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PSY2001 SEMESTER 1 > PSY2001 SEMESTER 1 - WEEK 2 > Flashcards

PSY2001 SEMESTER 1 - WEEK 2 Flashcards

1
Q

what % of disability costs are mental health

A

60-70%

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2
Q

outline continuum of mental health

A

healthy - reacting - injured - ill
OR
crisis - struggling - surviving - thriving - excelling

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3
Q

on mental health continuum what do healthy behaviours include

A

normal mood fluctuations, calmness, good performance, being in control, normal sleep patterns, being physically well, limited alcohol use

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4
Q

on mental health continuum what do ill behaviours include

A

angry outbursts, aggression, excessive anxiety, panic attacks, depression, suicidal thoughts, inability to perform duties, inability staying sleep, physically ill, substance abuse

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5
Q

with poor mental health in a job, what is reduced

A

productivity, safety, job performance, job satisfaction, job committment, reputation

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6
Q

with poor mental health in a job, what is increased

A

absenteeism, presenteeism, job turnover, long-term disability, interpersonal conflict, physical illness/sickness

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7
Q

define absenteeism

A

go on sick leave

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8
Q

define presenteeism

A

going to work, but not being productive

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9
Q

define stigma and what it can have an impact on

A

deeply discrediting attitude that reduces individuals from whole and usual person to a tainted, discounted one
impacts on help seeking behaviour

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10
Q

how many organisations contribute to stigma

A

full coverage for medical care but ignores psychological care

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11
Q

name 5 dimensions of psychologically healthy workplace

A
  1. work-life balance
  2. recognition
  3. employee involvement
  4. growth and development
  5. health and safety
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12
Q

dimension of psychologically healthy workplace- outline work-life balance

A

flexibility, resource allowing managing life demands outside of work
paid time off for mental health, healthcare, bereavement, flexible work arrangements, childcare or eldercare

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13
Q

dimension of psychologically healthy workplace- outline recognition

A

acknowledging achievement through monetary and non-monetary rewards (email etc)
bonus, awards, milestone, written acknowledgement

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14
Q

dimension of psychologically healthy workplace- outline employee involvement

A

empowering employees to be part of decision-making, creative, autonomy
self-managed work teams, shared leadership, soliciting employee feedback, task forces for problem solve

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15
Q

dimension of psychologically healthy workplace- outline growth and development

A

opportunity for increasing skills, competence
professional development opportunities, cross-training, tuition reimbursement, mentoring, coaching

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16
Q

dimension of psychologically healthy workplace- outline health and safety

A

promote physical, psychological wellbeing via prevention, assessment
healthy food options, anti harrassment/bullying

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17
Q

define burnout

A

state of emotional, mental and sometimes physical exhaustion due to prolonged stress
not a UK diagnosis, however is high in workplaces

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18
Q

what is burnout characterised by and name some job impacts

A
  1. emotional exhaustion
  2. cynicism
  3. detachment
    decreased job performance, higher absentiism, turnover, interpersonal conflict with colleague/supervisor
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19
Q

name personal health issues caused by burnout

A

depression, life dissatisfcation, insomnia, type 2 diabetes, illness, cardiovascular disease and mental illnesses

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20
Q

define emotional exhaustion, the most common component of burnout

A

emotionally drained, fatigued when wake up, used up at end of workday, overwhelmed, “end of rope”

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21
Q

define depersonalisation (component of burnout)

A

detached, indifferent, cynical about works impact, less empathy toward colleagues, negative attitude toward job

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22
Q

define reduced personal accomplishment (component of burnout)

A

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

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23
Q

link burnout to patient safety

A

medication errors, motor vehicle crash

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24
Q

what are 3 top conditions for absenteeism

A

drug abuse, bipolar disorder, major depression

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25
Q

what is effect of substance abuse on workplace

A

impaired time estimation, reaction time, vigilance, divided attention

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26
Q

name far reaching effects of suicidal ideation in workplace

A

survivors experience trauma, depression, guilt and can damage organisations reputation causing anger, resentment

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26
Q

outline cycle of burnout

A

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

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26
Q

compare occupational burnout vs depression = context

A

burnout= work-related stress
depression= clinical MHI

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26
Q

compare occupational burnout vs depression = symptoms

A

burnout= emotional exhaustion, cynicism, reduced professional efficacy
depression= persistent sadness, loss of interest, weight changes, sleep issues, fatigues

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27
Q

compare occupational burnout vs depression = impact

A

burnout= impact professional life
depression= all area

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28
Q

compare occupational burnout vs depression = reversibility

A

burnout= reversible with changed working condition
depression= requiring medical/psychs intervention

29
Q

compare occupational burnout vs depression = treatment

A

burnout= stress management, workplace interventions, improved work-life balance
depression= therapy, medication, lifestyle changes

30
Q

define strain

A

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

31
Q

give strain symptoms

A

fatigue, poor sleep quality, decreased performance, anxiety
linked to high job demand, limited resource, contribute to deteriation in mental health

32
Q

name 4 occupational stress models

A
  1. transactional stress model
  2. allostatic load model
  3. conservation of resources theory
  4. job-demands resources model
33
Q

outline transactional stress model

A

stress due to individuals appraisal of threat when lacking coping ability, putting inplace different coping strategies

34
Q

outline allostatic load model

A

chronic stress leads to dysregulation of bodily systems (neuroendocrine, metabolic, cardiovascular, immune) increasing health risk

35
Q

outline conservation of resources theory

A

stress occurs when valuable resources are threatened or lost

36
Q

outline job-demands resources model

A

high job demand lead to strain, job resource help cope with stress, stress caused when job resources are lsot

37
Q

in JDR model, name some job-demands

A

physical, psychological, social, organisational aspects of job requiring sustained effort and associated with physiological, psych cost
high workload, time, pressure, emotionally demanding interactions

38
Q

in JDR model, name some job resources

A

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

39
Q

apply JDR to nursing

A

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

40
Q

name the 5 factors for ‘workplace as a resource’

A
  1. work itself
  2. leadership
  3. meaning
  4. support
  5. autonomy and control
41
Q

in ‘workplace as a resource’, how can work itself help

A

structure, social benefits, purpose, identity, livelihood, security

42
Q

in ‘workplace as a resource’, how can leadership help

A

good relationship with manager, inspiring, think creatively, support

43
Q

in ‘workplace as a resource’, how can meaning help

A

life satisfaction, fulfillment, personal growth, establishing their role within world

44
Q

in ‘workplace as a resource’, how can support help

A

social support a critical resource for buffering stress, reducing strain, help coping, problem solving, satisfying basic need for belonging

45
Q

in ‘workplace as a resource’, how can autonomy and control help

A

having autonomy and control over their own job, finding skillset

46
Q

what is stress paradox

A

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

47
Q

how can stress paradox mean stress is positive

A

increases initiative-taking, proactive problem solving, improved memory, cognitive performance, faster info processing

48
Q

how can stress paradox mean negative outcomes

A

hindrance stressors = lower satisfaction, committment, performance, higher turnover, withdrawal behaviour

49
Q

outline 5 stages of organisational change (Nielsen, 2013)

A

preparation, screening, action planning, implementation, evaluation

50
Q

in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for preparation/readiness for change

A

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)

51
Q

in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for planning and designing change

A
  • 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
52
Q

in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for implementation/execution of change

A
  • 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
53
Q

in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for evaluation/monitoring of change

A
  • 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
54
Q

in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for sustaining and embedding change

A
  • 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
55
Q

in Nielson (2013) ongoing process of organisational change, outline the objective, key elements and focus for reflection and learning

A
  • 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
56
Q

name and describe key themes of Nielsen (2013) components of organisational change

A
  1. employee participation= reduce resistance, enhance engagement, fostering sense of control
  2. mental health= change increases stress, negatively impacting this if isnt managed properly
  3. tailoring interventions to organisation, flexibility approach to ensure best outcomes for both organisation and employees
57
Q

name 3 pillars of workplace mental health programming

A
  1. prevention
  2. intervention
  3. accomodation
58
Q

in 3 pillars of workplace mental health programming, explain prevention

A

improving balance between job stressor, resource eg; engage in proactive effort to reduce environmental, job factor

59
Q

in 3 pillars of workplace mental health programming, explain intervention

A

aim to empower by increasing resources access eg; social support, counselling, training, development, mental health literacy to reduce stigma

60
Q

in 3 pillars of workplace mental health programming, explain accomodation

A

workplace programmes, policies to provide support for those experiencing MHI
stay-at work options, return-to work plans

61
Q

what are issues with stay at work

A

money savers, but gap for relapse and issues with reintegration

62
Q

what are issues with return to work

A

difficult for some job type
ensure safe and stigma free, collaborations between healthcare professional, personalised approach

63
Q

name 5 categories of mental health accomodations

A
  1. scheduling flexibility
  2. modified job description
  3. redesign of physical space
  4. communicaiton facilitation
  5. others
64
Q

what is IGLO model

A

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

65
Q

what signs of struggle can managers learn to recognise

A
  1. emotional distress (crying, complaining)
  2. withdrawal (social, effort)
  3. attendence change (late, absent)
  4. performance reduction (quality + quantity)
  5. extreme behaviour (hygiene issues, substance use, harmful expressions)
66
Q

name 3 examples of intervention

A
  1. MBSR (mindfulness-based stress reduction)
  2. leadership training programmes
  3. flexible work arrangements
67
Q

outline intervention evidence = MBSR (mindfulness based stress reduction)

A

studies showing reduced stress and improved employee wellbeing in high pressure environment

68
Q

outline intervention evidence = leadership training programmes

A

studies testing impact of leadership styles on employee engagement and performance

69
Q

outline intervention evidence = flexible work arrangements

A

studies on remote or hybrid work impacting job satisfaction and productivity

70
Q

name 3 challenges in experimental workplace research

A
  1. ethical consideration- informed consent, balancing organisational and employee needs
  2. practical constraint- difficult random assignments, control EV, maintaining engagements over time
  3. generalisability between workplace
71
Q

name 2 benefits of experimental research

A
  1. causal relationships- establishing direct links between interventions and outcomes
  2. evidence-based practice- providing strong, actionable insights for improving workplace policies
72
Q

what are future directions workplaces

A

need for integration across disciplines (occupational psychology, MHI researching), researching specific group (caregiver, LGBT, precarious worker), stigma nuances, cross-cultrual difference

73
Q

what can be done in future to improve interventions/research

A
  1. adopt MDT approach integrating mental health theories
  2. examining moderators of relationships between work variables + mental health
  3. developing, evaluating primary intervention strategies in promoting mental health
  4. identifying boundary conditions of mental health intervention strategies
  5. conducting research using theory driven and application focused approaches to derive implications for both research and practice
74
Q

state 2 legal considerations

A
  1. anti-discrimination law - requirements for reasonable accommodations
  2. ethical considerations - balancing organisational needs with employee wellbeing, maintaining confidentiality

PSY2001 SEMESTER 1 (6 decks)

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