exam 3 occupational stress Flashcards
stress
the body’s reaction to a change that requires physical, mental, or emotional adjustment or response; stressor → strain = stress
- STRESSOR = the thing causing stress
- STRAIN = reactions
general adaptation syndrome (GAS)
focused on the relation between stress and the body’s immunological responses to stress (stomach cancers, heart problems, etc)
- GAS predicts that when confronted with a threat, an individual’s body responds instinctively via the ‘fight or flight’ response
- three stages: alarm, resistance, exhaustion
alarm stage of GAS
an outside stressor is detected, and the body prepares by increasing cortisol and adrenaline levels
resistance stage of GAS
the body continues to release cortisol and begins drawing on sugar and eventually fat stores in order to meet ongoing demands of the stressor
- most powerful—feels like you can deal with many stressors, feeling energized
exhaustion stage of GAS
the body runs out of sugar and fat, and the long-term release of cortisol leaves the body in a weakened state
transactional model of stress & coping
why people react differently to the same event
- stress does NOT come from the event itself, but rather from one’s interpretation of the event
3 categories of primary appraisal based on the significance of influence on our well-being
(1) IRRELEVANT = a typhoon is about to hit japan
(2) BENIGN & POSITIVE = you are getting a pay raise
(3) STRESSFUL = you have a paper due today!
conservation of resources (COR) theory
a workplace-specific model of stress; posits that individuals seek to acquire and maintain resources in order to accommodate, withstand, or overcome potential threats
- when there was a threat of a loss of resources, an actual net loss of resources, and a lack of gained resources following the spending of resources
- EX of resources: home, clothing, financial security, self-esteem, autonomy, time, knowledge
job demands-resources (JD-R) model
posits that strains arise from mismatches between job demands and job resources available to an employee
- based on JDC, expanded to include general job resources
JOB RESOURCES: rewards, supervisor support, job security & control
JOB DEMANDS: unpredictable work schedule, environment, time pressure, physical workload
job demand-control model (JDC)
focuses stress and stress factors in the work environment (labor intensity) and health promotion in the workplace
BEST = high demand, high control
- working in a demanding situation is not always bad, only if you feel low amounts of control
JDC diagram
CONTROL on side of diagram, DEMANDS on bottom of diagram
- low con, low demands = passive
- low con, high demands = high strain (psych and physical illness)
- high con, low demands = low strain
- high con, high demands = active (motivated)
challenge & hinderance stressors
there are positive aspects from stress too
challenge stressors
job demands that are developmental and positively related to work engagement
- EX of challenge stressors: role demands, high work loads, time pressures, work responsibilities
hinderance stressors
job demands that are negatively linked to work engagement
- EX of hinderance stressors: org politics, hassles, job constraints, other things that are hard to overcome and don’t get benefits from
role demands (ambiguity, conflict)
employees have a variety of roles they are expected to fulfill on the job
- ROLE AMBIGUITY = lack of clarity regarding one’s work roles
- ROLE CONFLICT = having multiple contradictory demands at work
work-life trade-offs
there are 168 hours in a week, yet we are often faced with a number of decisions regarding how to spend our time
- EX. work, family, eating, sleep, errands, housework
WORK-FAMILY CONFLICT = when demands from work and nonwork domains negatively affect one another
interpersonal challenges
include conflicts with others, such as abusive
physiological consequences of stress
something happening in our body
EX. immune system, heart rate, skin issues, disease, pain
psychological consequences of stress
emotional reactions
EX. depression, anxiety, burnout, rumination
behavioral consequences of stress
- decreased performance
- increased withdrawal
- expressions of anger or violence
- alcohol and drug abuse
stress-performance relationship
low level of stress (underload) = inactive/laid-back
medium level of stress = fully engaged & motivated
high level of stress (overload) = anxious/stressed
individual approaches to stress management
diet, exercise, sleep, time management, social support are the five main approaches to stress management
organizational approaches to stress management
- create healthy work environments
- flexible work arrangements
- recovery opportunities
- employee resource programs
creating healthy work environments
Clear expectations, autonomy, reducing stress for individuals
- JOB CRAFTING = employees proactively contribute to shaping their role and relationships
- OPEN OFFICES = office setting where employees work together (no walls/cubes)
- ERGONOMIC DESIGN = ensure physical workplace fits the worker
flexible work arrangements
- TELECOMMUTING = working a portion of time away from physical workplace
- HOTELING = employees provided flexible office space as needed (unassigned)
recovery opportunities
vacation, sabbaticals, being able to detach from work when not there
employee resource programs
- EMPLOYEE ASSISTANCE PROGRAMS (EAPs) = confidential counseling offered by employer to maintain wellbeing
- WORKPLACE WELLNESS PROGRAMS (WWPs) = support on/off-site for other health things (gym membership, weight loss, financial management, etc.)
workplace safety
safety behavior can be broken down into objective and subjective measures
- OBJECTIVE = number of accidents, workers’ compensation claims, size of insurance payouts resulting from injury
- SUBJECTIVE = self- or other-reports of safety behavior and practices
safety compliance
performing core safety behaviors such as following rules and using safety equipment
- necessary, but people should go above and beyond to improve the safety culture
safety participation
supporting coworkers and safety norms within the organization
- actually applying and practicing it, very positive
- can influence overall work environment
