Sec 2, class 11 and 12 Flashcards
costs billions of dollars in productivity, related to 20k deaths in US
workplace stress
- unfair treatment at work
- unmanageable work load
- lack of role clarity
- lack of communication and support from manager
- unreasonable time pressure
- lack of control
- poor job fit
- dysfunctional workplace dynamics
- mismatch in values
- lack of social support
- work-life imbalance
Job stress due to:
psychological syndrome, stemming as a response to chronic interpersonal job stressors
Burnout
- exhaustion (depletion of emotional and physical resources)
- depersonalization (negative, off-putting, extremely distant reaction to diverse facets of the job)
- reduced personal accomplishment (reduced self-esteem concerning competence, achievement and productivity)
burnout characterized by 3 principals dimensions
- those working in health care, social, counseling or teaching professions
- those who identify so strongly with work that they lack a reasonable balance between work life and personal life
- those who try to be everything to everyone
- those who feel they have little or no control over their work
- those with monotonous jobs
more at risk for burnout
-work redesign, working time schedules, improved social support, ergonomics and technology, small increase in staff, changes in interior climate, revision fo vacation policies
person directed: training, promoting healthy life styles, training modules on stress awareness, cognitive restructuring, coping with aggression
culture: create a civil culture and positive relationships
other: mental health days, development of occupational health service
Work stress prevention in Europe
stress resilience: a positive, mature defence; ability to employ transformational coping strategies vs defensive or regressive response to stress - see stress as a challenge to be better
Stress- re examined
- threat response: fight, flight or freeze; avoid
- challenge response: opportunity to rise to the occasion; approach motivation
- tend and befriend response: roots in evolution; oxytocin motivates caregiving, drives to seek social support and repairs the heart, dopamine improves motivation; serotonin increases social= skills
3 types of stress responses
- establish where you have some control
- recognize we have a stress response because we care; it’s trying to help
- predisposed to a personal response, but it’s not fixed
- take care with sleep and organization
- we can move from one stress response to another - “mindset interventions” to change your attitude towards stress
- cognitive shifting from anxiety into excitement
the art of stress management
motivation: challenging work, recognition responsibility, meaningful, involved in decisions, sense of importance
hygiene: salary, work conditions, company policy and admin, supervision, status and security
motivation-hygiene theory
- employees: mental ill health has negative impact on physical health, most employees have experienced symptoms of poor mental health in their lives
- employers: only 2 in 5 employees are working at peak performance, absenteeism from mental ill health costs companies millions
- society: poor mental health increases the costs of physical ill health, costs GDP due to unproductivity
importance of mental health and wellbeing
-Interventions that explicitly utilize the
theory and scholarship of positive work and
organizations to guide, plan, design, and/or implement the intervention under consideration
Positive workplace interventions - PPI
– PsyCap consists of four major components: (1) confidence in one’s ability to succeed at
challenging work tasks (self-efficacy); (2) positive attributions about the future of one’s
career or company (optimism); (3) redirecting paths to work goals in the face of obstacles
(hope); and (4) bouncing back from adverse situations in the workplace
– PsyCap interventions are associated with a variety of work outcomes, including improved job performance, engagement, and organizational citizenship behaviors
-Psychological capital intervention
– Job crafting is a self-initiated, proactive process at work by which employees change
elements of their jobs to optimize the fit between their job demands and personal needs, abilities, and strengths
– Rooted in the jobs demands-resources theory (JD-R), which attempts to alter social job resources (e.g., feedback and coaching), structural job resources (e.g., opportunities to
develop at work), and challenging job demands (e.g., reducing workload, creating new projects)
– Employees who design and have control over the characteristics of their work may (a)
create an optimal fit between work demands and personal strengths, and (b) improve
adaptive performance, well-being, and work engagement
job crafting interventions
Character strengths (VIA inventory) are defined as trait-like, measurable qualities (e.g.,
perseverance, teamwork, empathy) that manifest in ways of thinking, feeling, and behaving that are natural to the individual
-Strengths interventions
apply the theory of character strengths to the identification, development, and use of strengths for employees.
– Strengths interventions can be useful for improving employee well-being, leadership,
and coaching outcomes
employee strength interventions
“noticing and appreciating the
positive ‘in one’s work life’ (versus ‘in the world’).”
– gratitude interventions are a robust strategy for improving employee job well-being
employee gratitude interventions
Employee well-being may encompass both general well-being and work-specific wellbeing (e.g., evaluation of job satisfaction and work-related affect
– Several employee well-being interventions attempt to improve the various aspects of
PERMA in the workplace
– Interventions that target employee well-being have been shown to reduce employee
absenteeism and turnover intentions, as well as improve job satisfaction
employee wellbeing interventions
An explicit theory or model of how the
program causes the intended or observed
outcomes (i.e., what’s expected to happen
between the intervention and outcome)
• Implicit or explicit assumptions about what’s
required to produce desired change
theory of change
Focuses on aspects of intervention
implementation
• E.g., the implementing org, intervention
protocols (materials, deliverables, activities),
intervention implementers, target group
action model
- (psychosocial work environment) workers and managers collaborate to use a continual improvement process to protect and promote the health, safety and wellbeing of workers and sustainability of workplace considering:
- (physical work environment) health and safety in physical work environment
- health, safety and wellbeing in psychosocial work environment
- (Personal health resources) Personal health resources in workplace
- (enterprise community involvement) ways of participating in community to improve health of workers
WHO definition of healthy workplace
A work environment where co-workers and supervisors are supportive of employees’
psychological and mental health concerns, and respond appropriately as needed
psychological support
A work environment characterized by trust, honesty and fairness
organizational culture
A work environment where there is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization, and whether there are impending changes
clear leadership and expectations
A work environment where employees are respectful and considerate in their
interactions with one another, as well as with customers, clients and the public
civility and respect
