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OHP key cites Flashcards

1
Q

Allen, 2013

A

This is a handbook chapter on work-family.

  • 3 types of work-family conflict: time-based (time spent on tasks), strain-based (pressures associated with responsibilities), and behavior-based (behaviors necessary for each role).
  • Predictors of WTF or FTW conflict typically come from same domain
  • Strongest predictors of WTFC: Role stressors (role ambiguity, role overload, role conflict, role involvement). Also, NA.
  • Neg outcomes: job-related (i.e., performance, job satisfaction) & health (alcohol problems, poor eating/weight gain, & sleep quality).
  • Work-family enrichment: experiences in one role improve the quality of life in the other
  • Positive outcomes of WFE: job attitudes (i.e., job satisfaction, org commitment), family and marital satisfaction, & health outcomes (sleep, mental and physical health).
  • Orgs can help by offering policies & practices (i.e., childcare or elder care referrals) & flexible work arrangements, supervisor- and org support.
  • Flexible Work Arrangements are associated with higher productivity, job satisfaction, and decreased absenteeism.
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2
Q

Amstad et al., 2011

A

This is a meta-analysis examining the outcomes associated with WIF and FIW. They tested the direction and strength of outcomes (what domains had the strongest outcome relationships of each type of conflict).

  • WIF and FIW related to outcomes in all domains (work, family, and unspecific domains) BUT stronger relationships to same domain outcomes.
  • Example: if time at work is impacting time with family, will have more negative outcomes at work (i.e., withdrawal), and if time at home is interfering with work, it more strongly impacts home outcomes (i.e., marital satisfaction)
  • This is thought to be happening bc the employee blames the domain of origin
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3
Q

Casper et al., 2017

A

This is a meta-analysis on the construct of work-nonwork balance.

The authors found that there is a jingle jangle fallacy happening with “balance” as a construct: researchers have used many definitions for the construct (jingle) and have used the label to describe other constructs, enrichment and conflict (jangle).

The authors found that “work-nonwork balance” is its own construct separate from enrichment and balance.

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4
Q

Greenhaus and Powell, 2006

A

This is a theory paper about work-family enrichment.

Enrichment is the degree to which experiences in one role improve the quality of life in the other role through transfer of resources or positive affect from one role to the other.

They present a model describing two pathways through which enrichment can occur: instrumental and affective.

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5
Q

Halbesleben et al., 2009

A

This is an empirical study on the effects of high engagement on work-family conflict (negative consequences of engagement).

  • Employees who were highly engaged experienced more WTF conflict, mediated by performing more OCBs.
  • This can be explained by COR theory: employees invest personal resources (time, effort, etc) to get more resources, so the more engaged they are, the more likely they are to invest their resources at higher levels by performing OCBs. This leaves fewer resources for family responsibilities.
  • Conscientiousness buffered these effects. As a resource, the trait helps people better manage all domains.
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6
Q

Hammer and Demsky, 2014

A

This is a handbook chapter on work-life balance.

It points out that work-life balance is a positive extension from work-family balance (to acknowledge other life domains). It acknowledges that “balance” is oft critiqued bc it’s near impossible to achieve “balance” - it’s more about people assessing their effectiveness in both domains against internal standards.

They talk about various theories that explain work-life balance, antecedents and outcomes of work-family conflict, and interventions.

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7
Q

Hammer et al., 2009

A

This is a scale development paper for family supportive supervisor behaviors (FSSBs).

FSSBs are defined as behaviors exhibited by supervisors that are supportive of families.

FSSB has four dimensions: 1) emotional support,
2) instrumental support, 3) role modeling behaviors, and 4) creative work-family management.

FSSB was significantly related to work-family conflict, work-family positive spillover, job satisfaction, and turnover intentions over and above measures of general supervisor support.

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8
Q

Hirschi et al., 2019

A

This is a study on 4 individual strategies to improve work-non-work balance:

1) allocating resources,
2) changing resources/boundaries,
3) sequencing goals,
4) revising goals.

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9
Q

Michel et al., 2011

A

This is a meta analysis on the antecedents of work family conflict (both WTF and FTW).

There were unique categories of antecedents for each type/direction of conflict (family demographics, work characteristics), but some were the same (role stressors):

  • Family to work conflict was predicted by family climate, family stressors (i.e., number of kids, role ambig), and family support
  • Work to family conflict was predicted by work role stressors, work role involvement, work characteristics

They did find that some factors also predicted the other direction of conflict. For example, work stressors and work social support predicted FTW conflict also, and family role stressors (specifically role related ones like role ambig) also predicted WTF conflict.

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10
Q

Sawyer et al., 2017

A

This is an empirical study that also formed theory about LGB work family experiences.

  • Existing work family literature assumed heterosexual families.
  • LG families face unique work family issues, which can lead to added “stigma-based” stressors and strains that heterosexual couples do not experience, ie.: not being able to invite family/partner to work events, lack of same-sex benefits at work, pressure to suppress family info at work.
  • Outcomes of these stressors include depersonalization, hypervigilence and fragmented family ID (diff ID at work and home)
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11
Q

Johnson and Hall, 1988

A

Job demands control support model

-Expanded upon the job demands-control model (Karasek, 1979) to add support as an additional buffer.

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12
Q

Porath et al., 2012

A

Empirical article on construct of thriving.
Thriving is made up of two factors: learning and vitality.
Thriving relates to P.A., learning goal orientation, proactive personality, CSE, development initiative, and health. Negatively related to burnout.
Thriving is time- and context-dependent.

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13
Q

Sonnentag, 2015

A

This is a review chapter on well-being.

  • Well-being: broadly defined as feeling good and/or experiencing fulfillment and purpose.
  • Well-being is dynamic. It fluctuates over shorter time frames (days/weeks), can increase/decrease over longer. Changes impact performance.
  • Positive aspects/indicators of well being typically used in research are ENGAGEMENT, THRIVING, & AFFECT.
  • Outcomes of well-being supported by research (using indicators above):
    • Task Performance
    • OCBs and proactive behavior
    • Changes in job stressors
    • Changes in Job resources: Work engagement increases autonomy, learning opps, and other job resources
    • Changes in interpersonal work environment: engagement may predict increase in positive work relationships & social support over time.
    • Changes in work-family interface: in their views of the interface. Increase in WTF enrichment. Strain symptoms predict increase in WTF conflict.
    • Performance can be a predictor of well being: Self-rated performance can predict increase in dedication and decrease in emotional exhaustion over time.
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14
Q

Ott-Holland et al., 2017

A

This is an empirical study on the effectiveness of employee wellness programs.

Employees perceive greater org support for the wellness program, it leads to higher participation rates, and that leads to improved performance, job satisfaction, and lower turnover.

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15
Q

Litwiller et al., 2017

A

This is the first meta on sleep and the antecedents and outcomes of sleep quality and quantity.

  • Workload negatively predicts sleep quality and quantity.
  • Poor sleep quality and quantity predict negative affect (state) and work-family conflict
  • Poor sleep quality and quantity associated with fatigue.
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16
Q

Cavanaugh et al., 2000

A

The challenge-hindrance model of stress
Applies Lazarus’ transactional theory of stress to workplace, and focuses on workoutcomes rather than health outcomes.
-Challenge stressors: job demands such as job overload, time pressures, & high levels
of responsibility
-Hindrance stressors: job demands or circumstances that hinder one’s ability to achieve valued goals (i.e. org politics, red tape, job insecurity)
-Challenge stressors positively related to job satisfaction and negatively related to job search. Hindrance stressors had opposite rx and also positively related to turnover.

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17
Q

Demerouti et al., 2001

A

Job Demands-Resources Model

  • Jobs are characterized by demands and resources.
  • Two processes: motivational and health impairment
  • Demands lead to strain. Resources lead to motivation.
  • Resources buffer the impact of demands on strain. Demands lessen the influence of resources of motivation.
  • Demands can be challenges or hindrances (LePine et al., 2005).
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18
Q

Bakker and Demerouti, 2017

A

This is a review of the JD-R model and theory and its evolutions over the last 15 years.

Job crafting and undermining added to JDR.
Those are intervention points.

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19
Q

Hobfall, 1989

A

Conservation of Resources Theory.

  • Humans are motivated to maintain their current resources and to pursue new resources.
  • Resources are broadly defined as the objects, energies, personal characteristics, and conditions valued by the person or that assist the person in obtaining those things. They are valued in their own right or because they lead to other resources.
  • Stress arises from an actual or threat of loss of resources or lack of gain of resources following an investment of resources.
  • People have to offset one resource loss with another. This means there are fewer there at one‚Äôs disposal so resource loss is cumulative. Makes the person less resilient toward future losses.
  • The stress can be mitigated if the person perceives they have the resources to cope with the stressor (similar to transactional model). If they don’t, they would experience strain.
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20
Q

Ilgen and Hollenbeck, 1991

A

Role Stress Model

  • Role conflict and role ambiguity are major components of work stress
  • Role overload is the third most common
  • Built off role theory (Katz and Kahn, 1964)
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21
Q

Karasek, 1979

A

Job Demand Control Model

  • Demands and control interact to predict strain (high demands and low control predicts the most strain).
  • Work motivation, learning and growth will occur in situations where both job demands and worker control are high (“active jobs”).
  • Johnson and Hall (1988) added “support” as an additional buffer to strain
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22
Q

Lazarus and Folkman, 1987

A

Transactional Theory of Stress

  • One of the most popular frameworks for understanding psychosocial stress.
  • Stress doesn’t reside in the person or the environment but in the INTERACTION between the two. It’s very much a cognitive process that involves appraisals of the situation and then responses to those appraisals.

Includes 2 levels of appraisals:

1) Threat appraisal: If a threat is perceived, there is a secondary appraisal of one’s coping resources.
2) Coping appraisal: If sufficient resources are available to reduce the threat, one will engage in problem-focused coping. If there are not sufficient resources, one will engage in emotion-focused coping which involves trying to alter one’s perception or response (reframing; meditation, etc).

This theory fits well with allostatic load model (McEwan, 1998) because it allows for a range of responses to stress.

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23
Q

LePine et al., 2005

A

This is a meta-analysis that sought to explain stress’ differential (mixed) effects on performance.

  • They used the challenge-hindrance stressor framework (Cavanaugh et al., 2000), which was based on Lazarus and Folkman (1984), as well as VIE (expectancy; Vroom, 1964).
  • Challenge demands positively impact performance directly and indirectly through decreasing strains and increasing motivation.
  • Hindrance demands negatively impact performance directly and indirectly through decreasing motivation and increasing strain.
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24
Q

McEwan, 1998

A

Allostatic Load Theory

  • Argues there is a broader range of responses to stress beyond homeostasis. There are also many other systems that are more responsive to the external environment as well.
  • Some systems revolve around set points (i.e., HPA axis), but even these set points can be reset after exposure to chronic demands that push them beyond their normal ranges.
  • The idea is that your body works to stay stable through constant changing demands, so all systems work to help out homeostasis.
  • Allostasis: The process of adjustment of various systems (i.e., cardiovascular, neuroendocrine, etc.) to cope with real or imagined challenges to homeostatic systems.
  • Allostatic state: a chronic over-activation of allostatic regulatory systems and the alteration of set points.
  • Allostatic load: various systems of pathology caused by an allostatic state.
25
Q

Cropanzano and Wright, 2011

A

This is a handbook chapter on the impact of justice on health outcomes. Injustice predicts negative health outcomes (i.e., flu and cold), which leads to more absences. It also predicts burnout.
-The inequity is a demand and there aren’t resources coming back to the person to balance them, so they burn out.

26
Q

Demerouti et al., 2010

A

This is a scale paper for burnout.

  • They put forth that the Oldenburg Burnout Inventory may be most useful for measuring burnout because it measures both burnout and engagement in one measure (measures what MBI and UWES each measure independently in 1 measure).
  • They have cynicism and dedication as opposite ends of one underlying attitude dimension (called “identification”), and exhaustion and vigor as opposite ends of one “energy” dimension (this one wasn’t supported as being on one dimension).
27
Q

Ganster and Rosen, 2013

A

This is a review article on work stress and employee health outcomes that uses the allostatic load model as its organizing framework.

  • Allostatic load model has a temporal sequence and those represent mediators:
  • Primary mediators: stress hormones (cortisol, epinephrine, norepinephrine), are triggered in CNS, serve adaptive role, prepare person to cope with demands/threats. Chronic activation leads to secondary mediators.
  • Secondary mediators: things that would show up in health checkups. Metabolic. Insulin, cholesterol, triglycerides. When consistently out of normal ranges, can become key risk factors for diseases.
  • Tertiary phase of allostatic overload: disease endpoints (heart disease, depression, death).
  • PHYSIOLOGICAL outcomes related to these time points (longitudinal studies):
  • Job stressors predict:
    1) several indicators of cardiovascular disease.
    2) depression
    3) type 2 diabetes
    4) elevated employee health care costs.
28
Q

Halbesleben et al., 2014

A

This is a review article on the role of resources in COR theory. They define resources as “anything perceived by the individual to help attain their GOALS.

  • That means many constructs may not be considered resources depending on circumstances i.e., conscientiousness may drive people to check their email too much, which keeps them from reaching other goals including well being. Social support might also not always be helpful.
  • Use this when defining resources, pair with Hobfall’s very broad definition (which was more general, as things people value (and that lead to more resources) with an emphasis on objects, states, conditions and other things). This one clarifies the definition.
29
Q

Jang et al., 2019

A

This is an empirical study that examined the effects of discrimination on allostatic load.
-Firing discrimination predicted allostatic load.

30
Q

Podsakoff et al., 2007

A

Podsakoff et al (2007) meta looked at different variables from LePine et al (2005). Whereas LePine et al focused on performance outcomes of challenge v hindrance stressors through strain and motivation, Podsakoff et al looked at withdrawal, commitment, satisfaction, turnover outcomes.

They found that hindrance stressors predicted withdrawal behavior and challenge stressors predicted the opposite.

Also found that hindrance stressors predicted neg relationship with job satisfy, commitment and predicted turnover, and challenge predicted job satisfaction and commitment.

Path model:
Stressors->strain->job satisfy->commitment->turnover intentions->turnover

31
Q

Griffin and Clarke, 2010

A

This is a chapter on stress and well being.

  • Theoretical approaches to stress: JD-C (Karasek, 1979), Role stress (Ilgen et al, 1991), Challenge-Hindrance (Cavanaugh et al., 2000; LePine et al., 2005), COR (Hobfall, 1989) & Burnout (Maslach & Jackson, 1981).
  • Stress is a process in which individuals respond to and manage demands to meet multiple goals over time.
  • Stressors vs Strain: Stressors, e.g. excessive workloads are the primary drivers of process. Strains, e.g., anxiety, are outcomes.
  • Long-term outcomes: psychological well-being, physical health, & behaviors at individual (smoking, alcoholism) & org (workplace safety, performance) levels.
  • 3 types of stress mgmt interventions: Primary (prevention), secondary (intervening after stress, but before outcomes), and tertiary (responding to outcomes of stress).
  • Example interventions: Work redesign, participation and autonomy, and support networks. Combining interventions can provide the best outcomes and address individual differences.
32
Q

Major et al., 2017

A

This is a handbook chapter on stigma and its implications for health.

-Use this to talk about all the things related to how stigma might impact health.
-They review the lit and put forth a model that shows the process:
Stigma processes leading to health outcomes through 4 pathways, and how 3 of the 6 + 1 dimensions of stigma (from Jones and Dovidio et al.) determine health outcomes. Concealability, controllability, collectivity.
-Integrate this with COR theory (resources gain/loss, people with fewer resources have harder time keeping them and continue to lose them), Allostatic Load (cumulation and stress over time), transactional theory (threat appraisal to coping method).

33
Q

Pascoe and Smart Richman, 2009

A

This is a meta on the effects of perceived discrim on physical and psychological well-being.

  • Perceived discrimination has a significant negative effect on both mental and physical health.
  • Perceived discrimination produces significantly heightened stress responses and is related to the participation in unhealthy and nonparticipation in healthy behaviors. Suggests mediators. (aligns with Major et al., 2017 model and Lazarus/transactional stress).
  • Active and problem focused coping acts buffers the impact.
34
Q

Dhanani et al., 2018

A

This is a meta-analysis on the effects of perceived discrim.

  • Perceived discrimin is related to job attitudes (satis and commit), behaviors (OCB, CWB, turnover intentions), and well being (mental and physical health).
  • Job stress and justice perceptions mediated the effects.
  • Most detrimental when observed rather than experienced, interpersonal rather than formal. Certain groups (LGB and race) had stronger rx with outcomes.
  • LGBT had strongest relationships with physical and mental health, interestingly.
35
Q

Meyer, 1995

A

Minority stress theory

  • Minority stress: chronic, psychosocial stress related to one’s minority status.
  • It holds that (a) prejudice and stigma directed toward [LGBT] people bring about unique stressors and (b) these stressors cause adverse health outcomes including mental and physical disorders.
  • Coping and social support can buffer the effect of the stressors, so that negative health outcomes can be avoided or reduced.
36
Q

Mendoza-Denton et al., 2017

A

Handbook chapter on individual differences that moderate the relationship between stigma and health.

They discuss 6:

1) Perceptions of discrim
2) Expectations/anticipated discrim
3) Beliefs/legitimizing ideologies
4) Attitudes (ID with stigmatized group)
5) Goals: regulatory focus orientation
6) Being able to self-regulate with re-appraisal

These impact the impact on health that the situation will have.

37
Q

Quinn, 2017

A

Handbook chapter on health costs/benefits of concealable stigmas.

  • There are costs and benefits of concealment
  • The effects on health of both are heavily dependent on the environment in which one is disclosing (or not).
  • Likely to lead to better health when environment is supportive and the person perceives it as supportive (more social support).
  • Likely to lead to neg health outcomes if environment is perceived as hostile and/or they‚Äôve received neg reactions
  • But if suppressing thoughts about the stigmatized ID, may lead to neg health effects
  • Law et al. 2011 should back this up, with anxiety, turnover, job satisfaction all outcomes, and coworker support playing a very strong role in moderating that.
38
Q

Volpone and Avery, 2013

A

This is an empirical article on the impact of perceived discrimination on withdrawal (health/engagement/burnout).

Perceived discrim based on race, sex, age, family obligation and sexual orientation predicted increased psych withdrawal (burnout and engagement), which led to physical withdrawal (absenteeism, lateness, and intent to quit)

They also found that coping mechanisms moderated the effects, such that by avoiding the situation or changing it, they can better manage the stressor which buffers the impact on health.

39
Q

Sonnentag and Fritz, 2015

A

This is an integrative review where the authors put forth the Stressor-Detachment Model of Work Recovery.

  • Psych detachment is of the main types of work recovery (from Sonnentag and Fritz, 2007).
  • Psych detachment: refraining from thinking about or engaging in any work-related activities in non-work time.
  • According to the model, psych detachment mediates the impact of job stressors on strain and well-being.
  • Job stressors make psych detachment less likely. This in turn increases the likelihood of strain reactions.
  • This is important because when employees have high job stressors, they need recovery, so although that need is higher, the most likely response is not detachment, but keeping up a mental connection to work (probably due to high activation).

Moderators:
1) factors influencing primary appraisal, i.e., resources,
2) content of job-related thoughts (i.e., reappraisal and problem focused coping).
These point to intervention strategies when job demands cannot necessarily be reduced.

40
Q

Creswell, 2017

A

This is a review chapter on the effectiveness of mindfulness training.

  • Mindfulness aims to foster greater attention to and awareness of the present moment.
  • Intervention outcomes include improved attention, interpersonal relationships, physical health (e.g., immunity) and reduced depression and anxiety.
41
Q

Hildebrand et al., 2016

A

This is an empirical study on transformational leaders and employee burnout.

  • Employees who report having transformational leaders reported lower levels of burnout.
  • This was mediated by thriving.
  • This means that to reduce burnout, employers can provide training to managers to be transformational, so that employees have a stronger sense of thriving. (Intervention for burnout)
42
Q

Semmer, 2011

A

This is a handbook chapter on job stress interventions at the organizational level (not just individual level).

  • They call for focusing on changing the workplace (e.g., work design) just as much as focusing on individual coping strategies, otherwise one-sidedness.
  • Interventions can focus on ergonomics, job content, or work organization
  • Can achieve positive health outcomes by adjusting the nature of tasks (e.g., hackman and Oldham, factory work increased autonomy and task identity)
  • Effects depend, however, on whether individuals themselves consider the changes good.
43
Q

Shoss et al., 2018

A

This was an empirical study on resilience.

  • Psychological resilience (trait) weakened the relationships between job insecurity and emotional exhaustion, cynicism, and psychological contract breach. And CWBs.
  • Thus resilience can buffer effects during times of job insecurity.
44
Q

Edmunson, 1999

A

This is a study on psychological safety.
-Team psychological safety is defined as a shared belief that the team is safe for interpersonal risk taking.
-Team psych safety facilitates team learning and performance. This is because it alleviates excessive concern about
others’ reactions to actions that have the potential for embarrassment or threat, which learning behaviors often have.
-Learning behavior mediates between team psychological safety and team performance.

45
Q

Zohar, 1980, 2000

A

This paper introduced safety climate.

  • Safety climate: the policies, procedures, and practices in an organization relative to the importance and priority given to safety and reflects the shared perceptions of people within an organization or a specific organizational unit with respect to these policies, procedures, and practices.
  • They found agreement between employee perceptions of climate, indicating they can be aggregated to the organizational level.
46
Q

Christian et al., 2009

A

This is meta-analysis on antecedents of safety outcomes.

  • Both the person (conscientiousness) and the situation (safety climate) are important factors related to workplace safety.
  • Safety climate predicted both safety knowledge and safety motivation, and those were both related to safety performance.
  • Safety climate was more highly related to safety participation than to compliance
  • Leaders have more impact on safety participation.
47
Q

Clarke, 2013

A

This is a meta on leadership styles and safety participation and safety climate.

-Transactional leadership is important in ensuring compliance with rules and regulations, whereas transformational leadership is associated with encouraging employee participation in safety.

48
Q

Kaplan and Tetrick, 2011

A

Handbook chapter on safety.

  • Safety performance: behaviors people exhibit to promote health/well-being of coworkers, clients, public, etc.
  • Safety performance includes both compliance and safety participation (voluntary) behaviors.
  • Safety performance predicts safety outcomes (accidents).
  • Antecedents to safety performance: leadership, safety climate, safety knowledge, individual differences (conscientiousness, locus of control), fatigue (i.e., from shift work), stress (i.e., from job characteristics like work overload.
  • Interventions:
    • work redesign (decrease demands and increase resources)
    • encourage work breaks to combat fatigue,
    • offer more safety training
    • motivate through incentives (but be aware of potential downsides)
    • perform leadership training to inspire people to enact safety behaviors. (TL can improve safety climate and participation).
49
Q

Nahrgang et al., 2011

A

This is a meta that tested their JD-R model of workplace safety.

  • They put forth a JD-R model of workplace safety and do a meta to test it. Their findings aligned with JD-R predictions.
  • Job demands (risk, hazards, complexity) led to poor health outcomes and burnout.
  • Job resources (autonomy, knowledge, support) motivated employees and (+) related to engagement
  • Job demands hindered engagement, job resources negatively related to burnout
  • Burnout led to poor safety performance.
  • Engagement led to safety performance.
  • This points to intervention opps: reduce work redesign (demands), increase leadership and social support, safety climate (resources)
50
Q

Neal and Griffin, 2004

A

This is a handbook chapter on safety climate and behaviors.

  • They distinguish between safety compliance and safety participation.
    • Safety compliance includes following policy and procedures.
    • Participation is extra-role. It supports safety in the wider org context, even if it does not contribute to one’s personal safety, similar to contextual performance.
  • Safety climate is hierarchical, with org-level and local levels - i.e., perceptions of mgmt commitment, HRM practices, etc (org-level) and supervisor support, risk, work pressure (local level).

Framework of safety climate and safety behavior: (DRAW)

51
Q

Zohar, 2002

A

This is an empirical study testing the effects of a safety training intervention for leaders.

  • Leader-focused training interventions can be effective to improve safety outcomes.
  • The training involved interviewing subordinates and providing feedback to the leaders weekly.
  • Training improved safety practices (increased frequency of safety related interactions between leader and subs), which in turn decreased accidents, increased PPE use and boosted group safety climate. The control group did not see these effects. Decreased accidents = improved safety performance.
52
Q

Sonnentag and Fritz, 2007

A 
This is a measure development/theory on recovery from work experiences.
Four types of recovery experiences:
-Psychological detachment
-Relaxation
-Mastery experiences
-Control
53
Q

Kelloway and Barling, 2010

A

This is a review chapter on leadership in occupational health.

Use this when saying leadership is important for health outcomes and safety outcomes, and that transformational leadership is good for outcomes, and that interventions work.

Leadership training is an effective intervention in OHP.
Use this in conjunction with Hildenbrand et al., 2016, which found transformational leadership buffers impact to reduce burnout.

54
Q

Tetrick and Quick, 2011

A

This is a handbook chapter on the history and purpose of occupational health psychology, and the focuses of its interventions. They integrate the PATH model of OHP with public health models (primary, secondary, and tertiary) to provide a framework for OHP interventions.

  • Integrated the PATH Model (Grawitch et al, 2006) with public health interventions (primary; secondary; tertiary) to provide a framework for OHP interventions. The PATH model has 5 categories, and so there are 15 example types of focuses for interventions.
  • The main focus for OHP practitioners is PRIMARY (prevention), as they are systemic and recognize that organizations are one factor that impact individuals’ health.
  • The framework can be used to consider targeted interventions for vulnerable populations and individuals, as well as issues of inclusion that affect the entire organization. For example, within the work-life balance dimension, OHP practitioners could consider the ways that one’s individual characteristics create additional or unique stressors (and might moderate the effectiveness).
55
Q

Anger et al., 2015

A

This is a review of the effectiveness of Total Worker Health interventions.

  • TWH was defined by NIOSH in 2011 as a “strategy integrating OSH with health promotion to prevent worker injury and illness and to advance health and well-being.”
  • TWH interventions address both injuries and chronic diseases. Results indicate they can improve workforce health effectively and more rapidly than the alternative of separately employing more narrowly focused programs to change the same outcomes in serial fashion.
  • Example programs: Regular joint meetings of safety teams and health promotion teams; Stress management efforts that first diminish workplace stressors and then build worker resiliency (Schill et al., 2013)
56
Q

Dimoff and Kelloway, 2018

A

This is an empirical study testing a 3-hour leadership training’s effectiveness on leader resource sharing and support for mental health resource utilization, as well as employee resource utilization.

  • Leaders who received training shared more information about mental health and mental health resources, were more supportive of employees’s mental health issues, and actively encouraged employees to use available resources.
  • Employees whose leaders attended the training also reported increased willingness to seek out and use available resources.
57
Q

Hammer et al., 2019

A

This is an empirical study testing the effectiveness of a training for leaders to support veterans.

They found no main effects on work or health outcomes of the veterans, but moderating effects of baseline support.

The intervention was effective for employees who reported higher levels of supervisor and coworker support at baseline; demonstrated that pre-training context and support matters.

58
Q

Spreitzer et al., 2017

A

This is a handbook chapter on alternative work arrangements.

  • AWA encompasses a broad array of work, from high-skill freelancers to low-wage service workers, to workers with FT employment who telework.
  • This type of work is fueled by globalization (firms opting for it), technological advances, and worker preferences.
  • AWAs are flexible along 3 dimensions: the employment relationship, the scheduling of work, and where work is accomplished.
  • There are positive outcomes for those who choose AWAs (more highly skilled), worse outcomes for those who do not (lower skilled, less job security).
59
Q

Kossek et al., 2009

A

This is a review on telework - conditions when teleworking is good/bad.

  • Formal access to supportive HR policies like telecommuting should lead to more positive outcomes as employees who value policies reciprocate with improved attitudes and behaviors. This is explained by social exchange theory.
  • Professional workers benefit least from traditional job redesign (i.e., more autonomy/control) bc they already have more autonomy prior to the change to alternative work schedules. They need more autonomy in timing and location of work.
  • But working from home has downsides bc: boundary control, esp if they don’t perceive having flexibility with location and time.
  • They need to be able to set boundaries around their work and family roles. Create “fences”. Otherwise can lead to overwork
  • Some people are mainly integrators and others are separators
  • Also, people may have trouble turning work off

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