Well being and stress Flashcards
Stress
Mental or emotional tension resulting from adverse or very demanding circumstances.
“a physiological and psychological condition that prepares us for hostile environmental conditions”
Stressors:
Stressors: a chemical agent, stimulus, environmental condition, or event that causes stress
Stress 1
The psychological and emotional appraisal of events
Strain:
Burnout Types:
* Physiological
* Psychological
* Behavioural
Demands
responsibilities pressures obligations and uncertainties that employees experience due to their job (and life)
Demands are stressors
Demands increase stress.
Resources
aspects of work ( and life)
Under control of the employee that can be used to resolve demands
Resources decrease stress.
Work Stressors
“It costs more to remediate the effects of toxic workplaces than it does to prevent their ill effects in the first place”. – Jeffrey Pfeffer
“I don’t know what is expected of me”
- Role ambiguity
“there is no way for me to do all of the work I have”
- Role overload
“My boss wants me to do this project in a certain way that goes against organizational policies”.
- Role conflict
Burnout
The physical or mental collapse caused by overwork or stress.
How to deal with stress
- Remove the stressor.
- Withdraw from the stressor.
- Change stress perceptions.
- Control stress consequences.
- Social support.
Performance=
Motivation x Ability
Motivation =
Desire x Commitment
Ability =
Aptitude x Training x Resources
Motivation
Intensity… Direction… Persistence
The effort a person shows in reaching a goal.
Extrinsic
- Motivation that comes from outside the person
- E.g., Pay, bonuses, rewards, punishment, operant conditioning, other tangible rewards
Intrinsic
- Motivation that comes from a person’s internal desire to do something
- E.g., Due to interest, challenge, personal satisfaction
Perception and motivation
A recent study found that asking about pay benefits in a job application made them appear less intrinsically motivated in the work
So even if extrinsic motivation can coexist with intrinsic motivation, the appearance of extrinsic focus could be judged unfavourably
Prosocial motivation
The desire to have a positive impact on other people or social collectives.
This can be thought of at three levels.
Global: General inclination to help people
Contextual: Desire to benefit others through a specific role or job: E.g., doctor’s desire to help patients
Situational: specific to the situation; E.g. the doctor’s motivation to help the patient in bed 224
Different from intrinsic motivation, but can be strengthened by intrinsic motivation.
McClelland’s Theory
Need for achievement
Need for power
Need for affiliation
Need for Achievement
- The drive to excel at challenging goals through effort.
- Want feedback and recognition
- Want tasks that are neither too easy or impossible
Need for power
- The need to make others behave in a way they would not have behaved otherwise
- Personalized power: advance personal interests, want power for status
- Social power: want power to help others, altruism, social resobonsibility.
Need for affiliation.
- The desire for friendly and close interpersonal relationships
- Want approval and validation from others.
- Motivated when others depend on them.
Self-Determination Theory
Satisfying basic needs for competence, autonomy, and belonging promotes (intrinsic vs. extrinsic) motivation.
- Cognitive evaluation theory
The introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation
- Self concordance
People’s reasons for pursuing goals are consistent with their interests and core values
Goals increase performance when goals are:
- Specific
- Difficult
- Accompanied by feedback
Goal setting Theory operates through
- Effort
- Attention
- Persistence
Goal setting Theory strengthened by:
- Public goals are better (increase goal commitment)
- Goal participation is better.
Self- Efficacy Theory
-An individual’s belief that they are capable of performing a task
The greater your SE the greater your persistence in the face of difficulties
Self-efficacy is increased by
Enactive mastery- gain experience.
Vicarious modelling- see someone else do the task
Verbal persuasion- someone convinces you that you have the skills
Arousal-get energized sometimes.
Equity theory
Employees weigh what they put into a job situation input against what they get from it (outcome)
Often input and output are compared to others.
Equity theory cont’d
Doesn’t apply to overpayments.
Some people are more equity-sensitive then others.
Patients who perceive inequity will
- Change inputs
- Change outcomes
- Distort perceptions of self
- Distort perceptions of others
- Choose a different referent
- Leave
Habits
“small decisions you make and actions
you perform every day”
Building new habits:
Have a cue-based implementation plan: A time and place you will do the habit, “I will do X behaviour, at Y time, in Z place”
Habit stacking
Pair a new habit with an established habit, “After the current habit, I will do a new habit”
How to build habits
- Take advantage of “fresh starts” shifts that can represent a clean break, physical circumstances, routines, etc. BUT watch out for disruption.
- Use commitment devices and soft restrictions (like using a smaller plate)
- Make more frequent, smaller, commitments than large ones (5/day, vs. 300/year)
- Give advice.
- Change defaults to motivate good behaviour ( set your browser to your email)
