is awareness. The individual should be aware of stress susceptibility in a variety of situations. With an understanding of the sources of his discomfort, the individual may examine his behavior for signs of the effects of stress (i.e. understand the causes and symptoms of stress, when they have a controlling role in their stress levels, they become able to work with that stress). There is no one made-to-order method to manage stress. If one knows that a situation will be stressful, it would be best to avoid it if possible. If the stressors must be faced, then the best way to cope is to be prepared mentally and then to take effective action. Possible coping efforts include exercising, learning to relax, developing non-work interests, fmding social support, doing something nice for oneself and for others, or developing a positive attitude. One should try to see the bright side of things and to convert anger to joy. If a person fmds that he cannot handle it alone, then he should seek personal or professional help. Although eliminating the causes of workplace stress is impossible, managers can take action to reduce stress, to manage it. Only the managers who know how to shape their behavior adroitly to fit the organizational demands which create stress can flourish and be effective. Several management strategies to prevent and reduce stressors in the work place are available: Carefully planned change processes, role clarification, performance standards, supportive enviromnent, training programs, promotion policies, time management, open communication channels, decentralization in decision making, development of cohesive work groups etc. Defining, identifying, understanding, adapting and accepting are key words in stress managementl. Do what you can, the best that you can and accept the consequences. This is all that you should expect from yourself in coping with stress. en_US
dc.language.iso en en_US
dc.subject Performance standards en_US
dc.subject Job stress en_US
dc.title Stress in the workplace and job performance. (c1995) en_US
dc.type Thesis en_US
dc.term.submitted Spring en_US
dc.author.school SOB en_US
dc.author.commembers Abdallah Dah en_US
dc.author.commembers Manal Younis en_US
dc.author.woa RA en_US
dc.author.department MS in Business en_US
dc.description.physdesc 1 bound copy: xiv, 123 leaves ; ill., tables available at RNL. en_US
dc.author.division Management en_US
dc.author.advisor Nouri Beyrouti en_US
dc.identifier.doi https://doi.org/10.26756/th.1995.2 en_US
dc.identifier.tou http://libraries.lau.edu.lb/research/laur/terms-of-use/thesis.php en_US

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