Family to work conflict and the usefulness of workplace support

Hancock, Frances M.; Page, Fa

doi:10.1093/occmed/kqt053

Cited by 13 publications

(8 citation statements)

References 7 publications

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“…Peer support can be defined as "a system of giving and receiving help founded on key principles of respect, shared responsibility, and mutual agreement of what is helpful" [71]. The main support for workers within their organizations often comes from colleagues and managers [72]. Peer support at work strengthens psychological resilience by enhancing coping skills and the development of post-traumatic growth, factors which can protect workers involved in stressful situations [73,74].…”

Section: Discussionmentioning

confidence: 99%

Identifying Psychosocial Risks and Protective Measures for Workers’ Mental Wellbeing at the Time of COVID-19: A Narrative Review

et al. 2021

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The spread of the SARS-CoV-2 virus has caused crucial changes in the workplace. Almost two years after the start of the COVID-19 era, new and old psychosocial risks in the workplace threaten workers’ mental wellbeing and represent an occupational health challenge. The aim of this review is to identify the most relevant psychosocial factors, negative or protective, contributing to occupational stress during the current pandemic. A literature search was conducted in PubMed, EMBASE, Cochrane Library, Web of Science, Google Scholar and PsycINFO and a total of 51 articles were deemed suitable for inclusion in the review. Analysis of the retrieved articles revealed five main topics related to psychosocial wellbeing in the workplace: 1. Support from colleagues and organizations; 2. Home–work interface and balance; 3. Changes in workload and work demand; 4. Job competence and appropriate training; 5. Job insecurity and financial stress. All five themes were associated with occupational stress and poor mental outcomes, like anxiety, depression, and burnout symptoms. Peer and organizational support seem to have a major impact on workers’ mental wellbeing. Recognizing these factors and projecting interventions that mitigate their effects or boost their efficacy is a fundamental step towards dealing with COVID-19 in the workplace, or any such future emergencies.

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Section: Discussionmentioning

confidence: 99%

Identifying Psychosocial Risks and Protective Measures for Workers’ Mental Wellbeing at the Time of COVID-19: A Narrative Review

et al. 2021

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“…Research indicated that a lack of management recognition for employee effort leads to high ERI (Olejniczak and Salmon, 2014). Workplace stressors have a negative impact on staff motivation and job performance (Adaramola, 2012; Avey et al , 2012; Hancock and Page 2013; Solanki, 2013). Increased workplace stress leads to reduced productivity and performance, and increased job satisfaction leads to increased productivity and performance (Evers et al , 2014; Kobussen et al , 2014).…”

Section: Job Performancementioning

confidence: 99%

Managing job performance, social support and work-life conflict to reduce workplace stress

Foy

Dwyer

Nafarrete

et al. 2019

IJPPM

114

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Purpose Workplace stress costs £3.7bn per annum in the UK and in excess of $300bn per annum in the USA. The purpose of this paper is to examine the existence, strength and direction of relationships between perceptions of social support, work–life conflict, job performance and workplace stress in an Irish higher education institution. Design/methodology/approach The selected theoretical framework consisted of a combination of reward imbalance theory, expectancy theory and equity theory. An organizational stress screening survey instrument was used to survey the staff (n = 1,420) of an academic institution. Multiple linear regression analysis was used to evaluate the relationships between the independent variables (social support, work–life conflict, job performance), the covariates (staff category, direct reports, age, gender), and the dependent variable (workplace stress). Findings The results showed a negative correlation between social support and workplace stress, a positive correlation between work–life conflict and workplace stress, and a negative correlation between job performance and workplace stress (p < 0.05). The results also revealed significant relationships between the covariates direct reports and gender and the dependent variable workplace stress. Practical implications The findings from this research can trigger an organizational approach where educational leaders can enable workplace change by developing and implementing social support and work–life strategies, and potential pathways to reduce levels of workplace stress and improve quality of life for employees and enhance performance. Originality/value The examination and establishment of particular relationships between social support, work–life conflict and job performance with workplace stress is significant for managers.

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“…The main support for workers within their organizations often comes from colleagues and managers (Hancock & Page, 2013); and social support from immediate supervisors and colleagues can help decrease feelings of perceived work overload and occupational stress (Bowling et al, 2015). Consequently, peer support programs have increasingly been of interest to organizations as a way of facilitating employees’ abilities to support each other and decreasing perceived workplace stress.…”

Section: Introductionmentioning

confidence: 99%

The Role of Peer Support in Managing Occupational Stress: A Qualitative Study of the Sustaining Resilience at Work Intervention

Agarwal

Brooks

Greenberg

2019

Workplace Health Saf

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Background: Peer support at work may support psychological resilience by enhancing coping skills and providing social support. The current study aimed to examine how a workplace peer support program, “Sustaining Resilience at Work” (StRaW), may support employee mental health from the perspective of the trained peer supporter. Method: Nine individuals from various public and private organizations who had completed StRaW peer supporter training participated in semi-structured interviews to explore their views on the StRaW program. Data were analyzed using inductive thematic analysis. Findings: Three main themes emerged: the impact of workplace stressors on employee mental health, the impact of StRaW, and feedback on StRaW. The results suggested positive effects of StRaW training on practitioners’ ability to support colleagues and maintain their own psychological well-being. Discussion/Application to Practice: Our results indicated that peer support programs in the workplace may improve employees’ well-being and relationships between employees. As such, occupational health professionals should recommend that their organizations invest in these types of programs to improve organizational resilience. They should encourage employees they consider to be capable of supporting their colleagues to undergo this training as evidence suggests this is beneficial to the trained employees’ own well-being, rather than making them feel burdened or under pressure. Occupational health professionals should also view such programs as useful ways of improving attitudes toward mental health within their organizations.

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Family to work conflict and the usefulness of workplace support

Cited by 13 publications

References 7 publications

Identifying Psychosocial Risks and Protective Measures for Workers’ Mental Wellbeing at the Time of COVID-19: A Narrative Review

Identifying Psychosocial Risks and Protective Measures for Workers’ Mental Wellbeing at the Time of COVID-19: A Narrative Review

Managing job performance, social support and work-life conflict to reduce workplace stress

The Role of Peer Support in Managing Occupational Stress: A Qualitative Study of the Sustaining Resilience at Work Intervention

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