* Written by a leading occupational psychologist
* Explores the causes of occupational stress
* Provides evidence-based prevention strategies
* Highlights current self-report measures
The workplace can be a major source of stress, and this can cause health problems that have a negative impact on the individuals, organizational, and society. This concise, evidence-based volume,written by a leading occupational health psychologist, explores how work conditions and organizational characteristics pose threats and harms to people's wellbeing through the lens of occupation stress theories and models. The author then summarizes the potential adverse impacts of major job stressors across individuals, families, organizations, and nations. In a final section, several evidence-based prevention strategies targeting individuals, management, and organizations are explored, including recovery from work, job crafting, and supervisors as change agents. Practitioners can modify and tailor these actionable strategies to assist employees and organizations in managing occupational stress. This book is essential reading for clinical and occupational psychologists, managers, supervisors, and anyone interested in making the workplace a healthier place.
Dedication
Preface
1 Description
1.1 Terminology
1.1.1 Occupations
1.1.2 Occupational Stress
1.1.3 Job Stressors
1.1.4 Causal Relations: Job Stressors and Strains
1.1.5 Consequences of Job Stressors
2 Theories and Models
2.1 Role Stress Theory
2.2 Transactional Theory
2.3 Person-Environment Fit Theory
2.4 Job Demands-Resources Theory
2.4.1 Effort-Reward Imbalance Model
2.4.2 Demands-Control Model
2.4.3 Demands-Control-Support Model
2.4.4 Job Demands-Resources (JD-R) Theory
3 Job Stressors and Their Impacts
3.1 Role Conflict and Role Ambiguity
3.1.1 Role Overload
3.1.2 Illegitimate Tasks
3.2 Work-Family Conflict
3.3 Workload
3.3.1 Workplace Telepressure
3.4 Lack of Control or Autonomy
3.5 Organizational Constraints
3.6 Organizational Justice
3.7 Organizational Politics
3.8 Workplace Mistreatment
4 Preventive Interventions
4.1 Promoting Recovery From Work
4.2 Improve Well-Being by Job Crafting
4.3 Supervisor as a Change Agent
4.3.1 Family-Supportive Supervisor Behaviors
4.3.2 Supportive Supervisor Behaviors and Job Crafting
4.3.3 Improve Well-Being by Reducing Workplace Mistreatment
4.4 Redesigning Work to Promote Job Control
4.5 A Final Note
5 Case Vignette
6 Further Reading
7 References
8 Appendix: Tools and Resources
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