Stressors and burnout: The role of employee assistance programs and self-efficacy

2009 ◽  
Vol 37 (3) ◽  
pp. 365-377 ◽  
Author(s):  
Ming-Chu Yu ◽  
Chiu-Chuan Lin ◽  
San-Yuan Hsu
Keyword(s):  
Self Efficacy ◽  
Employee Assistance Program ◽  
Future Research ◽  
High Tech ◽  
Employee Assistance ◽  
Science Park ◽  
Assistance Program ◽  
Assistance Programs ◽  
Employee Burnout

This study was aimed at exploring the roles of self-efficacy and an Employee Assistance Program (EAP) in employee burnout associated with stress. A total of 600 questionnaires were sent and 205 were collected from employees in high-tech industries in a Science Park in Taiwan. The valid collection rate was 34.2%. Path analysis was used to test the model. The results show that stressors can negatively and indirectly influence burnout through self-efficacy. This finding means that companies trying to reduce employee burnout should pay much more attention to enhancement of employee self-efficacy. Implications for application and future research are discussed.

Effectiveness of Comprehensive Employee Assistance Programs at Reaching Alcoholics

1981 ◽  
Vol 11 (2) ◽  
pp. 217-232 ◽  
Author(s):  
Andrea Foote ◽  
John C Erfurt
Keyword(s):  
Alcohol Problems ◽  
Employee Assistance Program ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Assistance Program ◽  
Assistance Programs ◽  
Client Group ◽  
Industrial Organizations ◽  
Comprehensive Programs

Discussion of alcohol-focused us. comprehensive programs leads to the conclusion that the primary difference between the two program models is not the disease focus but the program structure. Programs focused on alcohol problems tend to emphasize the role of supervisors in identification and confrontation; programs focused more broadly tend to emphasize the role of the employee assistance program. Data relevant to these issues suggest that supervisors are no more likely than others within industrial organizations to identify employees having alcohol problems, although confrontation by a supervisor may have a greater impact. The EAP model was found to be more prevalent among larger plants than smaller ones. Programs that saw primarily alcoholics did not in general see more alcoholics than programs that provided services for a wider variety of problems, as long as at least one-third of the client group had alcohol problems.

Delivering Sport Psychology Services to a Professional Sport Organization

1990 ◽  
Vol 4 (4) ◽  
pp. 378-385 ◽  
Author(s):  
Frederick Neff
Keyword(s):  
Sport Psychology ◽  
Goodness Of Fit ◽  
Psychological Services ◽  
Professional Sport ◽  
Organizational Level ◽  
Employee Assistance Program ◽  
Employee Assistance ◽  
Assistance Program ◽  
Assistance Programs ◽  
Sport Organization

This paper discusses a model of providing a specialized employee assistance program, with psychological services that are far-reaching and beyond what traditional employee assistance programs offer. Three main areas in which services are deemed especially critical include working with the athletes to improve their sports performance using various mental skills techniques, providing personal counseling, and impacting the organization at an organizational level. Also discussed is the author’s current role with the team and management, both during the preseason and the official season. Further, the author evaluates his effectiveness as a sport psychology consultant and the problems encountered as well as the importance of developing and maintaining proper boundaries within the organization. In conclusion, issues related to the goodness of fit between the professional sport organization and the sport psychology consultant are addressed.

Educating Organizational Consumers about Employee Assistance Programs

1987 ◽  
Vol 16 (4) ◽  
pp. 299-312 ◽  
Author(s):  
Paul M. Roman ◽  
Terry C. Blum ◽  
Nathan Bennett
Keyword(s):  
Organizational Outcomes ◽  
Employee Assistance Program ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Research Experience ◽  
Assistance Program ◽  
Assistance Programs ◽  
Core Technology ◽  
Vested Interests ◽  
Individual Client

There has been an exponential growth of employee assistance programs but a relative dearth of objective information about them available to organizational decision makers. Organizational consumers of employee assistance programs are often faced with a myriad of information about workplace strategies from purveyors of various programs or others with vested interests, but they have little in the way of solid information with which to evaluate these various organizational interventions. Working from a base of research experience, this paper presents a scenario where an employee assistance program can contribute solutions to organizational problems in addition to helping troubled employees. It specifies the core technology and goals of employee assistance programs, and distinguishes employee assistance programs from parallel workplace strategies. Perspectives on assessing the effectiveness of employee assistance programs by balancing individual client and organizational outcomes are discussed.

R.A.D.A.R.: A Five-Session Approach for Referrals of Employee Assistance Programs

1992 ◽  
Vol 6 (4) ◽  
pp. 259-276 ◽  
Author(s):  
G. Barry Morris
Keyword(s):  
Human Condition ◽  
Employee Assistance Program ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Rational Emotive Therapy ◽  
Assistance Program ◽  
Assistance Programs ◽  
Rational Emotive ◽  
The Human Condition

This paper outlines a five-session approach based on rational-emotive therapy for clients referred through an Employee Assistance Program. Fundamental to the approach are the four operations of the human condition—sensing, feeling, thinking, behaving—and the concept of preferential or specialized therapy. Each session is described in terms of the four processes, the procedures involved, and the desired outcomes. A case study is included in order to demonstrate the methods employed. The assumptions and limitations of the approach are also examined.

Expanding the Role of Employers in Supported Employment

1991 ◽  
Vol 16 (4) ◽  
pp. 213-217 ◽  
Author(s):  
Larry Rhodes ◽  
Dennis Sandow ◽  
David Mank ◽  
Jay Buckley ◽  
Joyce Albin
Keyword(s):  
Supported Employment ◽  
Future Research ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Initial Attempt ◽  
Diverse Workforce ◽  
Assistance Programs ◽  
Research Questions

Since the Workforce 2000 report documenting labor trends and issues was released by the Hudson Institute in 1987, business and industry have been reevaluating how support is provided to employees. Employee assistance programs, renewed investment in training, and other accommodations for an increasingly diverse workforce present an unparalleled opportunity to bring supported employment technology, values, and systems to contemporary business. This paper is an initial attempt at reconceptualizing supported employment and the role of employers in providing support. Changing strategies and future research questions that may need to be addressed are discussed.

Ideology and Referral Categories in Employee Assistance Program Research

1988 ◽  
Vol 24 (4) ◽  
pp. 383-396 ◽  
Author(s):  
William J. Sonnenstuhl ◽  
William J. Staudenmeier ◽  
Harrison M. Trice
Keyword(s):  
Qualitative Research ◽  
Grounded Theory ◽  
Alcohol Treatment ◽  
Employee Assistance Program ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Assistance Program ◽  
Assistance Programs ◽  
Seeking Help ◽  
Program Research

Practitioners tend to employ cultural referral categories when classifying what has motivated clients to enter employee assistance programs (EAPs). These categories are rooted in ideology and used in ways that often conceal the diverse factors leading troubled employees to seek help. In particular, application of the term “self-referral” has grown dramatically while application of the term “supervisory referral” has declined, which may reflect practitioners' underlying beliefs about how employees ought to use EAPs. The article discusses some studies of alcohol treatment efforts for which the use of cultural referral categories made interpretation of the findings difficult. Following a review of the medical and psychiatric literaure on seeking help, the authors call for construction of a grounded theory based on qualitative research, and recommend that EAPs develop more accurate classifications for labeling cases.

Employee Assistance Programs: Emerging Trends

1990 ◽  
Vol 9 (1) ◽  
pp. 97-105 ◽  
Author(s):  
Scott MacDonald ◽  
Stephen Dooley
Keyword(s):  
Temporal Changes ◽  
Employee Assistance Program ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Assistance Program ◽  
Assistance Programs ◽  
Factors Associated ◽  
Emerging Trends ◽  
Union Participation

Ninety-one Employee Assistance Program (EAP) policies were examined to assess factors associated with temporal changes and union endorsement. It was found that recent policies and policies with union participation were significantly more likely to: (a) emphasize mechanisms for promoting voluntary referral, (b) contain more procedures to protect confidentiality, and (c) mention the importance of informing employees about the EAP.

Perceptions of an Employee Assistance Program and Employees' Willingness to Participate

1988 ◽  
Vol 24 (4) ◽  
pp. 423-438 ◽  
Author(s):  
Michael M. Harris ◽  
Mary L. Fennell
Keyword(s):  
Alcohol Consumption ◽  
Employee Assistance Program ◽  
Willingness To Participate ◽  
Employee Assistance ◽  
Assistance Program ◽  
Assistance Programs ◽  
Reasons For Drinking ◽  
Related Stress ◽  
Willingness To Use ◽  
Job Related Stress

Little empirical research has examined employees' perceptions of employee assistance programs (EAPs) and their willingness to participate in them. A sample of 150 employees of a white collar firm was surveyed to determine the responden' attitudes, perceptions, and willingness to use various resources for help with alcohol abuse and dependence, their beliefs about the causes and stigma of alcoholism and reasons for drinking, and their levels of alcohol consumption. The results indicate that men and women appear equally willing to use EAPs, although they differ somewhat in their perceptions of and attitudes toward them. The authors also found that willingness to obtain help from an EAP was greatly influenced by a respondent's familiarity with the program, perceptions of its trustworthiness and opportunities for personal attention, level of alcohol consumption, and beliefs about drinking to reduce job-related stress.

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