Week 7 - Organisational Stress and Resilience Flashcards
(18 cards)
Why stress matters?
Employee wellbeing (sleep, immune function, chronic illness)
Productivity (errors, PS, satisfaction)
Stress is inevitable, but how it is handled is what matters
What is occupational stress?
Deviation from homeostasis - response when demands exceed coping capacity
Observed in many ways - emotional, physical, cognitive
Types of stress
Response-based - non-specific bodily response to demand
Stimulus-based - feature in environment that poses threat
Interactional - job-related factors interacting with worker that deviates them from normal function
Transactional - affective state in response to demands that exceed coping
What is burnout?
Physical, mental and emotional exhaustion from prolonged work stress
Components - emotional exhaustion, depersonalisation, reduced professional efficacy
What is resilience?
Robust resilience - continuing as usual despite risk
Bouncing back - initial decline followed by return to pre-risk functioning
>80% have a resilience pattern (normal human function)
Transactional Model of Stress (Lazarus & Folkman)
Situation > primary appraisal (what is at stake?) > secondary appraisal (can I cope?) > stress response
Stress = high stakes and unable to cope
Primary appraisal - can be threat (HS) or challenge (MS)
Secondary appraisal - only occurs if primary is threat/challenge
Other appraisal? - hindrance (obstructions to goals, lead to frustration)
Job Demands-Resources Model
Job demands (stress, role ambiguity, role conflict) and job resources (support, autonomy, control, feedback) interact to produce outcomes
Resources reduce demands via motivational pathway
Meta-Theory of Resilience
Assumption - resilience capacity develops due to introspection (vague)
Disruption > resilient reintegration (get stronger) OR homeostasis reintegration (white knucklers) OR recovering with loss (downturn then recovery, hit clinical levels so technically not resilient but may gain some res. capacity) OR dysfunctional regulation (unwell, 10%)
Ingredients for resilient outcomes
Social support, problem-focused coping, coping flexibility, coping self-efficacy, positive appraisal system, optimism
Three broad categories - resilient beliefs, flexible coping repertoire, coping resources
Systematic Self-Reflection Model of Resilience Strengthening
Moderate daily stressors (not trauma) allow coping and resilience to be built
Daily stressor > coping self-reflection (what are my responses?) > coping self-insight > resilience capacity (beliefs, repertoire, resources)
- This is an iterative process using practice and meta-cognition, reflect on successes and failures
Psychosocial Gains from Adversity Model
Acute adversity > social affiliative behaviour (combines with individual temperament) > positive social feedback > psychosocial gains
How do we manage stress?
Coping - cognitions/behaviours adopted to deal with a stressful encounter
Coping strategies - problem-focussed (resolves stressor), emotion-focussed (resolve strain)
Coping flexibility - best to have range of strategies and be open to change
Why do some people get more stressed?
Differential reactivity - worse reaction to equivalent stressors (appraisal difference)
Differential exposure - experiencing more/worse stressors (may lead to blunted cortisol response)
Differential coping choice - tendency to choose less effective coping
Work Health and Safety Act 2022 amendments
Spotlight on psychosocial hazards and risks
PCBUs must implement controls to minimise risks
Common psychosocial hazards
Role overload, interpersonal conflicts, exposure to traumatic events, role conflict, lack of role clarity, low job control
Code of practice for psychosocial hazards
What must be done? - eliminate hazards, protect workers from third parties, ensure non-employees not at risk, consult with workers
Worker responsibilities - take reasonable care, ensure actions do not harm, follow policies
Managing psychosocial risk
Step 1 - understand psychosocial risks and hazards
Step 2 - assess and prioritise hazards
Step 3 - control psychosocial hazards
Step 4 - monitor, maintain and review control measures
Psychosocial hazard interventions
Primary interventions - manage stressor itself (job design)
- SMART model of work design - stimulating, mastery, agency, relational, tolerable demands
- Job characteristics - skill variety, autonomy, feedback
Secondary interventions - manage response to stressor (stress management training, health programs)
- Considerations - lots of factors influence efficacy
Tertiary interventions - manage stress/strain (EAPs, counselling)
- Considerations - barriers to care (culture, specific job knowledge)
