Occupational stress Study Guide

📖 Core Concepts Occupational stress – chronic psychological stress that originates from job‑related conditions. Job strain – the harmful combination of high psychological demands with low decision latitude (control). Iso‑strain – high demand + low control + low social support. Effort‑Reward Imbalance (ERI) – high effort at work that is not matched by adequate rewards (salary, esteem, security). Job Demands‑Resources (JD‑R) model – demands require effort; resources (physical, psychological, social, organizational) help meet demands and buffer strain. Person‑Environment Fit – stress rises when an employee’s abilities, needs, or values do not match job requirements. Role conflict / ambiguity – incompatible demands or unclear role expectations that generate strain. Organizational climate – collective appraisal of the work environment (safety, mistreatment, work‑family balance). --- 📌 Must Remember High demand + low control → ↑ risk of ischemic heart disease, stroke, and hypertension. ERI & over‑commitment → greater psychological strain and higher health‑risk behaviors. Women experience higher stress levels due to work‑family conflict, pay gap, and greater harassment risk. Long working hours modestly increase cardiovascular disease and stroke risk (meta‑analysis >600 k workers). Bullying & interpersonal conflict → depression, absenteeism, higher health‑care costs. Total Worker Health = integration of occupational safety + health promotion → better safety & health outcomes. Cognitive‑behavioral interventions > relaxation or pure org‑level changes for reducing psychological distress. --- 🔄 Key Processes Assessing Job Strain (Demand‑Control‑Support) Measure psychological demand (workload, time pressure). Measure decision latitude (autonomy, skill use). Measure social support (supervisor/colleague). Identify iso‑strain when all three are unfavorable. Effort‑Reward Imbalance Assessment Quantify effort (time, workload). Quantify reward (pay, esteem, security). Compute ERI ratio = effort / reward ( >1 indicates imbalance). Designing a Job‑Redesign Intervention Step 1: Diagnose stressors (surveys, observations). Step 2: Increase decision latitude (task variety, autonomy). Step 3: Boost resources (training, supervisor support). Step 4: Implement and monitor outcomes (absenteeism, health metrics). Implementing a Work‑Family Support Program Train supervisors in family‑supportive behaviors. Provide flexible scheduling / remote work options. Evaluate impact on sleep quality, safety compliance, turnover intentions. --- 🔍 Key Comparisons Demand‑Control vs. Effort‑Reward Demand‑Control: focuses on workload & autonomy. Effort‑Reward: focuses on effort vs. tangible/psychological rewards. Quantitative vs. Qualitative Workload Quantitative: “too much” work (overload). Qualitative: “too hard” work (misfit with skills). Cognitive‑Behavioral vs. Relaxation‑Only Interventions CBT: targets maladaptive thoughts → larger reductions in distress. Relaxation: symptom relief only, smaller effect sizes. Remote Work vs. Traditional On‑Site Remote: ↑ control, better work‑life balance, higher satisfaction. On‑Site: potential for isolation, less autonomy. --- ⚠️ Common Misunderstandings “Stress is always bad.” – Acute stress can be motivating; chronic, uncontrolled stress is harmful. “High pay eliminates stress.” – Pay is often linked to autonomy; low‑pay jobs typically have low control → still stressful. “Only mental health is affected.” – Occupational stress also raises risk for cardiovascular disease, musculoskeletal disorders, infections, and injuries. “Women are stressed because they work harder.” – The why includes disproportionate unpaid labor, role conflict, and stereotype threat, not simply work hours. --- 🧠 Mental Models / Intuition Stress as a “Balance Scale”: Demands (weight on left) vs. Resources/Control (weight on right). When the left side outweighs the right, the scale tips toward strain. Iso‑strain as a “Triple Threat”: Imagine a storm (high demand) hitting a house with broken windows (low control) and no shelter (low support) → catastrophic damage. Fit‑Fit Analogy: Like a key (person) must fit the lock (job). A perfect fit turns smoothly (low stress); a poor fit jams (high strain). --- 🚩 Exceptions & Edge Cases High demand + high control can be challenging rather than stressful (e.g., high‑skill professions). Remote work may increase isolation for employees who rely heavily on social support; monitor for reduced support. Overcommitment can exacerbate ERI even when rewards appear adequate. Cultural differences: some societies place higher value on collectivist support, moderating the impact of low autonomy. --- 📍 When to Use Which Use Demand‑Control‑Support when assessing mental strain in jobs with clear workload and autonomy metrics (e.g., manufacturing, office). Use Effort‑Reward Imbalance for professions where reward perception (salary, status, security) is central (e.g., academia, sales). Apply JD‑R model when you need to consider both demands and a broad set of resources (social, organizational). Select CBT‑based programs for individuals with high anxiety/depression; choose organizational redesign for systemic iso‑strain. --- 👀 Patterns to Recognize “High demand + low autonomy” → red flag for cardiovascular risk. Repeated reports of “unclear expectations” → likely role ambiguity → target with role clarification. Elevated cortisol + burnout symptoms → chronic occupational stress (biomarker + behavioral). Gender‑specific stressors (e.g., work‑family conflict, harassment) → look for intersecting interventions (policy, support). --- 🗂️ Exam Traps Trap: “Any high‑pay job is low‑stress.” – Counter: high pay often comes with high control, but stress can still arise from other demands. Trap: “Long hours always cause burnout.” – Counter: burnout also requires low resources; high‑resource environments can mitigate long‑hour effects. Trap: “Only the demand‑control model matters.” – Counter: ERI, JD‑R, and person‑environment fit each capture distinct stress pathways. Trap: “Remote work eliminates stress.” – Counter: remote work can increase stress if social support drops or boundaries blur. ---