Work, Stress, Coping, and Stress Management

2017 ◽  
Author(s):  
Sharon Glazer ◽  
Cong Liu
Keyword(s):  
Work Environment ◽  
Stress Management ◽  
Organizational Development ◽  
Work Stress ◽  
Diabetes Management ◽  
Job Stressors ◽  
Internal Resources ◽  
Work Related ◽  
Management Interventions

Work stress refers to the process of job stressors, or stimuli in the workplace, leading to strains, or negative responses or reactions. Organizational development refers to a process in which problems or opportunities in the work environment are identified, plans are made to remediate or capitalize on the stimuli, action is taken, and subsequently the results of the plans and actions are evaluated. When organizational development strategies are used to assess work stress in the workplace, the actions employed are various stress management interventions. Two key factors tying work stress and organizational development are the role of the person and the role of the environment. In order to cope with work-related stressors and manage strains, organizations must be able to identify and differentiate between factors in the environment that are potential sources of stressors and how individuals perceive those factors. Primary stress management interventions focus on preventing stressors from even presenting, such as by clearly articulating workers’ roles and providing necessary resources for employees to perform their job. Secondary stress management interventions focus on a person’s appraisal of job stressors as a threat or challenge, and the person’s ability to cope with the stressors (presuming sufficient internal resources, such as a sense of meaningfulness in life, or external resources, such as social support from a supervisor). When coping is not successful, strains may develop. Tertiary stress management interventions attempt to remediate strains, by addressing the consequence itself (e.g., diabetes management) and/or the source of the strain (e.g., reducing workload). The person and/or the organization may be the targets of the intervention. The ultimate goal of stress management interventions is to minimize problems in the work environment, intensify aspects of the work environment that create a sense of a quality work context, enable people to cope with stressors that might arise, and provide tools for employees and organizations to manage strains that might develop despite all best efforts to create a healthy workplace.

When and Why Does Passion for Work Predict Well- and Ill-Being?

2019 ◽  
pp. 263-300
Author(s):  
Claude Fernet ◽  
Sarah-Geneviève Trépanier ◽  
Stéphanie Austin ◽  
Louise Clément
Keyword(s):  
Work Environment ◽  
Work Stress ◽  
Psychological Health ◽  
Future Research ◽  
Psychological Processes ◽  
Proposed Model ◽  
Future Research Directions ◽  
Moderating Role ◽  
Passion For Work

The present chapter provides an integrative review of the work stress literature while referring to the empirical evidence on passion for work in relation to psychological health, that is, well- and ill-being manifestations. Drawing on recent scientific literature, the chapter presents an extended dualist model of passion in adaptation to the work environment, which aims to identify work environment factors that are associated with well- and ill-being, and to examine the moderating role of passion for work in the psychological processes associated with psychological health. Results confirming the proposed model are presented, as well as future research directions.

scholarly journals PERAN STRES KERJA DALAM MEMEDIASI PENGARUH BEBAN KERJA DAN LINGKUNGAN KERJA TERHADAP KINERJA KARYAWAN

2019 ◽  
Vol 8 (12) ◽  
pp. 7370
Author(s):  
Ni Made Sapta Resita Putri ◽  
Agoes Ganesha Rahyuda
Keyword(s):  
Work Environment ◽  
Work Stress ◽  
Sampling Method ◽  
Employee Performance ◽  
Poor Performance ◽  
Negative Influence ◽  
Organizational Goals ◽  
Negative Effect ◽  
Positive Effect

Organizational goals can be achieved with the company's HR performance. Poor performance will have an impact on the company's image and certainly slow down the process in achieving organizational goals. This study was conducted to determine the effect of workload and work environment on employee performance and the role of work stress as mediating variables. This study took 42 employees as respondents using a questionnaire, with a saturated sampling method. Path analysis was used. The results of the study indicate that workload has a negative effect on employee performance. Work environment has a positive effect on employee performance. Job stress has a negative influence on employee performance. This study also found that work stress mediates the effect of workload and work environment on employee performance. Based on the results of this study, it is expected that further research is able to examine the performance of employees with respondents and more complex research locations. The results of this study are also expected to be used as a reference and consideration for companies in decision making related to employee performance. Keywords: employee performance , workload, work environment ,  work stress  

Work environment and work-to-family conflict: examining the mediating role of heavy work investment

2019 ◽  
pp. 1-24 ◽  
Author(s):  
Audrey Babic ◽  
Florence Stinglhamber ◽  
Marie Barbier ◽  
Isabelle Hansez
Keyword(s):  
Work Environment ◽  
Public Administration ◽  
Work Engagement ◽  
Family Conflict ◽  
Well Being ◽  
Work Related ◽  
Mediating Role ◽  
Heavy Work ◽  
Influence Perceptions

AbstractThis research examined the relationships between work environment (i.e., workload and development opportunities), heavy work investment (i.e., work engagement and workaholism) and work-to-family conflict (WFC) over time. A three-wave longitudinal study was conducted among 464 employees from a Belgian public administration. Workload and opportunities for development at Time 1 were found to be respectively negatively and positively associated with work engagement at Time 2, which in turn was negatively associated with WFC at Time 3. Only workload at Time 1 was positively associated with workaholism at Time 2 which, in turn, was positively associated with WFC at Time 3. In the interests of both organizational effectiveness and employees’ well-being, it is important to identify the work-related variables that influence perceptions of WFC. Moreover, in order to manage human resources effectively in companies, it is important to understand the mechanisms by which the work environment influences WFC.

Bidirectional Relationships Between Work and Sleep

2019 ◽  
pp. 351-372
Author(s):  
Chandra L. Jackson ◽  
Soomi Lee ◽  
Tori L. Crain ◽  
Orfeu M. Buxton, PhD
Keyword(s):  
Social Support ◽  
Work Stress ◽  
Work Hours ◽  
Work Experiences ◽  
Sleep Health ◽  
Work Related ◽  
Race Ethnicity ◽  
Support At Work ◽  
Stress Work

This chapter focuses on how work and work experiences such as occupational demands, job autonomy, job stress, work hours, and work-related discrimination influence sleep across populations. A model of sleep and work is offered that accounts for the role of social factors. Empirical evidence demonstrates how these work factors such as occupational demands, autonomy, work schedules, long work hours, selection or placement into labor market sectors, work stress, social support at work, and work-related discrimination impact sleep health. Epidemiological evidence is further provided for sleep health disparities in the work–sleep relationship by race/ethnicity and immigration status.

Psychophysiology: The Missing Link in Macroergonomic Models of Musculoskeletal Disorders

2000 ◽  
Vol 44 (12) ◽  
pp. 2-733-2-734
Author(s):  
Lawrence M. Schleifer ◽  
Ronald Ley ◽  
Thomas W. Spalding
Keyword(s):  
Musculoskeletal Disorders ◽  
Work Stress ◽  
Epidemiological Studies ◽  
Stress Factors ◽  
Causal Role ◽  
Missing Link ◽  
Work Related ◽  
Work Related Musculoskeletal Disorders ◽  
The Relationship

This presentation proposes that psychophysiology is a bridge between macroergonomic factors and work-related musculoskeletal disorders. It is argued that the causal role of macroergonomic factors in musculoskeletal disorders is best understood through the application of psychophysiological models, methods, and measures. A psychophysiological approach provides for a more definitive and finer grain analysis of the relationship between macroergonomic factors and musculoskeletal disorders than is possible with correlational epidemiological studies. It is concluded that psychophysiology provides a biological plausible explanation for how work stress factors contribute to musculokskeletal disorders.

scholarly journals A Systematic Review of Stress-Management Interventions for Multiple Sclerosis Patients

2014 ◽  
Vol 16 (3) ◽  
pp. 140-144 ◽  
Author(s):  
Alison K. Reynard ◽  
Amy Burleson Sullivan ◽  
Alexander Rae-Grant
Keyword(s):  
Multiple Sclerosis ◽  
Stress Management ◽  
Clinical Markers ◽  
Class Iii ◽  
Multicenter Studies ◽  
Management Interventions ◽  
Underlying Mechanisms ◽  
Multiple Sclerosis Patients ◽  
American Academy Of Neurology

Background: The objective of this study was to identify stress-management interventions used for people with multiple sclerosis (MS) and systematically evaluate the efficacy of these interventions. Methods: Several strategies were used to search for studies reported in articles published up to 2013. Results: Our initial search retrieved 117 publications, of which 8 met our criteria for review. Of the eight studies, one provided Class I evidence, five provided Class III evidence, and two provided Class IV evidence for the efficacy of stress-management interventions according to the evidence classification established by the American Academy of Neurology. Most studies showed positive changes in outcomes assessed; however, the range of methodological quality among the published studies made it difficult to draw conclusions. Conclusions: The promising findings for stress-management interventions highlight the need for future studies. Additional large, prospective, multicenter studies will help to define the role of stress-management interventions in the treatment and course of MS. Furthermore, including outcome measures based on biological and clinical markers of disease will prove useful in understanding potential underlying mechanisms.

scholarly journals Role of Psychological Capital in Effective Management of Work-stress among Tertiary Institutions' Staff in Nigeria

2018 ◽  
Vol 10 (2(J)) ◽  
pp. 6-13
Author(s):  
John K. Aderibigbe ◽  
Themba Q. Mjoli ◽  
Kolawole S. Adebisi
Keyword(s):  
Stress Management ◽  
Occupational Stress ◽  
Work Stress ◽  
Psychological Capital ◽  
Employee Performance ◽  
Research Participation ◽  
Effective Management ◽  
Tertiary Institutions ◽  
Validated Questionnaire

 Work-stress is synonymous to occupational stress. It is a common form of strain that is usually experienced by employees, in the course of performing their official duties and responsibilities. In the contemporary world of work, including the Nigerian work environment, work-stress is identified as a ‘corporate epidemic’. Its symptoms are mostly observed physically, psychologically and socially in the lives of affected employees, while the negative effect of occupational stress is specifically, measured on employee performance and organizational effectiveness. It is for the above-described nature and effect of work-stress that this study examined the role of psychological capital in effective management of work-stress among the staff of tertiary institutions in Nigeria. It adopted the explanatory survey research design, purposive and convenience sampling techniques in sampling a total number of 202 (male = 116, 57.4% and female = 86, 42.6%) academic and administrative staff of five (5) public and private tertiary institutions, in the western region of Nigeria, who served as participants in the study. All participants were Nigerians English speakers. Research participation eligibility was strictly based on the current enlistment of employees on the pay-roll of the institutions as at the time of the study. A structured validated questionnaire was used as an instrument. Hypotheses were stated and analyzed based on the data collected. Results revealed that the four psychological capital states jointly influenced work-stress management F(4,197) = 8.375; R2= 0.128; p<.05; resilience (β=0.145; t=1.983; p<.05) and optimism (β=0.294; t=3.756; p<.05) independently influenced workstress management; optimism (r=.224, P(.001)<.01), resilience (r=.350, P(.000)<.01) and hope (r=.247,P(.000)<.01) significantly correlated with work-stress management. The study concluded that psychological capital is one of the important factors that effectively helps in managing work-stress, and suggested that the management of institutions or organizations should sensitize employees on the importance of psychological capital in effective management of work-stress through seminars, trainings and conferences.

scholarly journals Development Work in Healthcare: What Supportive and Deterrent Factors Do Employees Working in a Hospital Department Experience in an Improved Work Environment?

2021 ◽  
Vol 18 (16) ◽  
pp. 8394
Author(s):  
Susanna Perä ◽  
Therese Hellman ◽  
Fredrik Molin ◽  
Magnus Svartengren
Keyword(s):  
Work Environment ◽  
Organizational Development ◽  
Local Development ◽  
Development Work ◽  
Successful Implementation ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Hospital Department ◽  
Work Related ◽  
Workplace Conditions

Work-related mental health issues, accounting for high worker absenteeism in the world’s developed economies, are increasing, with the main cause being workplace conditions. The health services sector is especially experiencing great problems with this, because of challenging psychosocial working conditions. The aim of this study was to explore employees’ experiences of development work with a focus on the work environment within a hospital department with an outspoken special development assignment. The special assignment was decided by the highest management at the hospital and concerned work environment, caring processes, and ways of organizing the work. Eleven employees completed two individually semi-structured interviews, approximately 7 and 13 months after the start of the special assignment at the department. Interviews were analyzed using thematic analysis. The results reveal that both internal and external aspects influence the development work and highlight the importance of viewing the local development work in relation to how the rest of the organization functions. Important factors and conditions for a supportive and change-friendly work culture are discussed, as well as the need to plan for integration and change to create conditions for successful implementation of the results from organizational development and change initiatives.

scholarly journals Stress Management in Organizations

2020 ◽  
Vol 6 (1) ◽  
pp. 25-33
Author(s):  
Roxana Capotescu
Keyword(s):  
Stress Management ◽  
Occupational Stress ◽  
Work Stress ◽  
Tertiary Prevention ◽  
Evidence Based ◽  
Management Research ◽  
Management Interventions ◽  
Stress Levels ◽  
Employee Stress ◽  
Insight Into

Employee stress has increasingly become a concern for many organizations. Although it is not possible to eliminate stress entirely, people can learn to manage it. Many organizations have adopted occupational stress management programs to try and reduce the stress levels of their workforce. The high cost of work stress related problems highlights the need to spend more time evaluating work stress interventions and publishing the findings so that other organizations can gain insight into programs of merit. This article explore the three major approaches in stress management - primary, secondary and tertiary prevention and outline the importance of an evidence-based approach to stress management interventions. It is argued that an evidence-based approach will lead to advances in intervention practices. We also outline recommendations regarding planning and interpreting occupational stress management research in order to improve stress management interventions.

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