Self-perceived occupational stress and distress in a Scottish police force

This paper describes an empirical study (n = 699) of occupational stress in a Scottish police force. The self-perceived stress associated with a variety of organizational and opearational stressors was examined along with the associated distress in the police officers in terms of symptoms of anxiety, somatic complaint, severe depression and social dysfunction. The analysis revealed that in spite of the potential that police work offers for exposure to adverse opeational situations such as violence or death, the highest levels of associated stress lie in relation to organizational factors such as officers' perceptions of staff shortages, inadequate resources, time pressures, lack of communication and work overload. Differential rates of perceived stress are reported accordng to gender, rank and working location. This paper further validates previsous research on stress in British police and addresses the situation from a Scottish perspective.     

Burnout,job stress and violent behaviour among Dutch police officers

Much has been published on burnout in the human services. However, despite the extensive literature on job stress in policing, burnout in police officers has rarely been studied. The present study examined stressors in police work, focusing specifically on the lack of reciprocity that officers experience in relations with civilians, colleagues and the police service. It also investigated the relationship between burnout and the attitudes of officers towards violence, as well as to their own use of violence. Dutch police officers (N = 358) completed a self-report questionnaire. The results showed that: (1) organizational stressors were more prevalent than task-related stressors; (2) compared to other service jobs, police officers report a particular profile on the three scales of the Maslach Burnout Inventory (MBI)?a relatively low level of emotional exhaustion,an average level of depersonalization, and a high level of personal accomplishment; (3) burnout is associated with a lack of reciprocity between investments and outcomes in the relations that officers have with citizens, colleagues and their organization; and (4) burnout is positively related to attitudes towards use of violence and the use of violence during the officers' duty.     

Perceptions of work stress in Australian firefighters

Abstract

This study surveyed 747 firefighters on their perceptions of work stress. The current emphasis in the fire brigades is on the management of traumatic or critical incident stress, but other work stressors may also be important. The firefighters rated their jobs as more stressful than other occupations, and psychological work stress as highest among a set of potential sources and types of stress. Although many factors were mentioned, the most frequently indicated stressors were associated with exposure to traumatic incidents such as major accidents or the suffering of others. Those who had previous experience with stress were more likely to rate current and future risk of stress as higher. Knowledge of existing organizational approaches to stress management was limited. The firefighters rated individual and informal sessions for dealing with stress as potentially more useful than the formal debriefing sessions now common in many emergency organizatins. Those who had previous experience with stress, however, were more likely to favour a formal organizational approach.     

The social construction of the meaning of acute stressors: A qualitative study of the personal accounts of police officers using a stress counselling service

The police profession is one in which acute stressors are encountered more frequently than in other occupations. Using the personal accounts of 35 police officers attending an in-house stress counselling clinic, the aim of the present study was to provide a qualitative examination of how the institutional context of policing influenced the ways in which acute stressors signified to individual police officers experiencing felt distress. Using the framework of Rational Emotive Behaviour Therapy as an analytical tool, it is argued that beliefs contributing to the experience of felt distress are related to the way in which policing as both an identity and an activity is constructed through the police organizational culture. Not only do these constructions influence the ways in which officers perceive themselves and their environments, but they also operate at the collective level to 'normalize' some emotional responses and to 'pathologize' others which, it is argued, could impact upon the outcomes of interventions such as stress counselling.     

Organizational change,health, and sick leave among health care employees: A longitudinal study measuring stress markers,individual, and work site factors

Abstract

This controlled longitudinal study was conducted to investigate the effects of organizational change on employees’ self-reported health, work satisfaction, work-related exhaustion, stress, and sick leave. The population consisted of 226 employees at T1 and 198 at T2, divided into a study group affected by organizational changes, and a reference group not affected by them. Group differences for the outcome measures self-rated health (SRH), work satisfaction, work-related exhaustion, and hormones associated with stress were analysed using a two-factor ANOVA design for repeated measurements. Our findings showed no significant differences, either across time or between groups for SRH, work satisfaction, and work-related exhaustion. However, we did find significant change across time and between groups for the recovery hormone DHEA-S. Days of sick leave increased by 7% for employees in the study group and by 2% in the reference group. Serum cortisol showed significantly decreased levels across time but not between groups. The decreased recovery potential in the study group might have long-term health implications. The study points to the importance of looking at the impact of organizational change on employee well-being from a number of perspectives, such as self-reported health parameters, registered sick-leave data, and biological stress markers.     

Does change process healthiness reduce the negative effects of organizational change on the psychosocial work environment?

Abstract

This study aimed to investigate whether the detrimental effects of organizational change on the psychosocial work environment are reduced by the “healthiness” of change processes. This includes the management's awareness that the change may be experienced differently by various individuals and groups (diversity); availability of the manager during the process; the degree to which conflicts are resolved constructively; and the degree to which the new roles to be taken on are clarified. Two studies are presented. Using a randomized sample of the Norwegian working population (N = 2389), the first study showed that there were both direct and indirect positive relationships between organizational change and stress, with job demands (but not control and support) as a mediator. In the second study a healthy change process index (HCPI) was developed from dimensions of healthy change that had emerged in an earlier qualitative study. Using data from seven Norwegian enterprises undergoing change (N = 561), this study showed that the healthiness of the change process was related negatively to stress and positively to Control and Support, but not to Demands. Overall, these findings support the idea that a healthy process may not reduce the additional demands produced by organizational change. However, a healthy process may still be able to reduce the experience of stress and facilitate coping with stress and associated increased demands through enhancing the psychosocial work environment.     

Evaluating organizational-level work stress interventions: Beyond traditional methods

Abstract

Since the early 1990s, there has been a growing literature on organizational-level interventions for work-related stress, and associated calls for such interventions to be evaluated. At the same time, doubts have been expressed about the adequacy of traditional scientific research methods in applied psychology (the natural science paradigm) in providing an effective framework for such evaluations. This paper considers some of the philosophical and methodological issues raised by evaluation research in relation to organizational-level interventions for work-related stress. Four key issues are discussed: the concept of a study being “fit for purpose” in relation to research designs and the nature of acceptable evidence; the issue of control of research conditions in real-world studies; the need to evaluate process as well as outcome, including the interrelated nature of process and outcome; and the interpretation of imperfect evidence sets. The starting point of this paper is the reality of organizational life, which is complex and continually changing. Its main objective is not to offer an alternative to a scientific approach but to argue for a more broadly conceived and eclectic framework for evaluation that acknowledges the limitations of the traditional approach. It espouses an approach that is reflective of the reality of organizational life and in which the methods used for evaluating an intervention are fit for purpose. The paper concludes by offering an outline framework for this broader approach to the evaluation of interventions.     

ENOP: Organizational issues in hospitals

Abstract

The major aim of this study was to examine how job stress in the offshore working environment may affect workers experience of strain. This study also analyses both the main and moderator effect of social support on the association between job stress and strain. The association between strain and absenteeism is also analysed. The analyses are based on a self-completion questionnaire survey among employees on offshore oil installations in the Norwegian part of the North Sea (n = 1137). The data collection was carried out in 1994. A similar study was conducted in 1990. Job stress was found to be associated with job dissatisfaction, as well as experience of strain. Social support from a supervisor had a main effect on strain. Some evidence of the moderating effects of social support were found. The employees who had been absent from work experienced most strain. It is concluded that job stress predicted job dissatisfaction and strain. In turn, strain and absenteeism were associated with each other. These results suggest that improving organizational and social factors should be the focal area in health promotion in the offshore oil industry.     

Heart rate and blood pressure in male police officers and clerical workers on workdays and non-workdays

Abstract

Male police officers from a city police station in Tasmania (n = 20) and a matched group of clerical workers (n = 20) monitored their heart rate, blood pressure and self-reported levels of stress and arousal over a two-week period. Measurements on workdays during which stressful events occurred were compared to non-event workdays and non-workdays. Two group differences were demonstrated, with the clerical workers reporting higher levels of stress, and the police officers reporting higher levels of arousal. Support was evident for the distinction between workdays and non-workdays, and support was demonstrated for differences between different types of workdays. Evidence suggested that restricting the time frame of such research may lead to results that are inaccurate or inconsistent because workdays differ in content.     

Management consultancy’s role in delivering lasting [triple bottom line] benefits

Abstract

Management consultants have become ubiquitous in helping improve organizational performance. This paper presents an investigation of the impact of their interventions on organizational sustainability and growth through the performance improvement work carried out for and with their clients. The paper presents the findings of a questionnaire survey of 440 respondents from 206 countries; 197 of respondents were Small and Medium Sized Enterprises (SMEs) and 243 from large organizations. There is a particular focus on knowledge transfer in terms of urgency and impact of the work with regard to the extent to which consulting interventions in SMEs, as well as large multinational corporations, embed long-term sustainability practices.     

4 The Physical Environment in Organizations

Abstract

We review empirical research on the physical environment in professional, organizational work settings (i.e., offices, meeting rooms, and design work spaces) from the past several decades. This research reveals no common elements of the physical environment (e.g., enclosures and barriers in work spaces, adjustable work arrangements, personalized work spaces, and ambient surroundings) that are consistently and exclusively associated with desired outcomes in these work settings. Instead, these elements are routinely associated with both desired and undesired outcomes. Based on these findings, we suggest that understanding the role of physical environments in organizations requires an understanding of common trade-offs in organizational life. Further, we suggest that the prevalence of such trade-offs is grounded in tensions that are inherent to the functions that physical environments serve (i.e., aesthetic, instrumental, and symbolic functions). We provide an outline of these tensions and trade-offs in relation to common elements of the physical environment, and suggest that researchers consider these tensions and trade-offs in their future research.     

A process evaluation of individual and organizational occupational stress and health interventions

There is reason to believe that many health and stress interventions fail due to inattention to the effects of intervention implementation processes, but evaluations of these processes are found only rarely in the literature. The objective of the present study was to explore the issue of obstacles to implementation that may occur when stress and health interventions are introduced in work organizations. The study was conducted as a process evaluation of seven different individual and organizational interventions. Interviews were conducted in 22 post offices, 12 organizational units (such as care homes and local administrative units) of a Norwegian municipality, and in 10 shops in a shopping mall. The interviews took place before and after the interventions. The following key process factors were identified: (1) the ability to learn from failure and to motivate participants; (2) multi-level participation and negotiation, and differences in organizational perception; (3) insight into tacit and informal organizational behaviour; (4) clarification of roles and responsibilities, especially the role of middle management; and (5) competing projects and reorganization. For improved studies of interventions in the future we recommend that qualitative and quantitative methods be combined, that researchers build more on natural interventions that occur naturally within the organization, and that a pilot study be undertaken in order to investigate the cultural maturity of the organization.     

Individual and organizational strategies for coping with organizational change

Abstract

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue. Several strategies are discussed in relation to communication, leadership, job-related tasks and stress management programmes.     

Psychosocial safety climate as an antecedent of work characteristics and psychological strain: A multilevel model

Abstract

Psychosocial safety climate (PSC) refers to a specific organizational climate for the psychological health of workers. It is largely determined by management and at low levels is proposed as a latent pathogen for psychosocial risk factors and psychological strain. Using an extended Job Demands-Control-Support framework, we predicted the (24 month) cross-level effects of PSC on psychological strain via work conditions. We used a novel design whereby data from two unrelated samples of nurses working in remote areas were used across time (N=202, Time 1; N=163, Time 2), matched at the work unit level (N= 48). Using hierarchical linear modelling we found that unit PSC assessed by nurses predicted work conditions (workload, control, supervisor support) and psychological strain in different nurses in the same work unit 24 months later. There was evidence that the between-group relationship between unit PSC and psychological strain was mediated via Time 2 work conditions (workload, job control) as well as Time 1 emotional demands. The results support a multilevel work stress model with PSC as a plausible primary cause, or “cause of the causes”, of work-related strain. The study adds to the literature that identifies organizational contextual factors as origins of the work stress process.     

Spiritual development and meaningful work: a Habermasian critique

ABSTRACT

A dominant theme of the workplace spirituality discourse in HRD is its transformational nature which enables an organization to imbue work with purpose and meaning. Empirical studies have shown that providing meaningful work to employees enhances several indicators of organizational performance. However, this discourse ignores that such organizational interventions are shaped by capitalist power relations in which the organization is embedded. In this paper, I apply a critical theory perspective drawing from the work of Jurgen Habermas to show that workplace spirituality movement has emerged in response to the loss of meanings inherent in neoliberal capitalism. However, since this movement is operating on a logic of performativity and instrumental rationality, it represents an attempt to re-orient individual subjectivity and the spiritual realm of human experience to serve capitalism.     

Burnout, job stress and violent behaviour among Dutch police officers

Much has been published on burnout in the human services. However, despite the extensive literature on job stress in policing, burnout in police officers has rarely been studied. The present study examined stressors in police work, focusing specifically on the lack of reciprocity that officers experience in relations with civilians, colleagues and the police service. It also investigated the relationship between burnout and the attitudes of officers towards violence, as well as to their own use of violence. Dutch police officers (N = 358) completed a self-report questionnaire. The results showed that: (1) organizational stressors were more prevalent than task-related stressors; (2) compared to other service jobs, police officers report a particular profile on the three scales of the Maslach Burnout Inventory (MBI)?a relatively low level of emotional exhaustion,an average level of depersonalization, and a high level of personal accomplishment; (3) burnout is associated with a lack of reciprocity between investments and outcomes in the relations that officers have with citizens, colleagues and their organization; and (4) burnout is positively related to attitudes towards use of violence and the use of violence during the officers' duty.     

‘Management Standards’ and work-related stress in the UK: policy background and science

In the late 1990s, the Health and Safety Commission, as the lead authority in the UK responsible for Health and Safety at Work, conducted an extensive consultation exercise to elicit views about how work-related stress should be tackled. The Commission subsequently decided that regulation was not justified and opted for an approach with four strands. One of these was to work with stakeholders to develop clear, agreed standards of good management practice. This paper describes and discusses the rationale behind a standards-based approach that is essentially based on a method of controlling hazards. The Management Standards approach uses a taxonomy of six stressors that has evolved out of extensive research carried out on behalf of the UK's Health and Safety Executive (HSE) and in conjunction with stakeholders, and a three-phase risk assessment methodology. Further developmental work on the standards (which are to be subjected to public consultation) and associated measurement tools is described in a companion paper in this issue of Work & Stress (Cousins, Mackay, Clarke, Kelly, Kelly, & McCaig, ). The emphasis is on prevention towards reducing stress in the UK working population. We review current thinking on models of work stress, consider evidence linking workplace psychosocial factors and various health and organizational outcomes, and examine the effectiveness of organizational interventions. We argue that the literature supports an approach that aims to move organizational states (represented by the current situation) to more desirable ones (represented by the six Management Standards), and that this is an effective ‘population’ based approach to tackling workplace stress and promoting individual and organizational health.     

The role of stress and social support in Sick Building Syndrome

Sick Building Syndrome (SBS) involves seemingly healthy individuals experiencing long-lasting symptoms of physical distress in their work settings and is estimated to exist in 20 to 30% of all work settings in the USA. We examined differences in stress, social support and both physical and psychological symptoms reported by hospital personnel working in known SBS sites in Halifax, Nova Scotia (n = 297) with control employees working in relatively SBS-free settings (n = 228). We found that employees reporting that their health had been affected by the building in which they worked and those complaining of poor air quality were more likely to be found in SBS locations. In addition, those people with higher levels of organizational support and marginally higher levels of union support were also more likely to be found in SBS locations. Further analyses revealed that employees with higher role overload and greater family support, but lower levels of organizational support were more likely to report that their own health had been adversely affected by their place of work. Perceptions of poor air quality were predicted by higher levels of role conflict, role overload, and organizational stress and lower levels of organizational support. These results suggest that SBS may not be solely dependent on environmental factors.     

Physical exercise,employee fitness and the management of health at work

Abstract

This paper presents some recent data on why organizations invest in exercise and physical fitness programmes for their stiff. These data suggest that, owing to a lack of evaluation studies, organizations act mainly on the basis of assumption and belief. However, from a subsequent review of the available literature on the personal and organizational effects of such programmes, it appears that these assumptions and beliefs are not altogether unfounded. The paper concludes by discussing the ways in which exercise and employee fitness programmes might help die individual and their organization in terms of the management of health at work.