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:''For other kinds of stress see stress.'' Occupational stress is stress related to one's job. Occupational stress often stems from unexpected responsibilities and pressures that do not align with a person's knowledge, skills, or expectations, inhibiting one's ability to cope. Occupational stress can increase when workers do not feel supported by supervisors or colleagues, or feel as if they have little control over work processes. ==Models of Stress== Because stress results from the complex interactions between a large system of interrelated variables, there are several psychological theories and models that address occupational stress.〔Cooper, C.L. (Ed.)〕〔Mark, G.M, and Smith, Andrew Paul. 2008. ''Stress models: a review and suggested new direction. Occupational Health Psychology'', European Perspectives On Research, Education and Practice, vol. 3. Nottingham: Nottingham University Press, pp. 111-144.〕 Person Environment Fit Model: This model "suggests that the match between a person and their work environment is key in influencing their health. For healthy conditions, it is necessary that employees’ attitudes, skills, abilities and resources match the demands of their job, and that work environments should meet workers’ needs, knowledge, and skills potential. Lack of fit in either of these domains can cause problems, and the greater the gap or misfit (either subjective or objective) between the person and their environment, the greater the strain as demands exceed abilities, and need exceeds supply. These strains can relate to health related issues, lower productivity, and other work problems. Defense mechanisms, such as denial, reappraisal of needs, and coping, also operate in the model, to try and reduce subjective misfit" 〔 Job Characteristics Model: This model "focuses on important aspects of job characteristics, such as skill variety, task identity, task significance, autonomy, and feedback. These characteristics are proposed to lead to ‘critical psychological states’ of experienced meaningfulness, and experienced responsibility and knowledge of outcomes. It is proposed that positive or negative work characteristics give rise to mental states which lead to corresponding cognitive and behavioral outcomes, e.g. motivation, satisfaction, absenteeism, etc. In conjunction with the model, Hackman and Oldham (1980) developed the Job Diagnostic Survey, a questionnaire for job analysis, which implies key types of job-redesign including combining tasks, creating feedback methods, job enrichment, etc." 〔 Diathesis-Stress Model: This model looks at behaviors as a susceptibility burden together with stress from life experiences.〔http://psycnet.apa.org/psycinfo/2002-13306-001〕〔Hart, P.M. & Cooper, C.L. (2001). Occupational Stress: Toward a More Integrated Framework. In N. Anderson, D.S. Ones, H.K. Sinangil, & C. Viswesvaran (Eds), Handbook of Industrial, Work and Organizational Psychology (vol 2: Personnel Psychology). London: Sage.〕 It is useful to distinguish stressful job conditions or stressors from an individual's reactions or strains.〔Beehr, T. (1998). An organizational psychology meta-model of occupational stress. In C. L. Cooper (Ed.). Theories of organizational stress. (pp. 6-27). Oxford, UK: Oxford University Press.〕 Strains can be mental, physical or emotional. Occupational stress can occur when there is a discrepancy between the demands of the environment/workplace and an individual’s ability to carry out and complete these demands.〔NIOSH (1999). (Stress at Work. ) U.S. National Institute for Occupational Safety and Health, DHHS (NIOSH) Publication Number 99-101.〕 Often a stressor can lead the body to have a physiological reaction that can strain a person physically as well as mentally. A variety of factors contribute to workplace stress such as excessive workload, isolation, extensive hours worked, toxic work environments, lack of autonomy, difficult relationships among coworkers and management, management bullying, harassment and lack of opportunities or motivation to advancement in one’s skill level. Jobs-Demand Resources Model: This model posits that strain are a response to imbalance between demands of one's job and the resources he or she has to deal with those demands. * Job demands: the physical, psychological, social, or organizational aspects of a job that require sustained physical and/or psychological effort or skills. Therefore, they are associated with expenditure of time and energy. * Job resources: the physical, psychological, social, or organizational aspects of the job that aid in achieving work goals; reduce job demands and the associated physiological and psychological cost; stimulate personal growth, learning, and development.〔 Effort-Reward Imbalance Model: This model focuses on the reciprocal relationship between efforts and rewards at work. "More specifically, the ERI Model claims that work characterized by both high efforts and low rewards represents a reciprocity deficit between high ‘costs’ and low ‘gains’, which could elicit negative emotions in exposed employees. The accompanying feelings may cause sustained strain reactions. So, working hard without receiving adequate appreciation or being treated fairly are examples of a stressful imbalance. Another assumption of the ERI Model concerns individual differences in the experience of effort-reward imbalance. It is assumed that employees characterized by a motivational pattern of excessive job-related commitment and a high need for approval (i.e., overcommitment) will respond with more strain reactions to an effort-reward imbalance, in comparison with less overcommitted people." 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Occupational stress」の詳細全文を読む スポンサード リンク
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