Supervisor support for stress management and intervention process

Horan, Kristin A.; Moeller, Mary T.; Singh, R. Sonia; Wasson, Rachel S.; O’Brien, William H.; Matthews, Russell A.; Jex, Steve M.; Barratt, Clare L.

doi:10.1108/ijwhm-12-2017-0113

Cited by 13 publications

(11 citation statements)

References 33 publications

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“…Generation Z values supportive co-workers (Berge and Berge, 2019) and the supervisors, who support their career aspirations and well-being (Dwivedula et al, 2019;Chillakuri, 2020a). Consistent with the previous findings that supervisor support plays a critical role in employee careers (Skakon et al, 2010;Nielsen and Randall;2013;Horan et al, 2018), our findings indicate that Generation Z seeks more support from their supervisors. High supervisor support enables a manager to relate to their team members and have an open dialogue discussing their ideas, flexibility, and career path.…”

Section: Discussionsupporting

confidence: 89%

Examining the Role of Supervisor Support on Generation Z's Intention to Quit

Chillakuri

2020

ABR

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The purpose of this research is to examine Generation Z’s unmet expectations and work-related boredom and its impact on their intention to quit. The study investigates the moderating role of the supervisor support in the relationship between work-related boredom and intention to quit. This research advances the understanding of the adverse effects of employees' unmet expectations and work-related boredom. Generation Z joins the organizations with unrealistic expectations of work that, in turn, promote lower levels of commitment and higher turnover, and therefore warrants more research. Data were collected from 336 Generation Z respondents working in the information technology industry. The data were analyzed using least square regressions and bootstrapping techniques. The findings confirm that supervisor support moderates the relationship between work-related boredom and employees’ intention to quit such that if the degree of supervisor support is higher, then the relation is weaker. HRM practitioners need to be candid in explaining the job description and job specifications during the interview; more importantly, organizations need to address the expectations even before they are hired. The findings indicate that high supervisor support buffers the adverse effects of unmet expectations and work-related boredom. The study suggests that coaching could be an effective tool to support Generation Z’s aspirations and well-being in the workplace. Therefore, organizations should make coaching a key element in the organization’s culture and part of a manager's job.

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Section: Discussionsupporting

confidence: 89%

Examining the Role of Supervisor Support on Generation Z's Intention to Quit

Chillakuri

2020

ABR

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“…Communication in many forms was explored in positive terms, much like earlier research which reinforced the link between supervisor support, supportive leadership and mental health in the workplace (Skakon et al. , 2010), as well as stress management (Horan et al. , 2018).…”

Section: Discussionmentioning

confidence: 99%

COVID-19 workplace adaptation and recovery in the resort municipality of Whistler, BC, Canada

Axe

Wilson-Mah

Dahlquist-Axe

2022

IJWHM

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PurposeThe COVID-19 pandemic changed how many of us work, where we work and what we need and expect from the workplace. In this paper, the researchers sought to describe how employers and employees experienced their changing workplace environments in the early days of the pandemic, with a focus on adaptation and recovery in Whistler in British Columbia, Canada. In addition, the authors aimed to develop a new model to inform other organizations undergoing the consequences of major catastrophes.Design/methodology/approachApplying a qualitative approach, the authors gathered data in a total of seven focus groups. Employer focus groups were held in June 2020, and employee focus groups were held in November 2020. A thematic analysis was completed by three researchers.FindingsAfter completing an analysis of the employer focus group transcripts, the authors identified the themes of staffing and coordination, adaptability and connection, uncertainty, communication and community and strategies. The employees' concerns and experiences related to the themes of challenges, changes and community, communication, involvement in decisions, future employment and support and connection.Originality/valueThis study captured descriptions of workplace adaptation and recovery for employers and employees during the pandemic, generalizability is limited by the number of participants. These accounts depicted a period of significant change in working conditions, communications, and employment practices. This paper offers a new conceptual model, C4AR, exploring the role of communicate, coordinate, connect and community in supporting workplace adaptation and recovery.

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“…That is, our results show a direct and positive effect of supervisor support on perceived psychological safety. The literature on supervisor support for stress management is nascent (Horan et al, 2018). Most of the studies have attempted to show that low levels of supervisor support contribute to increased stress and even turnover, paying less attention to the moderating effects on these variables and other organizational processes (Bélanger et al, 2015;Meral et al, 2018).…”

Section: Not Confirmedmentioning

confidence: 99%

Stress and Turnover Intentions Within Healthcare Teams: The Mediating Role of Psychological Safety, and the Moderating Effect of COVID-19 Worry and Supervisor Support

2022

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Employees at healthcare organizations are experiencing more stress than ever given the current COVID-19 pandemic. Different types of stress are affecting diverse organizational outcomes, including the employees’ voluntary turnover. This is the case of cognitive stress, a type of stress that affects how individuals process information, which can influence employees’ turnover intentions. In this study, we look at the mechanisms that can reduce the adverse effects of cognitive stress on turnover intentions, particularly the role of employees’ perceived psychological safety (i.e., how safe they perceive the interactions with their colleagues are). We hypothesize that psychological safety mediates the relationship between cognitive stress and turnover intentions, and COVID-19 worry and supervisor support moderate the relationship between cognitive stress and psychological safety. To test our hypothesis, we invited two public health care organizations in Chile to join this study. In total, we obtained a sample of 146 employees in 21 different teams. Using a multilevel model, we found that psychological safety prevents the harmful effects of cognitive stress on employees’ turnover intentions. In addition, while COVID-19 worry can worsen the relationship between cognitive stress and psychological safety, supervisor support only directly affects psychological safety. This study contributes to expanding the stress and psychological safety literature and informs practitioners in healthcare organizations about how to deal with cognitive stress in the “new normality” that the pandemic has brought.

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Supervisor support for stress management and intervention process

Cited by 13 publications

References 33 publications

Examining the Role of Supervisor Support on Generation Z's Intention to Quit

Examining the Role of Supervisor Support on Generation Z's Intention to Quit

COVID-19 workplace adaptation and recovery in the resort municipality of Whistler, BC, Canada

Stress and Turnover Intentions Within Healthcare Teams: The Mediating Role of Psychological Safety, and the Moderating Effect of COVID-19 Worry and Supervisor Support

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