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    Week 6 Stress and Wellbeing at Work - BB Learn

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    Taimoor Baig
    This document discusses stress and wellbeing in the workplace. It defines stress, identifies key causes like workload and relationships, and explains how stress can be reduced through primary, secondary, and tertiary interventions. Secondary interventions like relaxation training are commonly used to help individuals cope with stressors, while a multimodal approach using different techniques is also effective.

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    Week 6 Stress and Wellbeing at Work - BB Learn

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    Taimoor Baig
    29 views23 pages
    This document discusses stress and wellbeing in the workplace. It defines stress, identifies key causes like workload and relationships, and explains how stress can be reduced through primary, secondary, and tertiary interventions. Secondary interventions like relaxation training are commonly used to help individuals cope with stressors, while a multimodal approach using different techniques is also effective.

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    This document discusses stress and wellbeing in the workplace. It defines stress, identifies key causes like workload and relationships, and explains how stress can be reduced through primary, secondary, and tertiary interventions. Secondary interventions like relaxation training are commonly used to help individuals cope with stressors, while a multimodal approach using different techniques is also effective.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    29 views23 pages

    Week 6 Stress and Wellbeing at Work - BB Learn

    Uploaded by

    Taimoor Baig
    This document discusses stress and wellbeing in the workplace. It defines stress, identifies key causes like workload and relationships, and explains how stress can be reduced through primary, secondary, and tertiary interventions. Secondary interventions like relaxation training are commonly used to help individuals cope with stressors, while a multimodal approach using different techniques is also effective.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 23

    BMG 735 Managing People in the Organisation

    Mark McCrory MCIPD, CPsychol

    Stress and Wellbeing at


    Work
    Learning Objectives
    • Define the concepts of stress and
    wellbeing at work
    • Identify the key causes of stress
    • Understand how to reduce stress at work
    • Understand how health is affected by work
    factors
    • Identify the ways in which health can be
    protected and promoted at work
    What is Stress?
    • Cause – as a cause of bad feelings (e.g.
    the abusive customer is a stressor)
    • Process - the means by which work
    pressures results in strain (e.g. that
    customer is stressing me out)
    • Outcome - the means by which work
    pressures results in strain (e.g. I’m
    stressed)
    Current Definition
    • Stress is the adverse reaction that
    people have when they perceive they are
    no longer able to cope with the demands
    placed on them.

    Health and Safety Executive (2016)

    http://www.hse.gov.uk/stress/
    Outdated Thinking
    Current Definition
    • Stress is the adverse reaction that
    people have when they perceive they are
    no longer able to cope with the demands
    placed on them.

    Health and Safety Executive (2016)

    http://www.hse.gov.uk/stress/
    Biological Basis
    Causes of Stress – Psychosocial
    Work Environment
    • Demands – workload, work patterns and the work
    environment
    • Control – how much say the person has in the way they do
    their work
    • Support – the encouragement, sponsorship and resources
    provided by the organisation, line management and
    colleagues
    • Relationships – promoting positive working to avoid conflict
    and dealing with unacceptable behaviour
    • Role – whether people understand their role within the
    organisation and whether the organisation ensures that
    they do not have conflicting roles
    • Change – how organisational change (large or small) is
    managed and communicated in the organisation
    Causes of Stress – Psychosocial
    Work Environment
    • Other causes
    Causes of Stress – Physical Work
    Environment
    • Temperature
    • Noise
    • Light
    • Vibration
    • Ergonomic design
    Stress in Organisations
    Stress in Organisations
    Consequences of Stressors –
    Strain
    • Behavioural e.g. information processing,
    performance

    • Psychological e.g. burnout

    • Physiological e.g. arteriosclerosis


    Burnout
    Three stages:

    1. Emotional exhaustion (EE)


    2. Cynicism (CY)
    3. Reduced personal efficacy (PE)

    (Freudenberger, 1974)
    Reducing and Managing Stress
    • Primary Interventions - modify or eliminate
    stressors in the work environment
    • Secondary Interventions – focused on the
    people and helping them to respond
    ‘effectively’ to stress e.g. meditation or time
    management
    • Tertiary Interventions - organisational
    programmes which provide structured
    support for helping individuals recover from
    consequences of stress e.g. an Employee
    Assistance Programme (EAP) that provides
    access to counselling
    Primary Interventions
    • Sometimes called ‘organisational-level
    interventions’
    • Focused on prevention by means of the
    better design and management of work
    and of its social and organizational
    contexts
    • The least common type of work stress
    intervention
    • The HSE Management Standards approach
    is a primary intervention
    Secondary Interventions
    • Lots of different types:
    ▫ Cognitive-behavioural approaches - help
    employees rethink their beliefs about
    challenging situations
    ▫ Relaxation approaches - meditation, deep
    breathing, and progressive muscle relaxation
    • Secondary interventions do not usually remove
    the source of stress
    • They help individuals remain calmer and focused
    in the face of workplace stress
    • By far, the most common intervention (Giga,
    Cooper, & Faragher et al., 2003)
    What is the best types of
    secondary intervention?
    • Cognitive-behaviour interventions
    • One of least used
    ▫ Require the hiring of a professional to lead
    a group session
    ▫ Require a smaller investment of resources
    • Relaxation training interventions are one
    of the most popular approaches to stress
    management
    ▫ Easiest and least expensive approaches
    Richardson & Rothstein (2008)
    Holidays and Recovery
    • What is best for promoting wellbeing:

    ▫ Frequent breaks

    ▫ OR

    ▫ Once a year big break

    Toker and Melamed


    (2017)*
    Teritiary Interventions
    • Helping individual employees to manage
    consequences of stress
    • Occupational health departments
    • EAPs’ professionals (e.g. counsellors) perceive
    themselves to be underutilised
    • None reported visible, high-level support from
    senior management (Nobrega at al., 2010)
    Multi-modal Approach
    • Using a combination of techniques
    ▫ A multimodal approach

    • Quite common
    Richardson & Rothstein
    (2008)
    Learning Objectives
    • Define the concepts of stress and
    wellbeing at work
    • Identify the key causes of stress
    • Understand how to reduce stress at work
    • Understand how health is affected by work
    factors
    • Identify the ways in which health can be
    protected and promoted at work

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