Abstract: Nurses in an Armed Force Hospital (AFH) expose to stronger stress than those in a civil hospital, especially in an emergency department (ED). Ironically, stresses of these nurses received few if any attention in academic research in the past. This study collects 227 samples from the emergency departments of four armed force hospitals in central and southern Taiwan. The research indicates that the top five stressors are a massive casualty event, delayed physician support, overloads of routine work, overloads of assignments, and annoying paper work. Excessive work loading was found to be the primary source of stress. Nurses who were perceived to have greater stress levels were more inclined to deploy emotion-oriented approaches and more likely to seek job rotations. Professional stressors and problem-oriented approaches were positively correlated. Unlike other local studies, this study concludes that the excessive work-loading is more stressful in an AFH.
Abstract: Employees commonly encounter unpredictable and
unavoidable work related stressors. Exposure to such stressors can
evoke negative appraisals and associated adverse mental, physical,
and behavioral responses. Because Acceptance and Commitment
Therapy (ACT) emphasizes acceptance of unavoidable stressors and
diffusion from negative appraisals, it may be particularly beneficial
for work stress. Forty-five workers were randomly assigned to an
ACT intervention for work stress (n = 21) or a waitlist control group
(n = 24). The intervention consisted of two 3-hour sessions spaced
one week apart. An examination of group process and outcomes was
conducted using the Revised Sessions Rating Scale. Results indicated
that the ACT participants reported that they perceived the
intervention to be supportive, task focused, and without adverse
therapist behaviors (e.g., feelings of being criticized or discounted).
Additionally, the second session (values clarification and
commitment to action) was perceived to be more supportive and task
focused than the first session (mindfulness, defusion). Process ratings
were correlated with outcomes. Results indicated that perceptions of
therapy supportiveness and task focus were associated with reduced
psychological distress and improved perceived physical health.
Abstract: High Performance Work Systems (HPWS) generally give rise to positive impacts on employees by increasing their commitments in workplaces. While some argued this actually have considerable negative impacts on employees with increasing possibilities of imposing strains caused by stress and intensity of such work places. Do stressful workplaces hamper employee commitment? The author has tried to find the answer by exploring linkages between HPWS practices and its impact on employees in Japanese organizations. How negative outcomes like job intensity and workplaces and job stressors can influence different forms of employees- commitments which can be a hindrance to their performance. Design: A close ended questionnaire survey was conducted amongst 16 large, medium and small sized Japanese companies from diverse industries around Chiba, Saitama, and Ibaraki Prefectures and in Tokyo from the month of October 2008 to February 2009. Questionnaires were aimed to the non managerial employees- perceptions of HPWS practices, their behavior, working life experiences in their work places. A total of 227 samples are used for analysis in the study. Methods: Correlations, MANCOVA, SEM Path analysis using AMOS software are used for data analysis in this study. Findings: Average non-managerial perception of HPWS adoption is significantly but negatively correlated to both work place Stressors and Continuous commitment, but positively correlated to job Intensity, Affective, Occupational and Normative commitments in different workplaces at Japan. The path analysis by SEM shows significant indirect relationship between Stressors and employee Affective organizational commitment and Normative organizational commitments. Intensity also has a significant indirect effect on Occupational commitments. HPWS has an additive effect on all the outcomes variables. Limitations: The sample size in this study cannot be a representative to the entire population of non-managerial employees in Japan. There were no respondents from automobile, pharmaceuticals, finance industries. The duration of the survey coincided in a period when Japan as most of the other countries is under going recession. Biases could not be ruled out completely. We must take cautions in interpreting the results of studies as they cannot be generalized. And the path analysis cannot provide the complete causality of the inter linkages between the variables used in the study. Originality: There have been limited studies on linkages in HPWS adoptions and their impacts on employees- behaviors and commitments in Japanese workplaces. This study may provide some ingredients for further research in the fields of HRM policies and practices and their linkages on different forms of employees- commitments.
Abstract: Proactive coping directed at an upcoming as opposed
to an ongoing stressor, is a new focus in positive psychology. The
present study explored the proactive coping-s effect on the workplace
adaptation after transition from college to workplace. In order to
demonstrate the influence process between them, we constructed the
model of proactive coping style effecting the actual positive coping
efforts and outcomes by mediating proactive competence during one
year after the transition. Participants (n = 100) started to work right
after graduating from college completed all the four time-s surveys
--one month before (Time 0), one month after (Time 1), three months
after (Time 2), and one year after (Time 3) the transition. Time 0
survey included the measurement of proactive coping style and
competence. Time 1, 2, 3 surveys included the measurement of the
challenge cognitive appraisal, problem solving coping strategy, and
subjective workplace adaptation. The result indicated that proactive
coping style effected newcomers- actual coping efforts and outcomes
by mediating proactive coping competence. The result also showed
that proactive coping competence directly promoted Time1-s actual
positive coping efforts and outcomes, and indirectly promoted Time
2-s and Time 3-s.