Transforming stress in complex work environments

Abstract

Purpose -The purpose of this paper is to explore how to transform one's perception of workplace stressors, moving beyond the idea of merely surviving or coping with stress to "thriving" within what is becoming a non-negotiable level of stress in the workplace. Design/methodology/approach -The researchers generated a working definition of work stress thriving based on current literature, then conducted a content analysis of qualitative interviews to develop an empirically-grounded understanding of factors differentiating a stress transformation response from a coping response to workplace stressors. Findings -The study revealed key characteristics of a stress transformation response to stress challenges in the work place: systemic cognitive appraisal, inclusive communication strategies, collaborative and sustainable problem solving, individual learning and growth, and organizational positive impacts. Research limitations/implications -As a pilot study, limitations to the research include a relatively small sample size and only one type of work environment. More empirical work is needed to test the model, develop and validate measures of stress transformation. Practical implications -Findings provide the foundation for further empirical research into stress transformation, and will potentially lead to the development of measures, training interventions, organizational structures, and work processes to enhance stress thriving within organizations. Social implications -The findings provide preliminary insights into tools for both organizational leaders and employees to respond more sustainably to increasingly stressful, fast paced, and complex work environments. Originality/value -The study provides an original conceptual perspective on the concept of stress management, calling for a paradigm shift that views stress as desirable and conducive to optimal performance.

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

“…The provision of social support can be one of the most important ways of promoting psychological well-being and buffering the negative impact of workplace stress (Fernandes and Tewari, 2012; Jamal, 2013). Social support represents the robust social networks available to staff through: colleagues; managers; friends; and employee assistance programs to help staff cope with workplace stressors (Nair and Xavier, 2012; Walinga and Rowe, 2013). Employees with robust social support at work are better able to cope with stressful workplaces and are more effective at coping with stress (Ladegård, 2011).…”

“…Workplace stress has increased continually since the mid-1980s and creates a significant burden for organizations through direct and indirect costs such as: lost workdays; lower productivity; high turnover rates; increased staffing; and health benefit costs (Walinga and Rowe, 2013). Workplace stress in the UK costs employers £3.7bn per annum; in the USA, the cost exceeds $300bn per annum (Spurgeon et al , 2012).…”

Stress during work placement – examining positive outcomes for hospitality students in a work-integrated learning programme

“…Hospitality workplaces have long been recognised as being stressful places (Ross, 1995). This typical characteristic of organisational stress has also been a major concern for employers since the 1980s because of the adverse effects it has on employees (Walinga and Rowe, 2013). Work-related stress is defined as the psychological and physiological reactions that individuals display due to job demands (Leka et al, 2003).…”

Publikálok, tehát létezem?!

“…Az előléptetések feltételei között is előkelő helyet kapnak a publikációs sikerek (Edwards-Roy 2017), és a fiatal oktató-kutatók egyre nehezebben tudják elkülöníteni, hogy mit tesznek a karrierjük és mit a tudományos fejlesztések érdekében (Butler-Spoelstra 2020). A magas teljesítményelvárások időnyomást, sürgetettséget generálnak (Vostal 2015) és Stupnisky és munkatársai (2015) kutatása arra is rámutat, hogy kutatói sikeresség csak magas terhelhetőség mentén érhető el, túlórák vállalásával, betegen is megvalósított munkavégzéssel, vagyis jelenlétizmus (presenteeism) révén (Aronson et al 2000;Walinga-Rowe 2013).…”

“…A gyorsaság a siker kulcsa. Az egyén megküzdési stratégiái -túlórák, többletfeladatok vállalása, időmenedzsment, gyorsaság -ugyanakkor hosszabb távon nem fenntarthatóak, az egyén kiégéséhez és a szervezetben elérhető támogató erőforrásoktól való elszigetelődéséhez vezet(het)nek (Walinga-Rowe 2013).…”