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Work Stress > Facts > Flashcards

Facts Flashcards

0
Q

Stimulus?

A

Stressor perspective, “external force applied to object”

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1
Q

Importance of studying work stress?

A

(1) job performance,

(2) employee’s health

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2
Q

Response?

A

Human reaction to stressors

Immediate or delayed

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3
Q

Stimulus-Response?

A

Interaction between the person and stressor (special physical or psychological demands)

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4
Q

Fight or flight is not good in modern context because…

A
  1. Absenteeism

2. Workplace incivility

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5
Q

General Adaptation Syndrome - Selye

A
  1. All humans have the same physiological response
  2. Fight or flight (deal with potential injury)
  3. Long term - arterial blockages
  4. Withdrawal work behaviours [2]
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6
Q

Cognitive Transactional Model - Lazarus

A

Stress when imbalance between demands and ability

  1. Cognitive appraisal
  2. Focus on transaction between demands and ability
  3. Three appraisal
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7
Q

Conflict-Theory Model, Janis

A

Stress caused by faulty decisions. Hence provide:

  1. Realistic warnings and preparation
  2. Stimulate mental rehearsals
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8
Q

Janus Conflict-Theory Questions?

A
  1. Serious if I don’t change?
  2. Serious if I change?
  3. Possible for better solution?
  4. Enough time to search and deliberate?
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9
Q

Person and Environmental Fit Model, McGrath

A

Supplies-need fit

Demands-abilities fit

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10
Q

Demands-control model (Karasek)

A

Demand and control independently explains the psychological strain

  1. Passive job
  2. Low strain
  3. High strain (social support low*)
  4. Active job (low self-efficacy**)

**refuse to be in control

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11
Q

Conservation of resource theory- Hobfoll

Converse and limit circumstances endangering resources

A

Threat; failure to obtain more; actual resource loss
Objects, Personal characteristics, Conditions, Energies
Loss > recover > gain
Rich gets richer,
poor gets poorer

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12
Q

Challenge-hindrance Model

A

Challenge - positive perf
Hindrance - negative perf

Stimulate growth — organisational rewards

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13
Q

Role episode model

A

Role conflict
Rôle ambiguity
Role overload

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14
Q

Role conflict

A

Intra sender role conflict
Inter sender role conflict
Inter role conflict
Person role conflict

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15
Q

Role ambiguity

A

Task ambiguity

Socioemotional ambiguity

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16
Q

Role overload

A

Quantitative overload

Qualitative overload

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17
Q

What is inter role conflict?

A

Holding multiple roles like a mother and a worker.

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18
Q

What is Person role conflict?

A

Values the person belief does not match work requirements

E.g believe in nurturing, but boss requires fast paced and to demand for results

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19
Q

Task ambiguity??

A

The job is loosely defined. Not sure what is required and how to solve it.

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20
Q

Socioemotional ambiguity?

A

Where an action in one area yields uncertainty from social members from work.
Last few days of critical project preparation, Amy decided to take leave to attend to her hospitalised mother, she is concern if whether her colleagues are bad mouthing her

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21
Q

Quantitative overload?

A

Too much task at hand and given little time!

Rooney

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22
Q

Qualitative overload?

A

Task at hand too difficult! Can’t solve with current abilities.
Torres

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23
Q

Work-to-family conflict?

A

Work responsibilities reducing family responsibilities.

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24
Q

Family-to-work conflict?

A

Family responsibilities reducing work responsibilities.

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25
Q

Work-family conflict has 3 models, what are they?

A
  1. Independent model (masculine vs feminine)
  2. Compensating model (shattered marriage vs devotion to work)
  3. Spillover model (good at times, nurturing manager)
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26
Q

Research findings of Spillover model of work-family conflict?

A
  1. People don’t leave stress in the office

2. Spillover is not always negative

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27
Q

Work-life integrators

A

Blurred boundaries
Low contrast
Multitask

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28
Q

Work-life segmentators

A

Clear boundary
High contrast
Traditional work arrangement

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29
Q

Effects of computerisation and automation?

A
  1. Threaten to job skills this losing jobs. (COR)

2. Threat of losing self-esteem, due to no longer work at their perceived best. (COR)

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30
Q

Effects of electronic performance monitoring?

A

Social isolation.
Loss job control.
Job simplification.

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31
Q

What is interpersonal conflict?

A

Perceive that the other party negatively affect something I care about.
Leading to fight or flight.
1. Turnover (superiors)
2. Depression (colleagues)

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32
Q

How does organisational change cause stress?

A

Role ambiguity and disruption

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33
Q

How downsizing and job loss cause stress?

A
  1. Actual loss of condition (job)
  2. Fear of being next.
  3. Injustice
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34
Q

Object resources?

A

Material possessions.

35
Q

Personal characteristic resources?

A

Describes a person.

36
Q

Condition resources?

A

Desirable state.

37
Q

Energies resources?

A

Time, knowledge, energy, to acquire other resources.

38
Q

What is an interaction episode?

A

Each time a person interact with a colleague or boss concerning information of role expectations.

39
Q

What are psychological strains?

A

Result of prolonged stress

40
Q

Job satisfaction is?

A

Positive feelings of evaluated characteristics

41
Q

Job-related tension is?

A

Psychological anxiety from role-conflict

42
Q

Turnover intent is ?

A

Voluntarily or permanently leaving

43
Q

Organisational commitment is?

A

Goal alignment and maintain membership of the organisation

44
Q

Job involvement?

A

Degree of active participation and performance importance to self-worth

45
Q

Two types of behavioural strains?

A
  1. Work place aggression

2. Work role performance (lacking)

46
Q

What is a job burnout?

A

Emotional exhaustion.
Depersonalisation.
Decrease personal accomplishment.

47
Q

Emotional exhaustion?

-burnout

A

Feel drained and not able to provide more

48
Q

Depersonalisation?

-burnout

A

Psychological barrier with others, emotional detachment

49
Q

Decrease personal accomplishment?

-burnout

A

Feel helpless, not good enough for goals previously set

50
Q

What is a moderator of a stressor-strain relationship?

A

The moderator changes the impact between stressor and strained faced by employees.

51
Q

What is a hardiness personality?

A

Control
Commitment
Challenge

52
Q

What is a type-A personality?

A

Impatient, competitive, short-tempered.

Can strength stressor-strain relationship but leads to coronary heart diseases.

53
Q

Benefits of Qualitative research?

E.g Boyle on emotional management

A
  1. Rare phenomenon
  2. Cover research gaps
  3. Theory expansion
  4. Vivid illustration
  5. Cannot random assign (ethical)
54
Q

3 measures of stress?

A
  1. Medical approach
  2. Behavioural approach
  3. Occupational epidemiology
55
Q

What are the 5 historical perspective of coping?

A
  1. Psychoanalytic
  2. Behavioural
  3. Physiological
  4. Evolutionary
  5. Cognitive
56
Q

What is the diverse definition of coping?

A
  1. Respond to stressful demands.
  2. Bad situation to be better.
  3. Requires effort.
57
Q

Why is Schuler’s process model of coping good?

A
  1. Transactional: reciprocal interaction

2. Integrative

58
Q

Ways of coping questionnaires, Vitliano

A

Proactive behavioural
Proactive cognition
Social support
Avoidance cognition

59
Q

Multidimensional coping inventories, Endler

A

Task-oriented coping
Emotion-oriented coping
Avoidance-oriented coping

60
Q

Coping scales, Billings and Moos

A

Active behavioural coping
Active cognitive coping
Avoidance coping

61
Q

Personal resource questionnaire, Osipow

A

Recreational resource
Personal coping
Social support
Cognitive coping

62
Q

Three coping categories, Latack

A

Control strategies
Escape strategies
Symptom management strategies*

*included both adaptive and maladaptive behaviours in one

63
Q

What type of people uses more problem-focused coping?

A
  1. Internal locus of control
  2. Adequate family support
  3. Optimistic people
64
Q

Social support with direct effects helps?

A

Regardless of quantity of stress.

65
Q

Social support with buffering effects helps?

A

Only people with high stress.

Because of oxytocin, leading to a desire social needs

66
Q

Social support are measured by?

A
  1. Social embeddedness (how it help?)
  2. Activation of intimate ties (ineffective coping?)
  3. Perceived support
67
Q

Negative effects of social support?

A
  1. Remind of the stressor.

2. Choose to support unhealthy feelings.

68
Q

What is a political skill?

A

It is to understand others, use it to influence others, to enhance personal or organisational objectives - Perrewe, 2004

69
Q

A political skill can moderate a role conflict strain by…?

A

Attenuating the negative relationship between the role conflict and the strain

Understanding reasons for conflict…

70
Q

Managers affected by these stressors..

A
  1. Quantitative overload
  2. Role ambiguity
  3. Interpersonal conflict
71
Q

What are the two physical stressors?

A
  1. Noise, cold, heat

2. “Sick building syndrome”

72
Q

What job design can cause strains?

A
  1. Routinised work

2. Shift work

73
Q

What are the characteristics of Challenge stressors?

A
  1. Under their control
  2. Challenge to overcome
  3. Personal growth
  4. Pro-active coping
  5. Positive relationship with work performance
74
Q

What are the characteristics of hinderance stressors?

A
  1. Not Under their control
  2. Disengage
  3. No personal growth
  4. Avoidance coping
  5. Negative relationship with work performance
75
Q

What does organisational support help?

A

Availability of resources from socio-emotional resources

76
Q

Organisational intervention - role analysis?

A

Clarify role expectations (behaviours and responsibilities)

77
Q

Organisational interventions - organisational mirror technique?

A

Solve problem by experiencing and feedback. Not fault finding.

78
Q

Organisational intervention - quality circles?

A

Workers brainstorm and feedback for managerial decision-making

79
Q

Organisational intervention - job and task redesign?

A

Include challenge stressors and tap on a degree of experience and skills

80
Q

Organisational intervention - employee assistance program?

A

Health practitioners to provide psychotherapy or counselling

81
Q

Organisational intervention - stress audit?

A
  1. Identify chronic stressors from brainstorming
  2. Identify details through interviews
  3. Administer these questions to all
82
Q

Coping skills that organisation can teach?

A
  1. Relaxation/ meditate*
  2. Biofeedback
  3. Exercise

*transcendental, relaxation, progressive relaxation

83
Q

Two strategies to stave off burnout?

A
  1. Regular performance feedback

2. Social support group

84
Q

What is upward maintenance?

A
  1. Maintain relationship with boss
  2. At the level of intimacy and attachment
  3. Not to improve, mend or end
85
Q

What are the two types of upward maintenance communication strategies?

A
  1. Regulative tactics

2. Direct tactics

86
Q

Benefits of quantitative?

A
  1. Easy to administer
  2. Cause and effect or relational
  3. Objective
  4. Generalise

Work Stress (4 decks)

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