Stress Management strategies in HR Context.

1. STRESS MANAGEMENT
STRATEGIES
Team No: 4
Agnes Miriam
Bhuvanesh
Helen Naveena
Kavin Kumar

2. STRESS INTRODUCTION
 Stress is a state of tension experienced by
individuals facing extraordinary demands,
constraints or opportunities.
 The pressures of modern life, coupled with the
demand of a job, can lead to emotional
imbalances collectively labelled as STRESS.
 Stress is not always unpleasant.
 Types:
1. Constructive Stress
2. Destructive Stress

3. Hig
h
Lo
w Lo
w
Moderate High
Rustout Burno
ut
Constructi
ve Stress
Destructiv
e
Stress
Figure: Two Faces of Stress.

4. SYMPTOMS
 Biological
Lack of appetite, craving for food when under pressure,
insomnia, frequent crying or a desire to cry, headaches,
high blood pressure etc.
 Psychological
Negativism, Expression of Boredom, Dissatisfaction,
Anger over unimportant issues, Inability to concentrate,
Depression etc.
 Behavioural
Lack of Interest in Life, a feeling of being a failure,
feeling o neglect, loss of sense of humour, chenges in

5. SOURCES OF STRESS
 Personal factors
Impact of life change:
1. Traumatic experiences in life
2. Personal Health suffers
[Life Events Stress Scale : Indian Case]
 Organisational factors

6. ORGANISATIONAL FACTORS
Organisational
Factors
Role
Conflict Role
Ambiguit
y
Role
overload
Role
Underload
Interpersona
l
Relationship
s
Occupation
al
Demands
Job
Change
Responsibil
ity
Climate
within
company
Ineffective
Communicati
on

7. CONSEQUENCES OF
STRESS
 Subjective effects
 Behavioural effects
 Cognitive effects
 Physiological effects
 Organisational effects

8. STRESS MANAGEMENT
 Individual coping strategy
 Time management
 Exercise
 Meditation and relaxation
 Organisational coping strategy
 Role clarity
 Supportive climate
 Clear career paths
 Company-wide programmes

9. Burnout
 The total depletion of physical and mental
resources caused by excessive striving to
reach an unrealistic work related goal.
 Symptoms: chronic fatigue, anger at those
making demands, negativism, irritability; heath
problems like ulcers, back pain, frequent
headache.
 Reducing Burnout:
1. Identification
2. Prevention
3. Mediation

10. EMPLOYEE COUNSELLING
 Counselling is a dyadic relationship between:
1. A manager who is offer help ( counsellor)
2. An employee whom such help is given
(counselee)
 Performance Counselling :
1. It involves helping an employee understand his
own performance,
2. Finds where he stands in relation to others,
3. Identify ways to improve his skills and
performance.

11. OBJECTIVES OF
COUNSELLING
 To help him realise his full potential
 To help him understand his strengths and
weaknesses
 To gain insights of his behaviour and analyse
the dynamics of such behaviour
 To help him understand the work environment
better
 To provide an empathic climate
 To increase his personal and inter personal
effectiveness
 To prepare action plans for improving his

12. BENEFITS OF COUNSELLING
 He learns to respond and adjust more
positively to people and situations
 He is able to improve his personal
effectiveness
 He is able to clear the mind of emotional
irritants; overcome his personal weaknesses
and work more effectively.
 He feels more relaxed when he is able to
share his concerns and problems with the
counsellor.

13. PROCESS OF COUNSELLING:
STEPS
Rapport Building
Attending
Listening to feelings,
concerns etc.
Acceptance(empathy)
Action Planning
Searching
Decision making
Supporting
Exploration
Exploring
Identification of problems
Diagnosis

14. EFFECTIVE COUNSELLING
COUNSELLOR COUNSELEE
CLIMATE

15. HELPING
 A helping relationship is one in which at least
one of the parties has the intent of promoting
the growth, development, maturity, improved
functioning and coping with the life of the
other.
 Helping can be proactive or reactive.
 When help is given to someone who seeks
help – Reactive.
 When help is given because of the helper’s
need to give – Proactive.

16. HELPING RELATIONSHIP
HELPER
TASK
RECEIVER
FEEDBAC
K
Organisation
al
Environment
Psychologi
cal Climate
Communica
te
Positive
Freedom
Empathy
Accept

17. COACHING AND MENTORING
 These processes contribute to the
development of personal and financial
competencies of people in the organisation.
 Coaching is the modern and rapid growing
method for helping others to improve, develop,
learn new skills, find personal success,
achieve aims and manage life change and
personal challenges.
 Reactive, enabling and flexible process; non
judgemental in nature.
 Coaching takes place within the confines of a
formal manager – employee relationship.

18. COACHING AND MENTORING
 Mentoring is the use of an experienced person to
teach and train someone with less knowledge in
the given area.
 Process:
1. Share knowledge and skills related to the job.
2. Explain unwritten rules of conduct and behaviour
of the organisation.
3. Prevent the protege from doing wrong things and
committing mistakes.
4. Provide important insights into the corporate
affairs.
5. Extend emotional support and guidance
continuously.

19. COACHING AND MENTORING
 Factors that differentiate coaching and
mentoring are:
1. Time Frame
2. Formality
3. Experience
4. Focus

20. THANK YOU !!
Source:”Human Resource Management” by
VSP Rao