Andrew Noblet

The Sources of Stress Experienced by Professional Australian Footballers

Abstract Previous studies looking at the sources of stress in sport have generally overlooked the unique experiences of professional athletes participating in team sports. This paper describes the results of a qualitative study aimed at identifying the sources of stress experienced by a cross-section of professional Australian footballers. Players from two Australian Football League clubs took part in the study involving in-depth, one-to-one interviews and focus group discussions. The results revealed that players identified sources of stress that went beyond those associated with the competitive event (such as poor performances) and included a lack of feedback, difficulty balancing football and study commitments, and job insecurity. The influence of both competition and non-competition sources of stress parallels previous research involving non-professional athletes and indicates that the entire sporting experience needs to be taken into account when developing stress management strategies.

The UK Perspective: A Review of Research on Organisational Stress Management Interventions

There are an increasing number of studies that have monitored the impact of Stress Management Interventions (SMls) and the results of these studies can play a vital role in informing the development of more effective, evidenced-based SMIs. In this paper, the authors have undertaken a review of United Kingdom (UK)-based research that has tested the impact of SMIs. Sixteen studies were examined and the results revealed that the vast majority of interventions were targeted at the individual employee, although there was a tendency for more recent research to focus on organisational level interventions. While all intervention levels were found to have some human and/or organisational benefits, strategies aimed at the individual level were less likely to result in longer-term benefits. An examination of the research methods used in the 16 studies indicated that UK-based researchers are beginning to adopt more rigorous research methods. However, there was a tendency for researchers to evaluate interventions over a relatively short time-frame. The implications of these findings for future research are discussed.

Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under New Public Management

Abstract This study identifies the environmental and personal characteristics that predict employee outcomes within an Australian public sector organization that had, under New Public Management (NPM), implemented a variety of practices traditionally found in the private sector. These are more results-oriented, and their adoption can be accompanied by increased strain for employees. The current investigation was guided by two complementary theories, the Demand Control Support (DCS) model and Conservation of Resources (COR) theory, and sought to examine the benefits of building on the DCS to include both situation-specific stressors and internal coping resources. Survey responses from 1,155 employees were analysed. The hierarchical regression analyses indicated that both external and employee-centred variables made significant contributions to variations in psychological health, job satisfaction, and organizational commitment. The external resources, work based support and, to a lesser extent, job control, predicted relatively large proportions of the variance in the target variables. The situation-specific stressors, particularly those involving harmful management practices (e.g., insufficient time to do job as well as you would like, lack of recognition for good work), made significant contributions to the outcome measures and generally supported the process of augmenting the generic components of the DCS with more situation-specific variables. In terms of internal resources, problem and emotion-based coping improved the capacity of the model to predict psychological health. The results suggest that the impact of NPM can be ameliorated by incorporating the dimensions of the augmented DCS and coping resources into the change programme.

Workplace mental health: developing an integrated intervention approach

BackgroundMental health problems are prevalent and costly in working populations. Workplace interventions to address common mental health problems have evolved relatively independently along three main threads or disciplinary traditions: medicine, public health, and psychology. In this Debate piece, we argue that these three threads need to be integrated to optimise the prevention of mental health problems in working populations.DiscussionTo realise the greatest population mental health benefits, workplace mental health intervention needs to comprehensively 1) protect mental health by reducing work–related risk factors for mental health problems; 2) promote mental health by developing the positive aspects of work as well as worker strengths and positive capacities; and 3) address mental health problems among working people regardless of cause. We outline the evidence supporting such an integrated intervention approach and consider the research agenda and policy developments needed to move towards this goal, and propose the notion of integrated workplace mental health literacy.SummaryAn integrated approach to workplace mental health combines the strengths of medicine, public health, and psychology, and has the potential to optimise both the prevention and management of mental health problems in the workplace.

Promoting employee wellbeing: the relevance of work characteristics and organizational justice.

Research focusing on the relationship between organizational justice and health suggests that perceptions of fairness can make significant contributions to employee wellbeing. However, studies examining the justice-health relationship are only just emerging and there are several areas where further research is required, in particular, the uniqueness of the contributions made by justice and the extent to which the health effects can be explained by linear, non-linear and/or interaction models. The primary aim of the current study was to determine the main, curvilinear and interaction effects of work characteristics and organizational justice perceptions on employee wellbeing (as measured by psychological health and job satisfaction). Work characteristics were measured using the demand-control-support (DCS) model (Karasek and Theorell, 1990) and Colquitts (2001) four justice dimensions (distributive, procedural, interpersonal and informational) assessed organizational justice (Colquitt, 2001). Hierarchical regression analyses found that in relation to psychological health, perceptions of justice added little to the explanatory power of the DCS model. In contrast, organizational justice did account for unique variance in job satisfaction, the second measure of employee wellbeing. The results supported linear relationships between the psychosocial working conditions and the outcome measures. A significant two-way interaction effect (control x support at work) was found for the psychological health outcome and the procedural justice by distributive justice interaction was significant for the job satisfaction outcome. Notably, the findings indicate that in addition to traditional job stressors, health promotion strategies should also address organizational justice.

Which work characteristics predict employee outcomes for the public-sector employee? An examination of generic and occupation-specific characteristics

The wide-ranging changes that have occurred in the public sector over recent years have placed increasing demands on public-sector employees. A survey of employees within a relatively commercially-oriented public-sector organization in Australia was used to test a demand-oriented generic model of employee well-being and a variety of situation-specific variables. The presence of support at work and the amount of control an employee had over their job were found to be key predictors of employee-level outcomes. Perceptions of pay and the perception of a lack of human resources (HR) were also found to predict employee outcome variables. The results emphasize the impact that middle managers and HR managers can have in terms of reducing the detrimental employee effects that can be caused by the introduction of new public management (NPM) and the potential for a positive impact on employees. In particular, public-sector managers can use the design of jobs and the development of social support mechanisms, such as employee assistance programmes, to maintain, if not improve, the quality of working life experienced by their employees. More broadly, this study has found that the job strain model is a useful tool in a public-sector environment and is likely to be of increasing utility with the continuing introduction or consolidation of NPM over time. Managing these issues in the new public sector could be a key means of protecting the key resource of the Australian public sector – the employees.

The job strain model is enough for managers: No augmentation needed

This paper reports on the results of a study aimed at identifying the relative influence of generic and job‐specific stressors experienced by a cohort of Australian managers. The results of a regression analysis revealed that both the generic components of the job strain model (JSM) and job‐specific stressors were predictive of the strain experienced by participants. However, when looking at the total amount of variance that is explained by the predictor variables, the combined influence of job demand, job control and social support contributed 98 per cent of the explained variance in job satisfaction and 90 per cent of the variance in psychological health. The large amount of variance explained by the JSM suggests that this model provides an accurate account of the work characteristics that contribute to the strain experienced by managers and no augmentation is needed.

Testing a Model of Officer Intentions to Quit The Mediating Effects of Job Stress and Job Satisfaction

Voluntary turnover among law enforcement personnel is a significant concern. However, few studies have considered potential intermediate linkages in the relationship between working conditions and officers’ quit/stay intentions. Utilizing a large cross-sectional sample of U.K.-based officers (n = 1,789, response rate = 25%), a mediational model of officer turnover intentions was tested. Findings indicated that a number of key psychosocial conditions specified in the U.K. Health and Safety Executive Management Standards Indicator Tool (e.g., job demands, role clarity) were associated with officer intentions to leave; however, when job stress and job satisfaction were entered into the model, these relationships were either reduced, or no longer significant. Findings indicated that task-oriented conditions were more strongly associated with job stress while relational or socially oriented conditions were stronger predictors of job satisfaction. These results highlight that monitoring stress and satisfaction may be a valuable component of officer retention efforts, and could offer early-warning of impending turnover among staff.

Work characteristics and employee outcomes in local government

The overall objective of this study was to examine the work characteristics that make significant contributions to extra-role performance (as measured by the helping dimension of citizenship behaviour) and employee wellbeing (measured by job satisfaction and psychological health) in a local government. The work characteristics examined were based on the demand-control-support (DCS) model, augmented by organization-specific characteristics. The results indicate that characteristics described in the core DCS are just as relevant to extra-role performance as they are to more traditional indicators of job stress. Although the more situation-specific conditions were not predictive of citizenship behaviour, they made unique contributions to job satisfaction.

Police stress: the role of the psychological contract and perceptions of fairness

Purpose – The overall purpose of this paper is to examine the extent to which breaches in psychological contracts and perceptions of organizational fairness account for variations in job stress experienced by operational police officers (as measured by psychological distress and employee performance), after controlling for the variance associated with more established job stressors (i.e. job demands, job control and social support).Design/methodology/approach – This study is based on data collected through a self‐report survey involving operational members of a large Australian police force (n=582).Findings – Results of hierarchical multiple regression analyses indicate that vast majority of explained variance in psychological distress and extra‐role performance is attributed to the additive effects of demand, control, and support. Furthermore, only one of the social exchange dimensions (interpersonal fairness) is predictive of either target variable.Research limitations/implications – The limitations tha...