3.2 Job Demands although personal vulnerabilities are recognized as an important predictor in the work stress process79, it is also important to note that workers each bring different skills to the workplace as well as a range of vulnerabilities and strengths. The elimination of vulnerabilities from the workplace is not possible, nor did desirable, as the success of a workplace often depends on the diversity of personalities from which it is construct. With the changing nature of the workforce and the inclusion of inherently vulnerable individuals in that workforce (e.g., those with pre-existing psychiatric illnesses or disabilities, and those without adequate social support or financial resources), employers cannot avoid vulnerability. The inclusion of these individuals in the workforce is hinged on the notion of …show more content…
In contrast to performance pressure, underutilization of skills has become a significant problem in recent years. It is well recognized that pressure results from the degree to which the environment inhibits or promotes utilization and development of skills and abilities. Under-utilization of a worker’s skill-base usually occurs when the worker is performing tasks that are often simple in nature and offer little challenge. The primary cause of underutilization is the fact that many people are over-qualified for the positions that are available. However, underutilization can also result from a worker being prevented from undertaking training to acquire new skills. This barrier results in an inability to progress to more complex tasks129. Under-utilization of work skills and low skill variety are found to be detrimental to the health and well-being of the worker130. Unclear Work Roles High levels of occupational stress are likely to be evident in organizations where there are elevated levels of role ambiguity and role
Shuttleworth, A., (2004). Managing workplace stress: how training can help. Industrial and Commercial Training, 36 (2), 61 – 65.
As the developers of the PEOP model, Baum and Christiansen (Duncan 2011) stated when the terms occupation and performance are combined into one it describes the actions that are meaningful to the individual (Boniface and Seymour 2012). Due to OT being based on a cooperative approach towards care, the OT’s provide the individual with sets of skills which allow individuals to reconnect with society. A core assumption within the society is that an individual cannot be truly well if they are unable to participate fully in their own lives. However, the PEOP model expresses that there are many factors influencing occupational performance (OP).
Work related stressors: Psychological ill health due to the demands of work such as long hours, work overload, pressure, and complaints.
It is a multidimensional human condition and constant human experience with the reduced ability to protect oneself (Cousley, Martin, & Hoy, 2014). Bailey (2010) describes vulnerability as an internal conflict which brings feelings of hopelessness, helplessness and lack of control. Vulnerability as defined by Scanlon & Lee (2006) can be broken into three dimensions, physical, social, and psychological aspects. Physical vulnerability can be identified by the potential risk of harm in the environment. Social vulnerability include age, sex, and ethnicity. Psychological vulnerability refers to the feelings associated with the loss of control and can be manifested by stress and anxiety. Vulnerability can be measured by the potential harm and the capacity to overcome it, as stated by Spiers (2000). Only the person experiencing vulnerability can truly understand its implications as it is a unique and individualized experience. (Thorup, Rundqvist, Roberts & Delmar, 2012). Vulnerability can be better understood by examining the external and internal risk factors that increase an individual’s
Shinn et al (1984) investigated the effects of coping on psychological strain and "burnout" produced by job stress in human service workers (psychologists, social workers, psychiatrists, pastoral counselors, nurses, etc). The researchers found that these stressors predicted job dissatisfaction, behavioral consequences as job performance and turnover in studies of human service workers, psychological symptoms, such as depression and anxiety; and somatic symptoms, such as headaches and various risk factors
Topics surrounding mental health in the workplace are still somewhat emerging and taboo for many employers and employees. However, currently in Canada, “one in five adults suffer from a mental health challenge” (Lecture, Sept 30/17.) Unfortunately, there are not many legal formalities surrounding mental health in the workplace that employers are held accountable too. Different workplaces foster different levels of tolerance and support for employee’s needs in terms of protecting their mental health, for example, the option to work from home or take a walk around the block every hour or so.
Authors Thomas and Rutter suggest that employees are aware of their lack of skills and would prefer more training. Both state “…. respondents were aware of their skills shortage and clearly highlighted that training ….on skills were of greatest need” (292).
The workplace in general is an essential part of a person’s life to make a living. People will work over a third of their life to fulfil needs such as bill, groceries, and personal needs. For majority of the population, there isn’t much of a problem when they are at work; their manager treats everyone fairly, pay rate is adequate, and they keep their private and public work separate from each other. The rest of the population unfortunately don’t have this fortune. Pay rates vary among colleagues, managers aren’t effective leaders, and the private life might become public in the workforce. This can lead to stress outside the workplace which can be harmful towards an individual’s health. This problem is an epidemic for some companies and poor
Increasingly, good mental health in the workplace is an issue being raised. Job stresses are being recognized as affecting work performance and also an individual’s over-all well-being. There is a lot of information available about how to promote good mental health in the workplace but perhaps insufficient initiatives actually being used. Providing employees with information promoting good mental health alerts them to the problems but may not achieve the solutions. Within the larger society good physical health is overwhelmingly accepted as the first step to good mental health. Can mental health issues in the workplace be addressed in the same way, by
The potential ramifications for the employer can be costly when employees succumb to internal and external stressors. To effectively combat job stress and develop a comprehensive stress management program, organizations must be cognizant of several areas that may be contributing factors to an employee’s stress level. Internally, organizations should review the employee’s workload and ensure that they have the necessary skills to complete the tasks they are expected to complete (Ornelas & Kleiner, 2003). They must also work to “motivate, challenge and take full advantage of the employee’s skills and abilities” (Ornelas & Kleiner, 2003). Employee’s job stress can also be decreased by allowing them take an active part in decisions, creating an atmosphere that facilitates a support network, and offering flexibility in their schedules that allows them to address responsibilities outside the workplace (Ornelas & Kleiner, 2003).
Improving job satisfaction and productivity is an issue which is imperative among all employees and workplaces. There are various issues contributing to the decrease of job satisfaction including conflict, issues with pay, stress and workplace training. Low productivity rates and unsatisfied employees increase the risk for absenteeism and employee turnover. Occupational stress can often occur in the workplace, leading to an increased rate of ab...
Management determines how much information is made available and in what format it is provided. Management can communicate which skills are valued, how they are acquired and certified, and what rewards will be received. The individual, on the other hand, focuses on and remembers that information which he or she believes is most important to the job, the ability to get into and succeed in training, or achieving other work outcomes. The selective attention determines the accuracy and completeness of the information upon which he or she acts. To the extent that management provides information to facilitate skill seeking in a form that is easily understood by the individual and clearly ties skill-based pay to the job, training, and pay outcomes, the individual will more often turn intentions into actual skill seeking (Murray,
People in the type A group tend to be more aggressive in pursuing their goals, noticeably impatient, and very time urgent. They always feel the need to double up their effort and speed to achieve their goals. On the other hand, is the type B personalities who are very cautious, patient, and good at working on long term goals even if the results looks bleak at the first instance. These two different traits react to stressful work demands differently. While Type As tend to be very good at meeting deadlines, they do not react well when they feel being slowed by other team members. In other words, generally they do not make good team players. The Type B might be a slower and takes so much times to achieve certain goals but he/she can fit very well with others and tends to make them better by the virtue of his/her patience. Using the person-job fit model, individuals with no patience for failure or people dragging them can be put in jobs with less or no human interface. Work related stress can be best handled by an individual with patience and decorum (p. 471). The Stress Management Framework used by most organizations aims the secondary intervention on the individual and how he/she reacts to the situation. Not all stressors or strains can be eliminated especially if the nature of the work demands it. Instead, employers redirect efforts to make the individual employees strong enough to deal with it
In the U.S. close to 18.8 million workers report incidence of work related depressive conditions in a single year (Centre for Disease Control and Prevention, 2013). Living with mental illness is not only making the effort to manage it personally, but also finding possible ways to deal with it effectively on how it can affect individuals in the workplace. Many do not find support in the workplace; as a result of this, stopping work will be an option due to the impact of stigma. When this fact is coupled with the fact that most workers spend 60% of their waking hours at work, the gravity of the situation is made apparent. Moreover, there is also the aspect of reduced or loss of productivity.
Since people are always dealing with certain changes in their lives, they are always dealing with some type of stress. One of the biggest growing issues with stress is stress in the workplace. According to Northwestern National Life, one-fourth of employees view their jobs as the number one stressor in their lives (“Stress at Work,” 1999).... ... middle of paper ...