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International Handbook of Work and Health Psychology
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International Handbook of Work and Health Psychology
by Marc J. Schabracq, James C. Quick, Cary L. Cooper
International Handbook of Work and Health Psychology, 3rd Edition
Cover
Title page
About the Editors
List of Contributors
CHAPTER 1: Introduction
1.1 THE THIRD EDITION
1.2 THE CONTEXT OF WORK AND HEALTH PSYCHOLOGY
1.3 THE OUTLINE
REFERENCES
PART I: The Context of Work and Health Today
CHAPTER 2: Health and Well-Being: The Role of the Psychological Contract
2.1 INTRODUCTION
2.2 WHAT IS THE PSYCHOLOGICAL CONTRACT AND WHY IS IT RELEVANT TO THE STUDY OF EMPLOYEE HEALTH AND WELL-BEING?
2.3 RESEARCHING THE PSYCHOLOGICAL CONTRACT AND OUTCOMES
2.4 STUDIES OF THE PSYCHOLOGICAL CONTRACT AND WELL-BEING
2.5 POLICIES AND PRACTICES TO PROMOTE THE PSYCHOLOGICAL CONTRACT
2.6 CONCLUSIONS
REFERENCES
CHAPTER 3: The Social Context of Work Life: Implications for Burnout and Work Engagement
3.1 DEFINITIONS AND BACKGROUND
3.2 PREDICTORS: DEMANDS, RESOURCES AND VALUES
3.3 THE SOCIAL ENVIRONMENT OF WORK
3.4 INCLUDING SOCIAL ENVIRONMENT INTO RESEARCH MODELS OF BURNOUT AND ENGAGEMENT
3.5 PROPOSED MODEL AND RESEARCH QUESTIONS
REFERENCES
CHAPTER 4: The Effects of Job Strain on Risk Factors for Cardiovascular Disease
4.1 THE OBJECTIVES AND SCOPE OF THE REVIEW
4.2 A GENERAL FRAMEWORK FOR THE STUDY OF THE HEALTH CONSEQUENCES OF STRESS AT WORK
4.3 MODELS EXPLAINING THE EFFECTS OF WORK STRESS ON PHYSIOLOGICAL RISK FACTORS
4.4 THE JDC-S MODEL AND BLOOD LIPIDS
4.5 THE JDC-S MODEL AND BLOOD PRESSURE
4.6 THE JDC-S MODEL AND MICRO-INFLAMMATION BIOMARKERS
4.7 THE JDC-S MODEL AND SLEEP PROBLEMS
4.8 SUMMARY AND CONCLUSIONS
REFERENCES
CHAPTER 5: Sickness Presenteeism and Attendance Pressure Factors: Implications for Practice
5.1 DEFINING SICKNESS PRESENTEEISM
5.2 CONSEQUENCES OF PRESENTEEISM AND ABSENTEEISM
5.3 PREDICTORS OF SICKNESS PRESENTEEISM
5.4 IMPLICATIONS FOR PRACTICE
REFERENCES
PART II: Individual Differences and Health
CHAPTER 6: Individual Differences, Work Stress and Health
6.1 INTRODUCTION
6.2 INDIVIDUAL DIFFERENCES AND STRESS EXPERIENCES: BASIC MECHANISMS
6.3 WHAT MAKES STRESSORS STRESSFUL? THE ROLE OF GOALS AND ASPIRATIONS IN THE STRESS PROCESS
6.4 VULNERABLE VS. RESILIENT PERSONS
6.5 RESPONSE TENDENCIES AND COPING
6.6 FINAL COMMENTS
REFERENCES
CHAPTER 7: Gender and Work Stress: Unique Stressors, Unique Responses
7.1 UNIQUE STRESSORS FOR WORKING WOMEN
7.2 RESPONSES TO WORKPLACE STRESSORS
7.3 WITHIN-GROUP GENDER STRESSORS?
7.4 SUMMARY
REFERENCES
CHAPTER 8: Work Experiences, Stress and Health among Managerial Women: Research and Practice
8.1 INTRODUCTION
8.2 WORK EXPERIENCES OF MANAGERIAL WOMEN AND MEN
8.3 OCCUPATIONAL STRESS AND HEALTH
8.4 RESEARCH AND PRACTICE
ACKNOWLEDGEMENTS
REFERENCES
PART III: The Role of Workplace Factors on Health
CHAPTER 9: The Role of Job Control in Employee Health and Well-Being
9.1 CONTROL AND STRESS IN THE WORKPLACE
9.2 MODELS OF CONTROL AND STRESS
9.3 CONTROL PREDISPOSITIONS
9.4 MOVING FORWARD
REFERENCES
CHAPTER 10: Stress and Careers
10.1 PERSONAL DIFFERENCES
10.2 WHAT IS THE ‘RIGHT’ LEVEL OF STRESS?
10.3 STRESS MANAGEMENT – ORGANIZATIONAL PERSPECTIVE
10.4 A PORTFOLIO OF STRESS-RELATED CAREER MANAGEMENT PRACTICES
10.5 INDIVIDUAL IMPLICATIONS
10.6 MANAGERIAL IMPLICATIONS
10.7 WHOSE JOB IT IS?
REFERENCES
CHAPTER 11: New Technologies and Stress
11.1 INTRODUCTION
11.2 THE IMPACT OF NEW TECHNOLOGIES ON STRESS
11.3 RESEARCH INTO THE IMPLEMENTATION OF NEW TECHNOLOGIES
11.4 PRACTICAL IMPLICATIONS
11.5 CONCLUSION
REFERENCES
CHAPTER 12: Flexibility at Work in Relation to Employee Health
12.1 PHYSIOLOGICAL FLEXIBILITY
12.2 PSYCHOLOGICAL FLEXIBILITY
12.3 ORGANIZATIONAL FLEXIBILITY
12.4 PHYSIOLOGICAL COUNTERPARTS OF THE DEMAND-CONTROL-SUPPORT MODEL
12.5 COMBINING THE INDIVIDUAL’S NEED FOR FLEXIBILITY WITH THAT OF THE WORK ORGANIZATION
12.6 PUBLIC HEALTH PERSPECTIVES
REFERENCES
CHAPTER 13: Acute Stress at Work
13.1 INTRODUCTION
13.2 WHAT IS ACUTE STRESS?
13.3 THEORETICAL BACKGROUND
13.4 THE PROCESS OF COPING
13.5 LONG-TERM DISTURBANCES
13.6 RISK FACTORS
13.7 INTERVENTION
13.8 CONCLUSIONS
REFERENCES
PART IV: Supporting Individuals at Work
CHAPTER 14: Management Development for Well-Being and Survival: Developing the Whole Person
14.1 INTRODUCTION
14.2 MANAGEMENT DEVELOPMENT WITHIN ORGANIZATIONS AS COMPLEX OPEN SYSTEMS
14.3 THE MANAGER’S WHOLE-LIFE MODEL: FIVE ARENAS OF LIFE
14.4 DEVELOPMENT IN THE PERSONAL ARENA
14.5 DEVELOPMENT IN THE WORK ARENA
14.6 STAYING ALIVE
14.7 CONCLUSION
ACKNOWLEDGEMENTS
REFERENCES
CHAPTER 15: Coaching in Organizations
15.1 INTRODUCTION
15.2 THE PURPOSE OF COACHING IN ORGANIZATIONS
15.3 THE COACHING PROCESS
15.4 APPLICATIONS
15.5 CASE EXAMPLES
15.6 FUTURE OF COACHING IN ORGANIZATIONS
REFERENCES
CHAPTER 16: Women’s Coping: Communal Versus Individualistic Orientation
16.1 STRESSORS IN THE WORKPLACE
16.2 EXAMINING THE MODEL OF RUGGED INDIVIDUALISM
16.3 THE STRESS OF WORK AND ITS INFLUENCE ON WOMEN
16.4 JOB-RELATED STRESSORS UNIQUE TO WOMEN
16.5 WORKPLACE SUPPORT
16.6 EMPHASIS ON INDIVIDUALISTIC ORIENTATION IN THE WORKPLACE
16.7 STRESS AT HOME
16.8 WORK–FAMILY ROLE CONFLICT
16.9 HOME-BASED SUPPORT
16.10 COMMUNAL ORIENTATION: DEVELOPING A COLLECTIVIST PERSPECTIVE
16.11 THE MULTIAXIAL MODEL OF COPING
16.12 HOW THE MULTIAXIAL MODEL OF COPING CHANGES COMMON COPING ASSUMPTIONS
16.13 IMPLICATIONS FOR INTERVENTION
16.14 CONCLUSIONS
REFERENCES
CHAPTER 17: Employee Assistance Programs: A Research-Based Primer
17.1 INTRODUCTION
17.2 WORKPLACE MENTAL HEALTH AND ADDICTIONS
17.3 PROFILE OF EMPLOYEE ASSISTANCE PROGRAMS
17.4 EAP OUTCOMES AND BUSINESS VALUE
17.5 FUTURE TRENDS IN EAP
17.6 CONCLUSION
REFERENCES
PART V: Organizational Approaches to Health and Well-Being
CHAPTER 18: Organizational Culture, Leadership, Change and Stress
18.1 LEADERSHIP AND STRESS
18.2 ORGANIZATIONAL CHANGE MANAGEMENT
18.3 TRANSFORMATIONAL PROCESSES
18.4 CONCLUSIONS
REFERENCES
CHAPTER 19: Building Interventions to Improve Staff Well-Being
19.1 BUILDING THE BUSINESS CASE
19.2 MEASURING WELL-BEING AND ENGAGEMENT LEVELS
19.3 A PRACTICAL GUIDE TO TAKING ACTION TO IMPROVE WORKING LIVES
19.4 SUMMARY
REFERENCES
CHAPTER 20: Stress and Effectiveness: An Approach for Changing Organizational Culture1
20.1 INTRODUCTION: ORGANIZATIONAL CULTURE, EVERYDAY REALITY AND STRESS
20.2 EVERYDAY WORK: STABILITY AND CHANGE
20.3 THE WORK ITSELF
20.4 THE WORK ENVIRONMENT: ORDERLINESS
20.5 THE WORK ENVIRONMENT: SOCIAL EMBEDDING
20.6 THE WORK ENVIRONMENT: COMPATIBILITY OF CONVICTIONS, VALUES AND GOALS
20.7 INTERVENTIONS
REFERENCES
CHAPTER 21: Epilogue
21.1 A MORE POSITIVE FUTURE
21.2 PSYCHOLOGICALLY HEALTHY WORKPLACES
21.3 INTERVENTIONS
REFERENCES
Index
End User License Agreement
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International Handbook of Work and Health Psychology
CONTENTS
Cover
Title page
About the Editors
List of Contributors
CHAPTER 1: Introduction
1.1 THE THIRD EDITION
1.2 THE CONTEXT OF WORK AND HEALTH PSYCHOLOGY
1.3 THE OUTLINE
REFERENCES
PART I: The Context of Work and Health Today
CHAPTER 2: Health and Well-Being: The Role of the Psychological Contract
2.1 INTRODUCTION
2.2 WHAT IS THE PSYCHOLOGICAL CONTRACT AND WHY IS IT RELEVANT TO THE STUDY OF EMPLOYEE HEALTH AND WELL-BEING?
2.3 RESEARCHING THE PSYCHOLOGICAL CONTRACT AND OUTCOMES
2.4 STUDIES OF THE PSYCHOLOGICAL CONTRACT AND WELL-BEING
2.5 POLICIES AND PRACTICES TO PROMOTE THE PSYCHOLOGICAL CONTRACT
2.6 CONCLUSIONS
REFERENCES
CHAPTER 3: The Social Context of Work Life: Implications for Burnout and Work Engagement
3.1 DEFINITIONS AND BACKGROUND
3.2 PREDICTORS: DEMANDS, RESOURCES AND VALUES
3.3 THE SOCIAL ENVIRONMENT OF WORK
3.4 INCLUDING SOCIAL ENVIRONMENT INTO RESEARCH MODELS OF BURNOUT AND ENGAGEMENT
3.5 PROPOSED MODEL AND RESEARCH QUESTIONS
REFERENCES
CHAPTER 4: The Effects of Job Strain on Risk Factors for Cardiovascular Disease
4.1 THE OBJECTIVES AND SCOPE OF THE REVIEW
4.2 A GENERAL FRAMEWORK FOR THE STUDY OF THE HEALTH CONSEQUENCES OF STRESS AT WORK
4.3 MODELS EXPLAINING THE EFFECTS OF WORK STRESS ON PHYSIOLOGICAL RISK FACTORS
4.4 THE JDC-S MODEL AND BLOOD LIPIDS
4.5 THE JDC-S MODEL AND BLOOD PRESSURE
4.6 THE JDC-S MODEL AND MICRO-INFLAMMATION BIOMARKERS
4.7 THE JDC-S MODEL AND SLEEP PROBLEMS
4.8 SUMMARY AND CONCLUSIONS
REFERENCES
CHAPTER 5: Sickness Presenteeism and Attendance Pressure Factors: Implications for Practice
5.1 DEFINING SICKNESS PRESENTEEISM
5.2 CONSEQUENCES OF PRESENTEEISM AND ABSENTEEISM
5.3 PREDICTORS OF SICKNESS PRESENTEEISM
5.4 IMPLICATIONS FOR PRACTICE
REFERENCES
PART II: Individual Differences and Health
CHAPTER 6: Individual Differences, Work Stress and Health
6.1 INTRODUCTION
6.2 INDIVIDUAL DIFFERENCES AND STRESS EXPERIENCES: BASIC MECHANISMS
6.3 WHAT MAKES STRESSORS STRESSFUL? THE ROLE OF GOALS AND ASPIRATIONS IN THE STRESS PROCESS
6.4 VULNERABLE VS. RESILIENT PERSONS
6.5 RESPONSE TENDENCIES AND COPING
6.6 FINAL COMMENTS
REFERENCES
CHAPTER 7: Gender and Work Stress: Unique Stressors, Unique Responses
7.1 UNIQUE STRESSORS FOR WORKING WOMEN
7.2 RESPONSES TO WORKPLACE STRESSORS
7.3
WITHIN
-GROUP GENDER STRESSORS?
7.4 SUMMARY
REFERENCES
CHAPTER 8: Work Experiences, Stress and Health among Managerial Women: Research and Practice
8.1 INTRODUCTION
8.2 WORK EXPERIENCES OF MANAGERIAL WOMEN AND MEN
8.3 OCCUPATIONAL STRESS AND HEALTH
8.4 RESEARCH AND PRACTICE
ACKNOWLEDGEMENTS
REFERENCES
PART III: The Role of Workplace Factors on Health
CHAPTER 9: The Role of Job Control in Employee Health and Well-Being
9.1 CONTROL AND STRESS IN THE WORKPLACE
9.2 MODELS OF CONTROL AND STRESS
9.3 CONTROL PREDISPOSITIONS
9.4 MOVING FORWARD
REFERENCES
CHAPTER 10: Stress and Careers
10.1 PERSONAL DIFFERENCES
10.2 WHAT IS THE ‘RIGHT’ LEVEL OF STRESS?
10.3 STRESS MANAGEMENT – ORGANIZATIONAL PERSPECTIVE
10.4 A PORTFOLIO OF STRESS-RELATED CAREER MANAGEMENT PRACTICES
10.5 INDIVIDUAL IMPLICATIONS
10.6 MANAGERIAL IMPLICATIONS
10.7 WHOSE JOB IT IS?
REFERENCES
CHAPTER 11: New Technologies and Stress
11.1 INTRODUCTION
11.2 THE IMPACT OF NEW TECHNOLOGIES ON STRESS
11.3 RESEARCH INTO THE IMPLEMENTATION OF NEW TECHNOLOGIES
11.4 PRACTICAL IMPLICATIONS
11.5 CONCLUSION
REFERENCES
CHAPTER 12: Flexibility at Work in Relation to Employee Health
12.1 PHYSIOLOGICAL FLEXIBILITY
12.2 PSYCHOLOGICAL FLEXIBILITY
12.3 ORGANIZATIONAL FLEXIBILITY
12.4 PHYSIOLOGICAL COUNTERPARTS OF THE DEMAND-CONTROL-SUPPORT MODEL
12.5 COMBINING THE INDIVIDUAL’S NEED FOR FLEXIBILITY WITH THAT OF THE WORK ORGANIZATION
12.6 PUBLIC HEALTH PERSPECTIVES
REFERENCES
CHAPTER 13: Acute Stress at Work
13.1 INTRODUCTION
13.2 WHAT IS ACUTE STRESS?
13.3 THEORETICAL BACKGROUND
13.4 THE PROCESS OF COPING
13.5 LONG-TERM DISTURBANCES
13.6 RISK FACTORS
13.7 INTERVENTION
13.8 CONCLUSIONS
REFERENCES
PART IV: Supporting Individuals at Work
CHAPTER 14: Management Development for Well-Being and Survival: Developing the Whole Person
14.1 INTRODUCTION
14.2 MANAGEMENT DEVELOPMENT WITHIN ORGANIZATIONS AS COMPLEX OPEN SYSTEMS
14.3 THE MANAGER’S WHOLE-LIFE MODEL: FIVE ARENAS OF LIFE
14.4 DEVELOPMENT IN THE PERSONAL ARENA
14.5 DEVELOPMENT IN THE WORK ARENA
14.6 STAYING ALIVE
14.7 CONCLUSION
ACKNOWLEDGEMENTS
REFERENCES
CHAPTER 15: Coaching in Organizations
15.1 INTRODUCTION
15.2 THE PURPOSE OF COACHING IN ORGANIZATIONS
15.3 THE COACHING PROCESS
15.4 APPLICATIONS
15.5 CASE EXAMPLES
15.6 FUTURE OF COACHING IN ORGANIZATIONS
REFERENCES
CHAPTER 16: Women’s Coping: Communal Versus Individualistic Orientation
16.1 STRESSORS IN THE WORKPLACE
16.2 EXAMINING THE MODEL OF RUGGED INDIVIDUALISM
16.3 THE STRESS OF WORK AND ITS INFLUENCE ON WOMEN
16.4 JOB-RELATED STRESSORS UNIQUE TO WOMEN
16.5 WORKPLACE SUPPORT
16.6 EMPHASIS ON INDIVIDUALISTIC ORIENTATION IN THE WORKPLACE
16.7 STRESS AT HOME
16.8 WORK–FAMILY ROLE CONFLICT
16.9 HOME-BASED SUPPORT
16.10 COMMUNAL ORIENTATION: DEVELOPING A COLLECTIVIST PERSPECTIVE
16.11 THE MULTIAXIAL MODEL OF COPING
16.12 HOW THE MULTIAXIAL MODEL OF COPING CHANGES COMMON COPING ASSUMPTIONS
16.13 IMPLICATIONS FOR INTERVENTION
16.14 CONCLUSIONS
REFERENCES
CHAPTER 17: Employee Assistance Programs: A Research-Based Primer
17.1 INTRODUCTION
17.2 WORKPLACE MENTAL HEALTH AND ADDICTIONS
17.3 PROFILE OF EMPLOYEE ASSISTANCE PROGRAMS
17.4 EAP OUTCOMES AND BUSINESS VALUE
17.5 FUTURE TRENDS IN EAP
17.6 CONCLUSION
REFERENCES
PART V: Organizational Approaches to Health and Well-Being
CHAPTER 18: Organizational Culture, Leadership, Change and Stress
18.1 LEADERSHIP AND STRESS
18.2 ORGANIZATIONAL CHANGE MANAGEMENT
18.3 TRANSFORMATIONAL PROCESSES
18.4 CONCLUSIONS
REFERENCES
CHAPTER 19: Building Interventions to Improve Staff Well-Being
19.1 BUILDING THE BUSINESS CASE
19.2 MEASURING WELL-BEING AND ENGAGEMENT LEVELS
19.3 A PRACTICAL GUIDE TO TAKING ACTION TO IMPROVE WORKING LIVES
19.4 SUMMARY
REFERENCES
CHAPTER 20: Stress and Effectiveness: An Approach for Changing Organizational Culture
1
20.1 INTRODUCTION: ORGANIZATIONAL CULTURE, EVERYDAY REALITY AND STRESS
20.2 EVERYDAY WORK: STABILITY AND CHANGE
20.3 THE WORK ITSELF
20.4 THE WORK ENVIRONMENT: ORDERLINESS
20.5 THE WORK ENVIRONMENT: SOCIAL EMBEDDING
20.6 THE WORK ENVIRONMENT: COMPATIBILITY OF CONVICTIONS, VALUES AND GOALS
20.7 INTERVENTIONS
REFERENCES
CHAPTER 21: Epilogue
21.1 A MORE POSITIVE FUTURE
21.2 PSYCHOLOGICALLY HEALTHY WORKPLACES
21.3 INTERVENTIONS
REFERENCES
Index
End User License Agreement
List of Tables
Chapter 02
Table 2.1 Perceptions of the impact of work experiences on health and well-being
Chapter 05
Table 5.1 Determinants of presenteeism
Table 5.2 Examples of interventions
Chapter 10
Table 10.1 Career stage and sources of career stress
Chapter 12
Table 12.1 Correlations between self-reported coping patterns and self-reported work environment in randomly selected working men and women in Stockholm (n = 80–90 for both groups)
Chapter 15
Table 15.1 The SHL corporate leadership model
Table 15.2 PRACTICE model of coaching, counselling, psychotherapy and stress management
Chapter 17
Table 17.1 EAP core technology components
Table 17.2 EAP impact on employee work performance: results from six studies
Chapter 19
Table 19.1 Stakeholder Analysis Matrix
Table 19.2 Layers of intervention
List of Illustrations
Chapter 03
Figure 3.1 Model of burnout and work engagement.
Chapter 04
Figure 4.1 A theoretical framework depicting possible pathways for the effects of stress at work on physical health.
Chapter 07
Figure 7.1 US women in business pyramids
Figure 7.2 Unique stressors and responses for working women.
Chapter 09
Figure 9.1 A general model of job stress
Figure 9.2 The many roles of control in the job stress processexternals. Individual differences in the extent to which a person believes he or she is effective in conducting job tasks is self-efficacy within the work setting (Jex & Bliese, 1999).
Figure 9.3 Spector’s (1998) control-emotion model of stress
Chapter 10
Figure 10.1 Fit between personal stress tolerance and work environment characteristics
Figure 10.2 Assumed association between work-related stress and work performance
Figure 10.3 The career active system triad.
Chapter 14
Figure 14.1 The manager’s whole-life model: five arenas of life.
Chapter 16
Figure 16.1 The multiaxial model of coping.
Chapter 19
Figure 19.1 Process for Structuring the Well-being Business Case
Figure 19.2 The ASSET process
Figure 19.3 Well-being drivers that leaders influence and the HSE Management Standards
Guide
Cover
Table of Contents
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