PSY2001 SEMESTER 1 - WEEK 2 Flashcards
what % of disability costs are mental health
60-70%
outline continuum of mental health
healthy - reacting - injured - ill
OR
crisis - struggling - surviving - thriving - excelling
on mental health continuum what do healthy behaviours include
normal mood fluctuations, calmness, good performance, being in control, normal sleep patterns, being physically well, limited alcohol use
on mental health continuum what do ill behaviours include
angry outbursts, aggression, excessive anxiety, panic attacks, depression, suicidal thoughts, inability to perform duties, inability staying sleep, physically ill, substance abuse
with poor mental health in a job, what is reduced
productivity, safety, job performance, job satisfaction, job committment, reputation
with poor mental health in a job, what is increased
absenteeism, presenteeism, job turnover, long-term disability, interpersonal conflict, physical illness/sickness
define absenteeism
go on sick leave
define presenteeism
going to work, but not being productive
define stigma and what it can have an impact on
deeply discrediting attitude that reduces individuals from whole and usual person to a tainted, discounted one
impacts on help seeking behaviour
how many organisations contribute to stigma
full coverage for medical care but ignores psychological care
name 5 dimensions of psychologically healthy workplace
- work-life balance
- recognition
- employee involvement
- growth and development
- health and safety
dimension of psychologically healthy workplace- outline work-life balance
flexibility, resource allowing managing life demands outside of work
paid time off for mental health, healthcare, bereavement, flexible work arrangements, childcare or eldercare
dimension of psychologically healthy workplace- outline recognition
acknowledging achievement through monetary and non-monetary rewards (email etc)
bonus, awards, milestone, written acknowledgement
dimension of psychologically healthy workplace- outline employee involvement
empowering employees to be part of decision-making, creative, autonomy
self-managed work teams, shared leadership, soliciting employee feedback, task forces for problem solve
dimension of psychologically healthy workplace- outline growth and development
opportunity for increasing skills, competence
professional development opportunities, cross-training, tuition reimbursement, mentoring, coaching
dimension of psychologically healthy workplace- outline health and safety
promote physical, psychological wellbeing via prevention, assessment
healthy food options, anti harrassment/bullying
define burnout
state of emotional, mental and sometimes physical exhaustion due to prolonged stress
not a UK diagnosis, however is high in workplaces
what is burnout characterised by and name some job impacts
- emotional exhaustion
- cynicism
- detachment
decreased job performance, higher absentiism, turnover, interpersonal conflict with colleague/supervisor
name personal health issues caused by burnout
depression, life dissatisfcation, insomnia, type 2 diabetes, illness, cardiovascular disease and mental illnesses
define emotional exhaustion, the most common component of burnout
emotionally drained, fatigued when wake up, used up at end of workday, overwhelmed, “end of rope”
define depersonalisation (component of burnout)
detached, indifferent, cynical about works impact, less empathy toward colleagues, negative attitude toward job
define reduced personal accomplishment (component of burnout)
feel ineffective in job, feel not making meaningful contributions through work, doubt significance of work, feel not reaching potential, feel work does not really matter
link burnout to patient safety
medication errors, motor vehicle crash
what are 3 top conditions for absenteeism
drug abuse, bipolar disorder, major depression
what is effect of substance abuse on workplace
impaired time estimation, reaction time, vigilance, divided attention
name far reaching effects of suicidal ideation in workplace
survivors experience trauma, depression, guilt and can damage organisations reputation causing anger, resentment
outline cycle of burnout
1.strategies to control, change, avoid discomfort
2. short term relief
3. unhelpful in long term
4. dissatisfaction, disconnection, exhaustion = burnout
5. feelings of stress, overwhelm, emotional discomforts
compare occupational burnout vs depression = context
burnout= work-related stress
depression= clinical MHI
compare occupational burnout vs depression = symptoms
burnout= emotional exhaustion, cynicism, reduced professional efficacy
depression= persistent sadness, loss of interest, weight changes, sleep issues, fatigues
compare occupational burnout vs depression = impact
burnout= impact professional life
depression= all area
compare occupational burnout vs depression = reversibility
burnout= reversible with changed working condition
depression= requiring medical/psychs intervention
compare occupational burnout vs depression = treatment
burnout= stress management, workplace interventions, improved work-life balance
depression= therapy, medication, lifestyle changes
define strain
prolonged state of distress and tension due to ongoing stressor (job demand, poor work-life balance) resulting in stress reaction
not a diagnosis, however alongwith burnout fits within injured/struggling states of mental health continuum
give strain symptoms
fatigue, poor sleep quality, decreased performance, anxiety
linked to high job demand, limited resource, contribute to deteriation in mental health
name 4 occupational stress models
- transactional stress model
- allostatic load model
- conservation of resources theory
- job-demands resources model
outline transactional stress model
stress due to individuals appraisal of threat when lacking coping ability, putting inplace different coping strategies
outline allostatic load model
chronic stress leads to dysregulation of bodily systems (neuroendocrine, metabolic, cardiovascular, immune) increasing health risk
outline conservation of resources theory
stress occurs when valuable resources are threatened or lost
outline job-demands resources model
high job demand lead to strain, job resource help cope with stress, stress caused when job resources are lsot
in JDR model, name some job-demands
physical, psychological, social, organisational aspects of job requiring sustained effort and associated with physiological, psych cost
high workload, time, pressure, emotionally demanding interactions
in JDR model, name some job resources
aspects of job that help employees meet job demands, reduce stress, promote personal growth (autonomy, support from colleague/supervisor, feedback, developmental opportunity
bugger jobs impact demand on stress, promote engagement, improve wellbeing
extrinsically motivate employees by enabling them to achieve work goal, intrinsically by satisfying basic need of belonging, competence + autonomy
apply JDR to nursing
high demand
demands can include= long hours, heavy workloads, emotive strain
job resources= colleagues support, adequate equipment, training programmes
if job resources are sufficient, these can help nurses cope with their demanding roles but if not causes burnout
name the 5 factors for ‘workplace as a resource’
- work itself
- leadership
- meaning
- support
- autonomy and control
in ‘workplace as a resource’, how can work itself help
structure, social benefits, purpose, identity, livelihood, security
in ‘workplace as a resource’, how can leadership help
good relationship with manager, inspiring, think creatively, support
in ‘workplace as a resource’, how can meaning help
life satisfaction, fulfillment, personal growth, establishing their role within world
in ‘workplace as a resource’, how can support help
social support a critical resource for buffering stress, reducing strain, help coping, problem solving, satisfying basic need for belonging
in ‘workplace as a resource’, how can autonomy and control help
having autonomy and control over their own job, finding skillset
what is stress paradox
stress leads to impairment in health and work outcomes, or health and performance improvements
when allostatic load rises beyond certain threshold, stress becomes debilitating but under threshold is beneficial and improves health and performance
how can stress paradox mean stress is positive
increases initiative-taking, proactive problem solving, improved memory, cognitive performance, faster info processing
how can stress paradox mean negative outcomes
hindrance stressors = lower satisfaction, committment, performance, higher turnover, withdrawal behaviour
outline 5 stages of organisational change (Nielsen, 2013)
preparation, screening, action planning, implementation, evaluation
in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for preparation/readiness for change
objective: identify need for change and create awareness
- key elements: leader communicate vision for change, employee informed about why change is necessary. building readiness and preparing both organisational structure and employees is critical
- focus: emphasise employee participation (reduces uncertainty and resistance)
in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for planning and designing change
- objective: develop detaile dplan for implementing change
- key elements: establish goals, timelines, allocate resources, involving employees in planning to enhance commitment
- focus: employee involvement to ensure concerns addressed, increase buy-in, promote sense of ownership over changes
in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for implementation/execution of change
- objective: implement planned change
- key elements: put change into action, clear communication, monitoring, managing resistance and issues that arise
- focus: supporting employee wellbeing, minimize stress, ensure employees have necessary resources, training, support during period of change
in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for evaluation/monitoring of change
- objective: assess impact of change
- key elements: collect feedback and analyze if change meeting goals set out in planning phase, ensuring negative impact is addressed
- focus: evaluate both effectiveness of change and impact on employees mental health and job satisfaction, continuous monitoring during organisational transitions
in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for sustaining and embedding change
- objective: ensure change is fully integrated into organisation
- key elements: make adjustments based on feedback, ensure long-term sustainability, embed change into organisational culture
- focus: embed culture of openness and continued employee participation so employees feel supported in long term
in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for reflection and learning
- objective: reflect on what went well, didn’t, learn for future change initatives
- key elements: organisations should document lessons learned, applying to future change efforts
- focus: learning from change process from employee wellbeing perspective, and assess psychological impact of employees, consider how future changes can be implemented more smoothly
name and describe key themes of Nielsen (2013) components of organisational change
- employee participation= reduce resistance, enhance engagement, fostering sense of control
- mental health= change increases stress, negatively impacting this if isnt managed properly
- tailoring interventions to organisation, flexibility approach to ensure best outcomes for both organisation and employees
name 3 pillars of workplace mental health programming
- prevention
- intervention
- accomodation
in 3 pillars of workplace mental health programming, explain prevention
improving balance between job stressor, resource eg; engage in proactive effort to reduce environmental, job factor
in 3 pillars of workplace mental health programming, explain intervention
aim to empower by increasing resources access eg; social support, counselling, training, development, mental health literacy to reduce stigma
in 3 pillars of workplace mental health programming, explain accomodation
workplace programmes, policies to provide support for those experiencing MHI
stay-at work options, return-to work plans
what are issues with stay at work
money savers, but gap for relapse and issues with reintegration
what are issues with return to work
difficult for some job type
ensure safe and stigma free, collaborations between healthcare professional, personalised approach
name 5 categories of mental health accomodations
- scheduling flexibility
- modified job description
- redesign of physical space
- communicaiton facilitation
- others
what is IGLO model
individual - group - leader - organisation
when putting an intervention in place need to think about all levels it will target, need to achieve different things for different groups
what signs of struggle can managers learn to recognise
- emotional distress (crying, complaining)
- withdrawal (social, effort)
- attendence change (late, absent)
- performance reduction (quality + quantity)
- extreme behaviour (hygiene issues, substance use, harmful expressions)
name 3 examples of intervention
- MBSR (mindfulness-based stress reduction)
- leadership training programmes
- flexible work arrangements
outline intervention evidence = MBSR (mindfulness based stress reduction)
studies showing reduced stress and improved employee wellbeing in high pressure environment
outline intervention evidence = leadership training programmes
studies testing impact of leadership styles on employee engagement and performance
outline intervention evidence = flexible work arrangements
studies on remote or hybrid work impacting job satisfaction and productivity
name 3 challenges in experimental workplace research
- ethical consideration- informed consent, balancing organisational and employee needs
- practical constraint- difficult random assignments, control EV, maintaining engagements over time
- generalisability between workplace
name 2 benefits of experimental research
- causal relationships- establishing direct links between interventions and outcomes
- evidence-based practice- providing strong, actionable insights for improving workplace policies
what are future directions workplaces
need for integration across disciplines (occupational psychology, MHI researching), researching specific group (caregiver, LGBT, precarious worker), stigma nuances, cross-cultrual difference
what can be done in future to improve interventions/research
- adopt MDT approach integrating mental health theories
- examining moderators of relationships between work variables + mental health
- developing, evaluating primary intervention strategies in promoting mental health
- identifying boundary conditions of mental health intervention strategies
- conducting research using theory driven and application focused approaches to derive implications for both research and practice
state 2 legal considerations
- anti-discrimination law - requirements for reasonable accommodations
- ethical considerations - balancing organisational needs with employee wellbeing, maintaining confidentiality
