Week 4 Stress and work design Flashcards

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1
Q

What is the pathway of stress?

A

Stressor (environment) –> Psychological state –> Strain (psychological and physical sxs)

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2
Q

What are the four types of stress?

A
Response based (non-specific)
Situational based (feature in environment poses threat)
Interactional (job related factors interact with individual)
Transactional (exceed one's ability to cope)
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3
Q

Explain Seyle’s general adaptation syndrome.

A

Initial threat causes sympathetic arousal.
Resistance by parasympathetic follows.
If stress occurs for too long, resource depletion leads to system failure, resulting in exhaustion.
This is a multistage, non-specific anxiety system to respond to physical threats. Believed to have an evolutionary advantage.

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4
Q

Explain Lazarus and Folkman’s transactional theory for stress.

A

Situation leads to primary appraisal.
If nothing at stake, no stress response.
If threat or challenge perceived, this leads to secondary appraisal.
can cope leads to moderate stress, if can’t cope then high stress response.
This pathway decides how strong the stress response is.

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5
Q

In the transactional theory, what is the difference between threat and challenge?

A

Threat is associated with any kind of loss or harm.

Challenge is associated with potential for growth, gain, or goal attainment.

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6
Q

What is the difference between the primary appraisal and the secondary appraisal in the transactional theory?

A

In primary appraisal, the individual is assessing whether there is a threat, a challenge or nothing at stake. This decides how we feel about our ability to cope and will influence our thought pattern in the secondary appraisal.
In secondary appraisal we assess our ability to cope, our resources available and how much control we have. essentially a person is deciding what they can do.

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7
Q

What is the difference between a challenge and a hindrance?

A

A challenge has a sense of growth or potential to gain from the experience.
Hindrance is increasing stress load and decreases ability to cope. This will slow me down.

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8
Q

How are hindrances and threat different?

A

Hindrance is more considered a threat to resources (such as time).
Hindrance may also elicit different responses and behaviour such as anger rather than anxiety or enthusiasm.

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9
Q

How are coping strategies different from coping success?

A

Think about how the question is asked. What are you doing vs how are you doing.

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10
Q

What are 5 types of coping strategies?

A
Problem-focused (what can I do?)
Emotion-focused (It's not that bad)
Avoidance
Support seeking
Proactive
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11
Q

What is the difference between a coping style and strategy and which is more effective?

A

Coping strategy is what is used in the moment, while coping style is a more long-lasting habit of responding.
Styles are more effective, but strategies can be good in certain conditions.
Coping strategies can be learnt, but styles may interfere

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12
Q

What are three ways some people get more stressed?

A
Differential reactivity (appraisal differences)
Differential exposure (more or worse stressors)
Differential coping choice (less effective choice of coping strategies)
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13
Q

What puts a person at higher risk of being more stressed?

A

Negative affectivity/ Neuroticism (percieve the world negatively). This could be because of higher reactivity and poor coping strategy choice.
Their Locus of control (internal/external)

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14
Q

What is involved in the stress process?

A

Characteristics of the situation
Appraials of situation and consequences
Physiological and psychological responses
Cognitive and behaviour responses (coping)

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15
Q

How high are stress levels in australia?

A

Moderate to high with 60% of highly stressed people being women. However, males not in the workforce are the most stressed sub group.

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16
Q

What are the top three worries associated with work?

A

Future career
My achievements
Doing well at work

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17
Q

Who is the most likely to worry?

A

Under 30s

18
Q

Is mental health disorders the only type of workplace injury that is increasing?

A

Yes, and it is the 5th most common type of claim with the longest amount of time taken off work (10 weeks)

19
Q

What are four types of work stressors?

A

Role stressors (role ambiguity and role conflict)
Role conflict can be between work/life balance or told opposing things by differing teams.
Demands and resources
Challenges and hindrances
The work environment

20
Q

Explain the job strain model.

A

This states that the factors affecting how stressed someone is, depends on how high their demands are and how much control they have.
High strain job = low control, high demands
Active job = high control high demands
Passive job = low control, low demands
low strain job = high control demands
The simple predictions about strain are generally supported. Everything else, not so much.

21
Q

How is the iso-strain model different from the job strain model?

A

It includes how much social support a person is feeling.

22
Q

What working stressors shape a person’s perception of whether a situation is a challenge or a hindrance.

A
Challenge = workload, variety, complexity (+ve attitude OCB)
Hindrance= role ambiguity/conflict, organisational constraints (-ve attitudes, CWB)
23
Q

What does the Yerkes-Dodson model state?

A

Eustress will increase performance/efficiency, but too much stress results in decrease in performance/efficiency.

24
Q

What are the three levels of intervention to stress?

A

Tertiary (strain)
Secondary (response to stressors)
Primary (stressors)

25
Q

What are some examples of primary interventions?

A

Good job design (demands not greater than ability, autonomy appropriate for role, appropriate supervision, teamwork and social support encouraged)
Good leadership & performance management
Good HR and change management

26
Q

What are some examples of secondary interventions?

A

Stress management training

Health promotion programs (prevention through healthy person)

27
Q

What is an example of tertiary interventions?

A

Employee assistance programs (EAP’s) this is counselling and assisstance.

28
Q

What is work design (job design)?

A

The way that job roles and mental, interpersonal and physical tasks are organised, enacted, and experienced

29
Q

What are the three levels of work design?

A

Content (what is done in the day)
Process (how it is done)
Environment (where is it done)

30
Q

Describe the three approaches to work design that have occurred over the years.

A

Mechanistic (Job simplification and scientific)
Motivational (JCM, job enrichment)
Team (autonomous groups, information sharing)

31
Q

Explain the three stages of scientific management.

A

Expert design of systems (identify best way)
Standardisation of procedures (everyone follow best way)
Job simplification (minimise risk of error)
This system works best when there is an abundance of unskilled labour, environment is predictable, and employee behaviours have little impact on organisational performance.

32
Q

What are the 6 job characteristics in the job characteristics model?

A

Skill variety (use several different competencies)
task identity (How much of the final output do the do)
Task significance (how much does it impact lives/work of others)
Autonomy (How free to make decisions)
Feedback (How much they get, but also how much can they see their results)

33
Q

How do the 6 job characteristics fit into motivation and performance?

A

Skill variety, task identity, and task significance all feed into meaning.
Autonomy feeds into responsibility
Feedback feeds into the knowledge of impact.
This all increases motivation and performance.

34
Q

When does JCM work best?

A

Unpredictable environment
Moderate to high levels of expertise
Employee behaviours and attitudes have considerable impact on organisational performance

35
Q

How does uncertainty impact work design?

A

It decreases experts ability to predict what will happen and put systems in place to deal with this. Therefore, employees need to be able to adapt and show initiative. This requires more skilled employees in these roles.

36
Q

Why is growth needs strength a work design moderator and what has replaced it today?

A

Higher GNS individuals need more challenge and learning in their role.
Low GNS are happy with status quo
However, this has been replaced by conscientiousness, goal oriented and proactive personality.

37
Q

What are the benefits of self-managed work teams?

A

cheaper
improved decision making
greater utilisation and development
increase intrinsic motivation

38
Q

When does SMWT work best?

A

Unpredictable environments
Self-contained tasks that are ongoing
Work requires independent effort
No technological/organisational barriers

39
Q

What is the difference between traditional work designers and contemporary ones?

A

Originally they saw roles as fixed and it was the manager’s job to redesign roles, now job crafting is very common in employees.

40
Q

What type of coping strategies does a person with an external locus of control use?

A

Avoidant/passive