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SUSTAINABLE AND FLEXIBLE EMPLOYMENT STAMINA OR STRESS? Roland Pepermans INTRODUCTION
SUSTAINABLE AND FLEXIBLE EMPLOYMENT
STAMINA OR STRESS?
Roland Pepermans
INTRODUCTION
INTRODUCTION
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“Employees are increasingly facing great pressure, suffer
from stress, whereas burnout is lurking and absenteeism
is increasing”
INTRODUCTION
Maes, G., Sorgeloos, D., Torbeyns, T. & Arp, C. (2018)
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INTRODUCTION
STRESS
BURNOUT
GREAT PRESSURE
ABSENTEEISM
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• More than 50% of the Belgians suffer from stress at work.
• Therefore, it is of the utmost importance for your employees to learn how to cope with stress.
• We offer a questionnaire that gives you a clear picture of the sources of stress andenergy in your organisation.
• What energizes your employees?
• How to improve job resources?
• How can we increase resilience and vitality among your employees?
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• Benchmarking stress?
• What about the work content?
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• Benchmarking stress?
• What about the work content?
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Organizational surveys
What is ‘good practice’?
BENCHMARKING STRESS?
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SAMPLE SURVEY
BENCHMARKING STRESS?
Everyone in my department tries to do their share of work.
I feel free to express my opinions without worrying about negative actions/responses.
My team focuses on fixing the problem rather than finding someone to blame.
The relationship between management and employees is good.
My working conditions are good.
I can cope with the daily job requirements
I never have to work towards tight schedules
5 4 3 2 1
STRESS
INTRODUCTION
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SAMPLE SURVEY
BENCHMARKING STRESS?
Everyone in my department tries to do their share of work.
I feel free to express my opinions without worrying about negative actions/responses.
My team focuses on fixing the problem rather than finding someone to blame.
The relationship between management and employees is good.
My working conditions are good.
I can cope with the daily job requirements
I never have to work towards tight schedules
5 4 3 2 1
STRESS
INTRODUCTION
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SAMPLE SURVEY
BENCHMARKING STRESS?
Everyone in my department tries to do their share of work.
I feel free to express my opinions without worrying about negative actions/responses.
My team focuses on fixing the problem rather than finding someone to blame.
The relationship between management and employees is good.
My working conditions are good.
I can cope with the daily job requirements
I never have to work towards tight schedules
5 4 3 2 1
Organization (or industry) benchmark: 3 NO STRESS
Organization (or industry) benchmark: 2 STRESS
2,85
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BENCHMARKING STRESS?
Experienced stress is acceptable as long as it is not beyond what others experience
What if others have high stress tolerance?
Is there a maximum level of personal resilience?
What are the limits of one’s coping behaviour?
Dejonckheere, J., Pepermans, R., & Loix, E. (2001)
Assesment of what is considered too much/little for a particular employee
INTRODUCTION
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• More than 50% of the Belgians suffer from stress at work.
• Therefore, it is of the utmost importance for your employees to learn how to cope with stress.
• We offer a questionnaire that gives you a clear picture of the sources of stress andenergy in your organisation.
• What energizes your employees?
• How to improve job resources?
• How can we increase resilience and vitality among your employees?
INTRODUCTION
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• Benchmarking stress?
• What about the work content?
INTRODUCTION
INTRODUCTION
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Job Demands
Engagement
Burnout
Energetic Process
Motivational Process
+/-
+
+
-
Demerouti, E., Bakker, A., Nachreiner, F. & Schaufeli, W. (2001); Bakker, A.B., & Demerouti, E. (2006),
Job Resources
JOB DEMANDS – RESOURCES MODEL
WHAT ABOUT THE WORK CONTENT?
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Job demands: GREAT PRESSURE
Job resources: ???
JOB DEMANDS – RESOURCES MODEL
WHAT ABOUT THE WORK CONTENT?
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Job demands: GREAT PRESSURE
Job resources: STAMINA, RESILIENCE, VITALITY
JOB DEMANDS – RESOURCES MODEL
WHAT ABOUT THE WORK CONTENT?
INTRODUCTION
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Great Pressure
Engagement
Burnout
+/-
+
+
-
Stamina
Resilience
Vitality
JOB DEMANDS – RESOURCES MODEL
WHAT ABOUT THE WORK CONTENT?
INTRODUCTION
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Great Pressure
Engagement
Burnout
+/-
+
+
-
Stamina
Resilience
Vitality
JOB DEMANDS – RESOURCES MODEL
WHAT ABOUT THE WORK CONTENT?
INTRODUCTION
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Great Pressure
Engagement
Burnout
+/-
+
+
-
Stamina
Resilience
Vitality
JOB DEMANDS – RESOURCES MODEL
WHAT ABOUT THE WORK CONTENT?
INTRODUCTION
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“High work pressure has several causes, the way we organize work – not fitting the changed circumstances – is among the most important ones.”
Maes, G., Sorgeloos, D., Torbeyns, T. & Arp, C. (2018)
JOB DEMANDS – RESOURCES MODEL
WHAT ABOUT THE WORK CONTENT?
INTRODUCTION
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Wrzesniewski, A., & Dutton, J.E. (2001); Daniels, K. (2006); Tims, M., & Bakker, A.B. (2010)
“Job crafting: changing the boundaries and conditions of job tasks and job relationships and of the meaning of the job.”
“High levels of autonomy and task independence facilitate job crafting because employees will experience the freedom to make changes in their jobs.”
JOB CRAFTING
WHAT ABOUT THE WORK CONTENT?
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JOB CRAFTING
EXAMPLES
• a tech-savvy customer service representative offering to help her colleagues with their IT issues
• a software engineer forming a collaborative relationship with a marketing analyst
• a ticket salesperson seeing the job as an essential part of providing people with entertainment, not just processing orders
Berg, J.M., Dutton, J.J., & Wrzesniewski, A. (2013)
WHAT ABOUT THE WORK CONTENT?
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Wrzesniewski, A., & Dutton, J.E. (2001); Daniels, K. (2006); Tims, M., & Bakker, A.B. (2010)
“Job crafting leads to positive outcomes for the employee (e.g. person–job fit, enhanced meaning, job satisfaction, work engagement)
as well as for the organisation(e.g. commitment, high performance, reduced personnel turnover).”
JOB CRAFTING
WHAT ABOUT THE WORK CONTENT?
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TAKE AWAY LESSONS
• The individual meaning of stress and burnout requiresindividual attention
• Stress and burnout have to be dealt with usingmultiple approaches
• Prevention at work is better than cure
INTRODUCTION
THANK YOU
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REFERENCES
INTRODUCTION
Bakker, A.B., & Demerouti, E. (2006). The job demands-resources model: State of the art. Journal of Managerial Psychology,22, 309–328.
Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work. In B. J. Dik, Z. S. Byrne & M. F. Steger(Eds.), Purpose and meaning in the workplace (pp. 81-104). Washington, DC: American Psychological Association.
Dejonckheere, J., Pepermans, R., & Loix, E. (2001). Een nieuwe vragenlijst om stress te meten. Werk & Welzijn, 4, 5-8.Daniels, K. (2006). Rethinking job characteristics in work stress research. Human Relations, 59, 267-90.Demerouti, E., Bakker, A., Nachreiner, F. & Schaufeli, W. (2001). The job demands-resources model of burnout. Journal of
Applied Psychology, 86, 499-512.Maes, G., Sorgeloos, D., Torbeyns, T., & Arp, C. (2018). De kracht van zelfsturing. Een leidraad voor lokale besturen. Brussel:
Politeia.Tims, M., & Bakker, A.B. (2010). Job crafting: Towards a new model of individual job redesign. SA Journal of Industrial
Psychology, 26, 9.Wrzesniewski, A., & Dutton, J.E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of
Management Review, 26, 179–201,
