Worker Stress & Burnout Flashcards
1
Q
Worker Stress
A
- The physiological and/ or psychological reactions to events that are perceived to be threatening or taxing.
- Stress can have both negative (distress) and positive (eustress) aspects.
- Physiological reactions to stress include increased heart rate, elevated blood pressure, and sweating, while psychological reactions include anxiety, fear, and frustration.
- Worker stress can influence turnover as employees may seek less stressful positions.
- Stress is often seen as the negative counterpart to job satisfaction, representing the pressures and strains associated with work.
2
Q
Sources of Worker Stress
Work Overload
A
- A major source of work-related stress, arising from excessive demands in terms of speed, output, or concentration.
- Research indicates that work overload is associated with physiological indicators of stress such as elevated serum cholesterol and increased heart rate.
- Psychologically, it correlates with higher levels of perceived stress and lower job satisfaction.
3
Q
Sources of Worker Stress
Job Ambiguity
A
- A source of stress resulting from a lack of clearly defined jobs and/or work tasks
- Supervisors play a crucial role in reducing job uncertainty by clarifying job roles and duties, which can alleviate stress among employees.
- Research suggests that addressing job ambiguity and role conflict is essential for maintaining job satisfaction and reducing stress levels among workers.
4
Q
Sources of Worker Stress
Interpersonal Stress
A
- Stress arising from difficulties with others in the workplace.
- Interpersonal stress can arise from conflicts between coworkers, such as when competing for a promotion, or from organizational politics and power struggles.
- In service organizations, providing good customer service can also be a significant source of stress, as workers must deal with difficult and impatient customers while maintaining a composed and friendly demeanor.
5
Q
Sources of Worker Stress
Work-family Conflict
A
- Cumulative stress that results from duties of work and family roles.
- This type of stress is prevalent internationally and has been increasing due to the growing demands of work in modern society.
6
Q
Dispositional Factors
Type A Behavior Pattern
A
- A personality characterized by excessive drive, competitiveness, impatience, and hostility that has been linked to greater incidence of coronary heart disease.
- Studies suggested that underlying hostility and the lack of appropriate expression of hostility also contribute to increased stress reactions in Type A individuals.
- Negative affectivity, involving expressions of negative emotions like anger, hostility, anxiety, impatience, and aggression, may combine with Type A personality to increase stress-related health risks.
- Despite the stress-related costs, Type A behavior is associated with certain gains, such as working harder, performing well in high-variety jobs, and attaining higher positions and salaries.
7
Q
Dispositional Factors
Susceptibility/Resistance to Stress
A
- Hardiness, a concept outlined by psychologist Suzanne Kobasa, refers to a personality trait that makes individuals resistant to the harmful effects of stress.
- Hardy individuals tend to view stressful situations as challenges rather than threats and derive meaning from these experiences. They also believe they can control and influence the course of their lives and are committed to their jobs.
- A lack of hardiness is associated with higher levels of self-perceived stress and susceptibility to stress-related illnesses and depression.
- Certain workers may be more “stress prone,” meaning they are more likely to suffer from stress-related physical illness and psychological symptoms like depression and anxiety.
- Hardiness training has been successful in helping individuals cope with stress in various settings, including college life.
8
Q
Dispositional Factors
Self-Efficacy
A
- An individual’s beliefs in his or her abilities to engage in courses of action that will lead to desired outcomes.
- It is a crucial concept that extends beyond coping with stress, encompassing job-related self-efficacy, leadership self-efficacy, and relationship self-efficacy.
- Research suggests that a strong sense of self-efficacy can have positive effects in reducing stress in the workplace.
- For example, in one study, it was found that employees who believed they had control over a stressful work situation experienced reduced stress levels, but this effect was only significant if they also had a high sense of self-efficacy regarding their abilities to perform their jobs under stress.
9
Q
Measurements of Stress
Physiological Measures
A
- Stress can be measured through physiological indicators such as blood pressure, heart rate (monitored via electrocardiogram), and levels of stress-related hormones like cortisol.
- Variation in physiological responses can occur over time and among individuals, making it difficult to establish consistent baselines.
- Additionally, using these indicators often requires trained medical personnel and costly equipment and analysis procedures, which may limit their practicality and accessibility for widespread use in stress measurement.
10
Q
Measurements of Stress
Self Report Assessments
A
- Psychologists often use self-report measures to assess individuals’ perceived stress levels.
- These assessments typically fall into two categories:* reports about organizational conditions* and reports about psychological and/or physical states.
- Reports on organizational conditions include questions about various job facets such as autonomy, feedback, workload, task identity, task significance, skill variety, complexity, ambiguity, and dealing with others.
- Standardized self-report measures of psychological and physiological stress and strain include the Stress Diagnostic Survey (SDS) and the Job Stress Survey (JSS).
- The SDS assesses workers’ perceptions of stress in 15 work-related areas, while the JSS measures the severity and frequency of stressful working conditions.
11
Q
Measurements of Stress
Person–environment (P–E) Fit
A
- The match between a worker’s abilities, needs, and values, and organizational demands, rewards, and values.
- Research indicates a positive correlation between P-E fit and organizational commitment and well-being, and a negative correlation with turnover.
- A poor P-E fit is believed to be a primary cause of worker stress, where there’s a mismatch between the worker and the work environment.
- Some argue that the concept of P-E fit is broad and that more specific measures focusing on subcategories such as person-organization fit and person-job fit are needed for a deeper understanding.
12
Q
Job Burnout
A
- A syndrome resulting from prolonged exposure to work stress that leads to withdrawal from the organization.
- It progresses through three phases: emotional exhaustion, depersonalization, and reduced personal accomplishment.
- Burnout leads to increased tardiness, absenteeism, decreased performance, and lower work quality.
- Effects include decreased organizational commitment, negative interactions with supervisors, insensitivity toward clients or students, and declines in job performance and voluntary turnover.
13
Q
Individual Coping Strategies
Physical Health Programs
A
- Aim to make the body more resistant to stress-related illnesses.
- May directly reduce anxiety associated with stress.
- Requires rigorous evaluation.
- May not address psychological factors adequately.
14
Q
Individual Coping Strategies
Relaxation Techniques
A
- Intended to reduce physiological arousal and induce positive psychological reactions.
- Requires dedication, practice, and adherence.
- Timing and practicality may be challenging.
15
Q
Individual Coping Strategies
Changing Work Situations
A
- Allows individuals to remove themselves from stressful work situations.
- May only provide temporary relief.
- May not address underlying issues.
- Lost work time must be balanced against potential gains.
