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WORK STRESS - Coggle Diagram

- - - - There are different types of role conflicts:
        
        Intra-demanding: It is when the supervisor or a person he/she directs, communicates expectations that are incompatible and inconsistent with each other.
        
        Inter – claimant: Occurs when two or more people communicate incompatible role expectations.
        
        Personal-role conflict: When an incompatibility between an individual's values or beliefs and expectations. This form of conflict puts the individual in direct opposition to behaviors that others expect.
        
        CONSEQUENCES OF WORK STRESS:
        If stress situations occur frequently and intensely in the individual's environment, then these manifestations will occur in the individual. The manifestation of stress varies according to the person and can involve medical, psychological and behavioral consequences.
        Individual work stress, once it is present in the environment of the different areas of an organization, will have consequences that will negatively affect it. (Quick and Quick, 1984) establish two types of consequences: direct and indirect.
        Direct:
        
        Labor Absenteeism
        
        Lateness and delay at work
        
        Staff turnover.
        
        Hints:
        
        Quantity of productivity
        
        Productivity quality
        
        Accidents.
- - - - The demand-control model
        Robert Karasek formulated the demand-control explanatory model of job stress based on the psychological demands of work and the level of control over them.
        In Karasek's formulation, psychological demands have an essentially quantitative conception: volume of work in relation to the time available to do it (time pressure) and interruptions that force one to leave tasks momentarily and return to them later.
        The effort-reward model
        According to Siegrist, distressing experiences are the consequence of threats to the continuity of essential social roles, among which occupation is one of the main ones. Thus, the effort-reward model explains job stress and its effects on health in terms of people's control over their own future or, in Siegrist's words, long-term rewards.
- - - - THE MOST COMMON STRESSORS IN ASSESSMENT
        The most common stressors in evaluation are the following: - Role ambiguity
        
        Conflicts in the Role.
        
        Work overload.
        
        Career progress
        
        Relationships
        
        Institutional Climate
        
        ROLE AMBIGUITY
        In order to describe the "Role Ambiguity" we will initially refer to the definition provided by the dictionary of the Royal Spanish Academy where it defines ambiguity as "That can be understood in several ways or admit different interpretations and therefore give reason for doubts , uncertainty or confusion.”
        WORK OVERLOAD
        We consider work overload to be a stressor agent when in an educational organization the time available is not enough or the demands imposed are too many in relation to the hours dedicated to the Institution.
        We can distinguish two types of work overload:
        
        Quantitative: Working hours are excessive or the number of tasks to be carried out exceeds the hours allocated for that purpose.
        
        Qualitatively: The tasks to be carried out far exceed the individual's knowledge of the evaluation or the individual has not been trained or perfected on the activity to be carried out.
        
        Job Stability: We understand job stability as the security perceived by the individual to remain for a certain time, complying with the established standards, in an educational institution.
        Status: According to the Dictionary of the Royal Spanish Academy, status is the “Social position that a person occupies within a group or in society”.
        Informal Status: It is one that deals with knowledge, experience, seniority, demonstrated skills within the organization.
        Formal Status: It arises from the result of appointments, titles, or other form of official designation within the organization.
        Institutional Climate: The institutional climate is a broad concept that encompasses the relationship modes of its actors, the ways in which norms are defined, the leadership of its directors, the sense of belonging to the institution, the active participation of its members, to the existing channels of communication between its members, to human relations, etc.
- - - - Social support
        Establishment and development of social networks, which can provide social support to the individual. Social relationships with other individuals can be a source of psychological or instrumental help. A social group can become a reference that facilitates the individual a better adaptation and integration in reality.
        Breath control techniques
        "Stress situations usually cause rapid and shallow breathing, which implies a reduced use of the functional capacity of the lungs, poorer oxygenation, greater expenditure and an increase in the general tension of the organism" (Labrador, 1992).
        Social skills training
        Through this technique, self-esteem is developed and the stress reaction is avoided. It is about training the individual to manage to behave in an assertive way, which consists of achieving a greater capacity to express feelings, desires and needs freely, clearly and unequivocally before others, and that is aimed at achieving the objectives. of the individual, respecting the points of view of the other. The execution of this technique is carried out through Role Playing practices.
        
        self-control techniques
        The objective of these techniques is to seek that the individual has control of his own behavior through the training of his ability to regulate the circumstances that accompany his behavior (circumstances that precede his behavior and circumstances consequent to that behavior).
        "These procedures are very useful in the management and control of behaviors involved in stressful situations and are useful not only to improve behaviors that have already caused problems, but also to prevent the possible appearance of problem behaviors" (Labrador, 1992).