MARCH 1, 2023

Test-1
GROUP-7
STUDENTS NAME: ANUDEEP KAUR PANDHER (A00160372)
KULJEET KAUR(A00160207)
SAMIKSHA(A00158701)
COURSE CODE- HRP106-OCCUPATIONAL HEALTH AND SAFETY
SUBMITTED TO- DR. IRAM ASIF
1. Describe and distinguish among the concepts of stressor, stress, and
strain.
Stress is defined as a condition of emotional or mental strain or anxiety caused
by adverse or extremely stressful situations, so although stressors are the
elements that cause stress. A strain is not the same as a straightforward worry. A
strain is made up of at least two factors that pull or press a person in opposite
ways. A singular directional stress is typically less damaging to a person's
psychological well-being than a strain.
Stressor:
An objectively verifiable occurrence that happens outside of the person and has
the capacity to create stress:
1. Acute
2. Constant
3. Everyday
4. Severe
Depending on the regularity, length, severity, and specificity of start. The first
thing to understand about stressors is that they affect everyone. You are not
alone in dealing with difficult circumstances. But you — and everyone else —
can act. Examples: Worry, fear, anger, sadness, and other negative emotions
can interfere with your ability to do other thing.
Stress:
Individual's mental reaction to, or assessment of, stresses, characterized by
unpleasant arousal emotions. Stress is a factor that can alter the physical
organism. The strain that is created can cause a person to deform. It is a
quantitative assessment of how much energy is contained within an item. Stress
can be quantified and is proportional to the applied power in each region. It is an
object's resistance or interior reaction to exterior pressure. Tension can arise
even in the absence of strain, but strain cannot exist in the absence of stress.
Strain:
Psychological strain
Psychological responses usually include either an affective (e.g., mood) or
cognitive disruption (e.g., concentration).
Common affective strain responses include feeling irritable, nervous,
overwhelmed, moody, melancholy, and furious. Indeed, we frequently refer to
these states as "strung out."
Stress-related mood disturbances vary from brief bouts of feeling gloomy, down,
or restless to longer-term and more severe diagnoses of psychological diseases
like depressive disorders and anxiety.
Physical strain:
Some physical signs of stress (e.g., gastrointestinal problems, migraines) may
appear minor, but there is growing evidence that stress is linked to more severe
physical conditions.
Most notably, coronary heart disease (CHD) has been repeatedly linked to
increased stress; similarly, high blood pressure (hypertension), strokes, ulcers,
asthma, and even some types of cancer have been linked to increased stress.
Behavioural Strain
Behavioural strain reactions take a variety of forms. Individuals under increased
stress may develop nervous habits (e.g., nail biting or nervous tics)
Other behavioural strain reactions include avoidance of certain situations, or a
reduction in individual involvement, either because of a lack of interest or as a
means of reducing time demands.
Organizational Strain
Stress has a common workplace outcome: increased absence.
Performance decline
Interpersonal relationship problems at work increase the chance of searching for
alternative jobs.
2. Explain the transactional model of stress and its implications.
Lazarus and Folkman (1984) suggested the Transactional Model of Stress and
Coping, which asserted that a person's ability to deal and respond to
challenges and issues is a result of trades (or exchanges) that occur between a
person and their surroundings.
 According to the transactional model of stress and coping, tension is felt
as an assessment (evaluation) of the circumstance we are in.
 The transactional model proposes that we go through two phases of
appraisal before experiencing and reacting to stress.
 We evaluate the circumstance in our main appraisal to determine whether
it is pertinent to ourselves.
 We specifically assess whether it will result in benefit or damage. We don't
mind if it doesn't (decide it is irrelevant). If it is important, we determine
whether it is good or negative. If we believe it is risky.
 we will conduct a supplementary assessment. During these evaluations,
we determine our capacity to deal with the circumstance.
 According to the transactional model of stress and coping, we can employ
either problem-focused or emotion-focused coping strategies.
 Problem-focused methods involve attempting to deal with the situation
itself, to transform it into something more palatable - such active coping
can be challenging but, if effective, results in a genuine shift in
circumstance.
  In comparison, an emotion-focused strategy entails changing our
relationship with the circumstance to decrease the stress it creates.
 This can include denial, avoidance, or mentally re-framing the meaning of
the incident. While this does not change the nature of the issue, it does
alter the impacts it has on us.
IMPLICATIONS:
Recognize that stress is a condition induced by a combination of the
circumstance and your reaction to it.
Identifying resources and demands in a methodical manner may aid in shifting
your secondary evaluations.
Look at your coping strategies - are you participating in problem or emotional
based strategies. Examine (honestly!) whether they are suitable and flexible,
taking a step back from things can sometimes allow you to deal more
imaginatively and adaptively.
3. Identify major sources of stress in the workplace.
Work, family, money, health worries, and relationships are the five main causes
of stress. Workplace stress can occur when a person is dissatisfied with their
employment or works in a hostile work setting.
Physical: Headaches, Grinding teeth, Clenched jaws, Chest pain, Shortness
of breath, Pounding heart  , High blood pressure, Muscle aches Indigestion .
Mental: Anxiety Irritability Sadness Defensiveness Anger Mood swings
Hypersensitivity Apathy  Depression  Slowed thinking or racing thoughts 
Feelings of helplessness, hopelessness
Behavioural: Overeating or loss of appetite, Impatience, Quickness to argue
Procrastination  Increased use of alcohol / drugs Increased smoking
Withdrawal or isolation from others  Neglect of responsibility  Poor job
performance  Poor personal hygiene Change in religious practices Changes
in close family  relationships
 Categories of Job Stressors Examples Factors unique to the job
Workload (overload and underload) Pace / variety / meaningfulness of
Workplace Stress 7 work Autonomy (e.g., the ability to make your
own decisions about your own  job or about specific tasks) Shift
work / hours of work .
 Physical environment (noise, air quality, etc.)
Isolation at the workplace (emotional or working alone)
Role in the organization Role conflict (conflicting job demands,
multiple supervisors / managers) Role ambiguity (lack of clarity about 
responsibilities, expectations, etc.)
 Level of responsibility Career development Under / over
 promotion Job security (fear of redundancy either from economy, or
a lack of tasks or work to do) Career development opportunities .
  Overall job satisfaction Relationships at work (interpersonal) Supervisors
Co-workers Subordinates Threat of violence, harassment, etc. (threats
to personal safety) Organizational structure / climate Participation (or non-
participation) in decision-making Management style
Communication patterns
4. Discuss the psychological, physical, behavioural, and organizational
consequences of stress.

When you are under pressure or are having trouble handling a circumstance
or stimulus, psychological stress happens. The anxiety and incompetence
people usually feel at the workplace are also called psychological stress. This
is true for occupational health and the health sciences in general because
psychosocial factors are some of the most significant influences on the
overall health of the working community. Moreover, physical behavioural,
and organizational stress leads to anxiety and trauma.

Psychological and behavioural responses to stress at work:

Stress can manifest psychologically and behaviourally in a variety of ways
and to various degrees of intensity. Even when there are no visible signs of
distress, people still experience it inwardly. Other times, distress is expressed
in visible, even dramatic, emotional, and behavioural ways. psychological
issues defined as anxiety, depression, and personality illnesses are major
problems of stress, moreover, heart illness, high blood pressure, irregular
heartbeats, heart attacks, and strokes are all examples of cardiovascular
disease. Other eating problems and obesity.

Physical consequences are defined as below: Physical stresses

include things like noise, poor lighting, an uncomfortable workspace, and
ergonomic issues like poor posture while working.

Organizational stress has also many consequences:

Poor work organization (the way we create jobs and work systems and
manage them), poor work design (such as a lack of control over work
processes), poor management, unfavourable working conditions, and a lack
of support from co-workers and managers can all contribute to workplace
stress.

5. Discuss ways to recognize and assess psychosocial hazards at work.

Identification of all psychosocial risks and hazards linked to the workplace is

the first step in the risk management process. These may result from
environmental and organizational factors, such as poor job design, poor
workplace culture, and poorly organized work environments (e.g., noise,
temperature, humidity).

There are many methods to identify psychosocial risks and hazards in the
workplace, including:

 looking at the organizational framework (e.g., lines of reporting,

supervisory responsibilities)
 checking the physical workplace's state (e.g., equipment is working)
 determining the organization's particular job requirements
 examining the way tasks are finished by interacting with the
workforce via focus groups, surveys, and representatives from safety
and health.
 examining workplace data (such as hazard and incident records, data
relating to human resources, and claims for workers' compensation).
 using focus groups, surveys, and safety and health representatives to
communicate with the workforce.
6. Describe and distinguish among primary, secondary, and tertiary
stress interventions.
 Primary Interventions: Primary interventions, which focus on
lowering or eliminating the real stressors, are quite successful in
reducing work-related stress and strain. It is believed that eliminating
stressors from the workplace can lessen employee strain and stress.
Despite the evidence, primary prevention strategies have not been
widely adopted in Canadian organisations. This is likely because
organisational decision-makers think that the costs and logistics of
primary preventive strategies would be excessive. Instead, they
prefer to concentrate on interventions that target employees' ability to
cope with existing stressors. The costs of primary preventative
measures, however, may be reasonable and, given the consequent
decrease in employee stress, worth the effort required to put them
into place.
 Secondary Interventions: If someone is under stress, secondary
interventions concentrate on reducing adverse effects. People
recognize the harmful effects of stress on their health by using
techniques like relaxation training and stress management. Teaching
effective coping mechanisms is a common part of this, with the idea
being that good stress management techniques help mitigate the
detrimental impacts of stress on health. Interventions that are
frequently used include programmes in diet and physical fitness, stress
management training, and counselling.  More people employ
secondary interventions than primary ones. Secondary methods,
however, are less ideal than primary ones because they only address
stress after it has already begun to manifest.
 Tertiary interventions: Tertiary interventions, in other words, are
techniques that are done after the fact to help those people who have
not been able to handle workplace stress successfully and who are
 now exhibiting symptoms of strain, include psychological treatment and
medical attention. The demands of work life would be sufficiently
managed through primary and secondary prevention in the "best of all
companies. Yet, it is vital to consider tertiary intervention options that
organisations and people could utilise to manage employees' signs of
strain in the case that stressors and stress are not successfully dealt
with via primary and secondary efforts. It's crucial that people who are
under stress realise that their entire health and well-being are in danger
because of the symptoms and seek medical attention. By educating its
staff about strain-related disorders, the organisation may support
tertiary interventions.

7. Describe injustice, technology, and work-life conflict as prevalent

workplace stressors.
Injustice at Work:
The concept of "fairness" is not viewed as a static one in organisational
justice research.
There are three types of assessments of fairness:
 Fairness of results, often known as distributive justice
 Procedural justice, or procedure fairness
 Interpersonal justice, also known as interactional justice.

Increased work stress and pressure have been linked to many kinds of
injustice.

Technology:

Workers' psychological and physical health are impacted by the growing

importance of technology.

Several factors connected to technology have been linked to

psychosocial stressors:

 Increasing job pressures,

 isolation,
 privacy concerns,
 dysfunctions, and
 expectations for ongoing education

The difference between "work" and "non-work" is becoming more and

more unclear thanks to technology.

Work-Life Conflict

Work-family conflict is a type of inter-role conflict in which there is some

degree of incompatibility between the role expectations from the work and
family domains.
 A type of work-family conflict called work-to-family conflict occurs
when obligations to one's family are adversely affected by job
obligations.
 A type of work-family conflict called family-to-work conflict occurs
when obligations to one's family get in the way of carrying out one's
job duties.
Conflict between work and family is brought on by psychological
involvement (the extent to which a person identifies with a certain role
and views the role as a key element of their self-concept) and behavioural
participation (length of time an individual spends in a specific position)
Conflict between work and family can lead to reduced performance at
work and absenteeism, whereas conflict between work and family can
lead to diminished performance in the family role and absences from
family-related events. Some people's lower physical health is also linked
to work-family conflict.
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