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Health & Well-being (HEALTH & WELL-BEING:
complete state of…
Health & Well-being
cognitive dissonance: incompatibility b/w yourself and A + B
- b/w items, values, people
- b/w goals and objectives in the system
- b/w past/present and future
- what one signed up for and what one should do
- what I am and what I should be
can experience this resulting from OC
Consequences of cognitive dissonance:
- trying to change the external env't --> RTC
- leaving the field --> turnover, withdrawal
- adjusting --> requires efforts, in turn creates emotional, mental, physical reactions
HEALTH & WELL-BEING:
- complete state of physical, mental and social well-being and not merely the absence of disease or infirmity (WHO)
- well-being is a preponderance of positive affect over negative affect (Diener)
Well-being Domains:
- physical (healthy/sick)
- emotional (contented, distressed)
- personal development (flourishing/demotivated)
- values (committed/disengaged)
- org/ work (prospering/failing)
ASSESSMENT
- General Health Questionnaires (GHQ) -- simple way to assess workforces' current health state
Two-dimensional model: enthusiasm-depression, anxiety-comfort (Warr, 1990)
PANAS: positive affet and negative affect only at high arousal (Watson et al, 1988)
Four-Factor Model of Affective Well-Being (AWB)
- four unipolar affects, rather than bipolar affects: enthusiasm, depression, anxiety, contentment
- pleasant/unpleasant & high arousal/low arousal:
negative-high - can relate to innovation
positive-high
negative-low - can be bad for well-being b/c apathy
positive-low
- well-being is not the intensity, but the frequency, of positive vs. negative affect
Classic psychological reactions to change:
- denial
- anger
- confusion
- depression
- crisis
- acceptance
- new confidence
[STRESS: the sum of the external conditions an individual is confronted with
- affect 1/5 of working pop
- single biggest cause of sickness in the UK
- costly for employers
(Health & Safety Executive)
STRAIN: the individual's short term response based on his/her subjective assessment of the stressful situation and their coping abilities and strategies](https://coggle.it/diagram/WS1OPqkbTwAB61YP)
General Stress Model
TRANSACTIONAL STRESS MODEL
(Lazarus, 2006)Stressor -->
Primary Appraisal (positive/negative/neutral) -->
Secondary Appraisal (coping abilities/resources sufficient) --> Stress
- it is not the event/situation that dictates whether stress occurs, but the appraisal of said event
- strain occurs when individual perceives incongruence b/w abilities + resources and demands of the situation
-
RESTRUCTURING:
- downsizing
- M&A
- delayering
- workforce reorg
EFFECTS OF ORG RESTRUCTURING
(*PROBST, 2003)
Restructuring leads to largely negative outcomes for EEs:
- reduced job security
- lower levels job sat
- reduced commitment
- increased negative affective reactions
- increased time pressure
- mental/physical health decline over time
- increased turnover intentions
Side-effects on org:
- productivity objectives not met
- personnel turnover
MODERATORS:personal
organisational
- sound planning
- transparency/communication
- fairness/participation
- change characteristics
CHANGE CHARACTERISTICS
(*RAFFERTY & GRIFFIN, 2006)
Things that influence ppl's responses to change, their job sat and turnover intentions
- frequency of change
- impact of change/transformational change
- planning involved in change
mediated by psychological uncertainty
--> individuals draw on coping resources to deal with diff situations, and such resources influence their appraisal of the situation
Results
- frequency of change - indirectly negatively associated w/ sat and positively associated with turnover intentions
- planning involved - indirectly positively related to turnover intentions (mediated thru psych uncertainty)
- supportive leadership has a strong impact on all 3 perceptions
important for leaders to provide support and consider individual needs in a changing env't
HEALTHY CHANGE PROCESS INDEX (HCPI)
(*TVEDT et al, 2009)Healthiness:
- awareness of diversity
- manager availability
- constructive conflicts
- early role clarification
- healthiness of change process (HCPI) negatively related to stress
- HCPI positively related to support that in turn was negatively related to stress
- HCPI has no effect on demands that cause stress
.: mgrs should be aware of the change experience of EEs, be available to address concerns and reduce uncertainty, allow for constructive conflicts, clarify roles