PSY2001 W2 Organisation Psychology (L) Flashcards
(92 cards)
1
Q
What are the implications of mental health in the workplace?
A
They can negatively and positevely affect the workplace (performance, turnover, absteniesuum ect.)
2
Q
What are occupational stress models?
A
Models explaining stress and it’s impact and link to workplaces and occupation
3
Q
How can you apply occupational stress models to the workplace?
A
They help understand where interventions should target and what causes stress and the consequences of stress.
4
Q
What are some strategies for preventing mental health issues at work?
A
Leadership training, balancing work-life (paid leave for mental health etc.) compensation etc.
5
Q
What are common methodolgoies used in the workplace with the focus on implication?
A
training, organisational change
6
Q
What is important in the workplace?
A
Honesty and openness
7
Q
How many adults experience a diagnosable mental health condition each year?
A
21% of adults
8
Q
What is the most common mental health condition in the working population?
A
Depression and anxiety
9
Q
How many employees experience significant metnal health problems each year?
A
1 in 4 employees
10
Q
How much disability costs are related to mental health conditions in most organisations?
A
60-70% of disability costs
11
Q
What is the continuum of mental health?
A
It is a spectrum of mental illness to health.
12
Q
What characterizes burnout?
A
Emotional exhaustion, cynicism and detachment due to prolonged workplace stress.
13
Q
What is burnout associated with ?
A
Decreased job performance
Higher absenteeism
Turnover
14
Q
What does burnout lead to?
A
Interpersonal conflicts with colleagues and supervisors.
15
Q
What does the World Health Organisation
A
Classified as an oocupational phenomenon
16
Q
What does poor mental health reduce in the Workplace?
A
Reduces productivity, safety, job performance, job satisfaction, job commitment and reputation
17
Q
What does poor mental health increase in the workplace?
A
Abstenteeism, presenteeism, turnover, long-term disability, interpersonal conflict and physical illness/sickness
18
Q
What is Abstenteeism?
A
Sick Leave
19
Q
What is presenteeism?
A
Going to work but not being productive, linked to fear of leaving job
20
Q
What is depersonalisation?
A
Isolation of yourself from coworkers and friends and family
21
Q
What is physical fatigue?
A
Bodies reaction to burnout, stress affects our bodies response
22
Q
What is cognitive weariness?
A
Tension; overloaded with lots of tasks to do, they are unfocused which affects performance.
23
Q
What is a contextual issues?
Burnout cycle
A
The work is the cause of burnout
24
Q
What is the context?
Burnout cycle
A
culture systematic and environmental stressors.
25
What is the difference between burnout and depression?
Burnout is specific to work and depression is more generalized as a problem.
26
What is the Context?
| Occupational Burnout
work-related stress
27
What is the context?
| Depression
clinical mental health condition
28
What are the symptoms?
| Occupational Burnout
Emotional exhaustion, cynicism, reduced professional efficacy
29
What are the symptoms?
Persistent sadness, loss of interest, significant weight change, sleep issues, fatigue, feelings of worthlessness, difficulty concentrating, thoughts of suicide.
30
What is the impact ?
| Occupational Burnout
Primarly affects professional life
31
What is the impact?
| Depression
Affects all areas of life
32
What is the reversibility?
| Occupational Burnout
often reversible with changes in work conditions.
33
What is the reversibility ?
| Depression
Requires medical or psychological intervention
34
What is the treatment
| Occupational Burnout
Stress management, workplace interventions, improved work-life balance
35
What is the treatment?
| Depression
Therapy, medication, lifestyle changes
36
What is strain/distress?
Refers to a prolonged state of distress and tensioin due to ongoing stressors such as job demands an dpoor work-life balance
37
What are the symptoms?
| Strain/Distress
fatigue, poor sleep quality, decreased performance and anxiety
38
What is strain often linked to?
High job demands with limited resources and contributes to mental health deterioration
39
Where does burnout and strain fit within the mental health continuum?
Injured or struggling state
40
What are four occupatinal stress models?
Transactional Stress Model (Lazarus et al. 1984), Conservation of Resources Theory (Hobfoll, 1989), Job Demands-Resources Thoery (Karasek, 1979) and Allostac Load Model (McEwen, 1998)
41
How is stress understood ?
| Transactional Stress Model (Lazarus et al., 1984)
Stress is a result of an individual's appraisalof stressors and their ability to cope
42
How is stress understood?
| Conservation of Resources Theory (Hobfoll, 1989)
Stress occurs when valuable resources are threatened or lost
43
How is stress understood?
| Job Demands-Resources Theory (Karasek, 1979)
High job demands lead to strain, while job resources help cope with stress
44
How is stress understood?
| Allostatic Load Model (McEwen, 1998)
Chronic stress leads to dysregulation fo bodily systems, increasing health risks.
45
What are job demands?
| Job Demands-Resources Theory (Karasek, 1979)
Physical, psychological, social or organisational aspects of a job that require sustained effort adn are associated with physiological and psychological costs (high workload, time pressure, and emotionally demanding interactions)
46
What are job resources?
| (Job Deamnds-resources Thoery (Karasek, 1979)
Aspects of the ob that help employess meet their job demands, reduce stress, promote personal growth
Autonomy, support from colleagues or supervisors, feedback and opportunites for development
Job resources can buffer the impact of job demands on stress, promote engagement, and improve wellbeing
47
What are the causes and consequences of stress?
Job demands and Job resource >> Impact on personal life and work life
48
How is the workplace a resource?
Work fulfilment, leadership, meaning, support, control and autonomy
49
What is work-life balance?
| In the workplace
providing employees with flexibility and resources that allow them to manage their life demands outside of work
50
What is recognition?
| In the workplace
Acknowledging employee achievements through monetary and nonmonetary rewards
51
Strategies
| Work-life balance
paid time-off for mental health, healthcare appointments, bereavement, fewible work arrangemnt or telecommuting, assitance with child/eldercare
52
Strategies
| Recognition
Monetary comensation (performance-based bonuses) Formal, non-monetary recognition. Informal nonmonetary recognition
53
What is employee involvement?
| In the workplace
empowering employees to be part of decision making and to be creative and providing them autonomy.
54
Strategies
| Employee involvement
Self-managed work team. Shared leadership model such as rotating meeting chairs regularly. Soliciting employee feedback and input such as through an anonymous feedback system. Creating task forces to solve problems.
55
What is Growth and development
| In the workplace
Providing opportunities for employees to increase theri skills and competencies adn to apply them to work
56
Strategies
| Growth and Development
Offering opportunities for professional development or cross-training. Tuition reimbursement. Offering mentorship and coaching. Career advancement opportunities.
57
What is health and safety
| In the workplace
promoting physical and psychological health and safety of employees through prevention, assessment and treatment of health risks and by encouraging healthy and safe behaviours.
58
Strategies
| Health and Safety
policies to protect workers, healthy food options at work. Offering walking clubs, fitness facilities or wellness courses. Providing a healthy work environment. Offering standing desks or walking meetings
59
What are the signs of struggle?
Emotional distress, withdrawal, attendance change, performance reduction, extreme behaviours
60
What is the managers role?
Recognising and addressing the signs of struggle, providing support and resources.
61
What are the aims of workplace mental health programmes?
Mental health intervention typically aim to empower workers by increasing access to resource.
62
What does Mental health literacy training improve?
Mental health literacy training can reduce stigma and improve social support in the workplace.
63
What are prevention programs?
programs in place to prevent possible issues to happen. Designed in proactive ways with employees, environmental factors.
64
Accomodation Program
More at an individual level, support. Accommodation takes the form of workplace programs and policies designed to provide support for employees who are experiencing significant compromise. Easier and cheaper intervention. Such programs typically include stay-at-work and return to work plans.
65
What is the IGLO Model (Nielsen et al. 2018) linked to ?
Return to work plans
66
What does Nielsen et al (2013) propose for organisational changes?
Different steps that need to happen to be able to work with employers.
Communication [with leaders and employees]
Employee Participation
67
What are the different stages?
| Organisational change (Nielsen et al. 2013)
1- Preparation/Readiness for Change
2- Planning and Designing the Change
3- Implementation/Execution of Change
4- Evaluation/Monitoring of Change
5- Sustaining and Embedding the Change
6- Reflection and Learning
68
1- Preparation/Readiness for Change
| Organisational Change (Nielsen et al. 2013)
Objective: identify the need for change and create awarenss.
Elements: Leadership communication the vision for change: employees are iformed about why change is necessary. Building readiness and preapring boht the organisational structure and employees are critical.
Focus: Employee participation during this phase to reduce uncertainty and resistance
69
2- Planning and Designing the Change
| Organisational Change (Neilsen et al. 2013)
Objective: Develop a detailed plan for implementing the change
Elements:Establish goals, timelines, allocate resource, involvement of employees in the planning process can enhance commitment.
Focus: Nielsen advocates for employee involvement in the designe phase to ensure theri concerns are adressed and increase buy-in, promote a sense of ownership over the change
70
3- Implementation/Execution of Change
| Organisational Change (Nielsen et al. 2013)
Objetives: Implement the planned changes
Elements: putting the hange into action, clear communication and monitoring, managing any resistence or issues that arise
Focus: support employee well-being during implementation. Minizing stress adn ensuring employees have the necessary resources, training and support during period of change
71
4- Evaluation/Monitoring of Change
| Organisational chnage (Nielsen et al. 2013)
Objective: assess the impact of change
Element: collect feedback and analyse wether the change is meeting the goals set out during the planning phase, ensuring that any negative impact on employee wellbeing are adressed.
Focus: Nielsen emphasises the importance of evaluating both the effectiveness of the change and its impact on employees’ mental health and job satisfaction. Her work highlights the need for continuous monitoring of employee well-being during organisational transitions
72
5- Sustaining and Embedding the Change
| Organisational Change (Nielsen et al. 2013)
Objective: ensure the change is fully integrated into the organisation
Element: making adjustments based on feedback, ensuring long-term sustainability and embedding the change into organisational culture.
Focus: Nielsen advocates for embedding a culture of openness and continued employee participation ensuring the employees feel supported in the long term
73
6- Reflection and Learning
| Organisational Change (Nielsen et al. 2013)
Objective: reflect on what went well and what didn’t, to learn for future change initiatives
Elements: organisations should document lessons learned and apply them in future change efforts.
Focus: Learning from the change process, particularly from an employee well-being perspective, is important. Organisations should assess the psychological impact on employees and consider how future changes can be implemented more smoothly
74
What are Nielsen's Key Themes?
Employee particiaption, mentla health and well-being, tailoring interventions
75
What is employee particiaption?
| Nielsen
Involving employees throughout the change process is essential for reducing resistence, enhancing engagement and forstering a sense of control
76
What is the theme of mental health and Well-being?
| Nielsen
organisational changes can increase employee stress and negatively impact mental health if not managed properly, making employee well-being a core consideration
77
What is tailoring interventions?
| Nielsen
that change management interventions should be adapted to the specific context of the organisation, with a flexibility approach to ensure the best outcomes for both the organisation and its employees
78
What does experiemntal research involve?
| Workplace
testing the effects of specific interventions on workplace outcomes by manipulatin gvariables and comparing results across control adn experimental groups
79
What are pre-post test desgins
Measuring outcomes before and after the intervention
80
What are the key outcomes ?
| Organisational psychology
Employee Well-being, productivity, job satisfaction, organisational outcomes
81
What are some types of interventions?
| Workplace
Mindfulness-based syress reduction (MBSR), Leadership training programmes, flexible work arrangements
82
What are mindfulness-based stress reduction interventions?
studies showing reduced stress and improved employee well-being in high-pressure environments
83
What are Leadership Training Programmes?
studies testing the impact of leadership styles on employee engagement and performance
84
What are Flexible Work Arrangements?
studies on remote or hybrid work impacting job satisfaction and productivity
85
What are some benefits of experimental research?
Causal relationshis (establishing direct links between interventions adn outcomes)
Evidence based practice (providing strong, actionable insights for improving workplace policies)
86
What are some challenges in experimental workplace research?
Ethical considerations (informed consent, balancing organisational and employee needs)
Practical constraints (difficulties with random assignment, controlling for external factors, maintaining partcipant engagement over time)
Generalisability
87
What are some implications of organisational psychology?
Multidisciplinary approaches (integrate mental health)
Examine moderators of relationships between work varaibles and mental health variables
Develop and evaluae intervention strategies promoting mental health
Identify boundary conditions of mental health interventions strategies
Conduct research using thoery driven and application focused appraoches
88
What are some legal and ethical consideration?
Anti-discrimination law (Equality Act 2010), requirements for reasonable accommodations.
Ethical considerations: balancing organisational needs with employee well-being, maintaining confidentiality.
89
What are some implication for practice?
| Evidence-based
Organisations should adopt interventions that have been proven effective, such as cognitive-behavioural therapy, mindfulness programs & resilience training.
90
What are some implications for practice?
| Organisational recommendations
Mental health climate, supportive supervision, meaningful work opportunities.
91
What are importance for supporting employees' mental health ?
Effective prevention, intervention, and accommodation strategies
92
What plays plays an important role in fostering a positive mental health climate?
Leadership
