Workplace stress is a growing concern for human resource managers. Although considerable scholarly and practical attention has been devoted to stress management over the years, the time has come for new perspectives and research. Drawing from the emerging field of positive organizational behavior, this study offers research findings with implications for combating occupational stress. Specifically, data from a large sample of working adults across a variety of industries suggest that psychological capital (the positive resources of efficacy, hope, optimism, and resilience) may be key to better understanding the variation in perceived symptoms of stress, as well as intentions to quit and job search behaviors. The article concludes with practical strategies aimed at leveraging and developing employees' psychological capital to help them better cope with workplace stress. © 2009 Wiley Periodicals, Inc.

Psychological capital: A positive resource for combating employee stress and turnover

This article describes 3 studies that explore the role of mindsets in the context of stress. In Study 1, we present data supporting the reliability and validity of an 8-item instrument, the Stress Mindset Measure (SMM), designed to assess the extent to which an individual believes that the effects of stress are either enhancing or debilitating. In Study 2, we demonstrate that stress mindsets can be altered by watching short, multimedia film clips presenting factual information biased toward defining the nature of stress in 1 of 2 ways (stress-is-enhancing vs. stress-is-debilitating). In Study 3, we demonstrate the effect of stress mindset on physiological and behavioral outcomes, showing that a stress-is-enhancing mindset is associated with moderate cortisol reactivity and high desire for feedback under stress. Together, these 3 studies suggest that stress mindset is a distinct and meaningful variable in determining the stress response.

Rethinking stress: The role of mindsets in determining the stress response

The aim of this paper is to investigate the roles of domestic and global leaders and organizations to COVID-19 and to consider the new role(s) of Human Resource Development (HRD) based on the ramif...

https://www.tandfonline.com/doi/pdf/10.1080/13678868.2020.1780078

Leadership competencies and the essential role of human resource development in times of crisis: a response to Covid-19 pandemic

Technostress—defined as stress that individuals experience due to their use of Information Systems—represents an emerging phenomenon of scholarly investigation. It examines how and why the use of IS causes individuals to experience various demands that they find stressful. This paper develops a framework for guiding future research in technostress experienced by individuals in organizations. We first review and critically analyse the state of current research on technostress reported in journals from the IS discipline and the non-IS disciplines that study stress in organizations (eg, organizational behaviour and psychological stress). We then develop our framework in the form of the “technostress trifecta”—techno-eustress, techno-distress, and Information Systems design principles for technostress. The paper challenges 3 key ideas imbued in the existing technostress literature. First, it develops the argument that, in contrast to negative outcomes, technostress can lead to positive outcomes such as greater effectiveness and innovation at work. Second, it suggests that instead of limiting the role of IS to that of being a stress creator in the technostress phenomenon, it should be expanded to that of enhancing the positive and mitigating the negative effects of technostress through appropriate design. Third, it lays the groundwork for guiding future research in technostress through an interdisciplinary framing that enriches both the IS and the psychological stress literatures through a potential discourse of disciplinary exchange.

/pdf/the-technostress-trifecta-techno-eustress-techno-distress-39wu13l5tn.pdf

The technostress trifecta - techno eustress, techno distress and design: Theoretical directions and an agenda for research

{This paper presents the VIMOS VLT Deep Survey around the Chandra Deep Field South (CDFS). We have measured 1599 new redshifts with VIMOS on the European Observatory Very Large Telescope - UT3, in an area 21x21.6 arcmin^2, including 784 redshifts in the Hubble Space Telescope - Advanced Camera for Surveys GOODS area. 30% of all objects with I_AB=24 have been observed independently of magnitude, indicating that the sample is purely magnitude limited. We have reached an unprecedented completeness level of 88% in terms of the ratio of secure measurements vs. observed objects, while 95% of all objects have a redshift measurement. A total of 1452 galaxies, 139 stars, 8 QSOs have a redshift identification, 141 of these being unsecure measurements. The redshift distribution down to I_AB=24 is peaked at a median redshift z=0.73, with a significant high redshift tail extending up to ~4. Several high density peaks in the distribution of galaxies are identified. In particular, the strong peak at z=0.735 contains more than 130 galaxies in a velocity range +/-2000 km/s distributed all across the transverse ~20 h^-1 Mpc of the survey. We are releasing all redshifts to the community, along with the cross identification with HST-ACS GOODS sources on the CENCOS database environment this http URL

/pdf/the-vimos-vlt-deep-survey-public-release-of-1599-redshifts-1krwa58lm1.pdf

The VIMOS VLT Deep Survey: Public release of 1599 redshifts to IAB<=24 across the Chandra Deep Field South

We examine the concepts of stress, distress, and eustress and develop three tenets that are used to relate these concepts to three major theories or models of occupational stress. Selye's concept of eustress or “good stress” appears to be largely ignored in the literature, while the Yerkes Dodson Law is illustrated as a model for management practice. We suggest that the meaning assigned to the word stress has shifted from Selye's original formulation, and that this shift, in conjunction with the use of the Yerkes Dodson Law leads to inappropriate management of stress in organizations. We conclude that the concept that some stress is good and enhances performance should be rejected in favour of more useful and accurate concepts.

Eustress, distress, and interpretation in occupational stress

This article reports on a qualitative study which investigates the role of time in the emotions experienced during organizational change. Whereas much empirical research on emotions and time has been conducted in highly controlled experimental settings, this study discusses subjects’ emotional experiences during real-life change events related to three temporal dimensions: speed, frequency and timing. Three themes emerge from our findings: the relationship between time, major change and negative emotion; the relationship between time and perception of control; and other factors such as fairness, disposition and emotional intelligence. This study’s contribution is to focus specifically on time, emotion and change in real-world contexts, and to derive implications for managing change and for future research based on social theories recognizing time’s subjective nature.

Emotional Responses to the Speed, Frequency and Timing of Organizational Change

This chapter addresses the confluence of emotions, justice, and organizational change. Drawing on these three literatures, the chapter provides empirical analysis of over 100 separate organizational change events. The findings confirm previous research regarding patterns among emotions and demonstrate these patterns apply in the specific context of change. The findings also suggest that the degree of clarity one has when considering a change event matches the degree of intensity with which one experiences emotion. Finally, the findings suggest that even nominal change events are associated with intense experience of emotions. The chapter links these findings to several suggestions for further research.

Taking Change to Heart: Exploring Emotions Experienced Through Change Events

Published studies of the relationships between personality, affect, and organizational change have been overwhelmingly quantitative, while clinical and psychodynamic approaches have seldom dealt with the context of organizational change. We used semistructured interviews to explore the “middle ground”, by researching how participants in change believed aspects of their personalities contributed to their responses, particularly on an affective level. We found that traits such as openness to experience, resilience, pragmatism, change self-efficacy, and locus of control influenced participants' perceptions of how they reacted to organizational change. The findings point to the important role that qualitative research into personality can play in improving understanding of emotional responses to organizational change.

/pdf/personality-affect-and-organizational-change-a-qualitative-4svztdotj6.pdf

Personality, affect, and organizational change: a qualitative study

The, Visibility of Espressing Spirituality and Religion at Work: Introduction to the Special Issue

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