Explain any three models of occupational stress.

1. Introduction to Occupational Stress Models

Occupational stress refers to the physical and emotional responses that occur when job demands and pressures are not matched to the worker's abilities, resources, or needs. Understanding the different models of occupational stress helps in identifying the sources of stress and developing strategies to manage and reduce it. Here, we will explore three well-established models of occupational stress: the Demand-Control Model, the Effort-Reward Imbalance Model, and the Transactional Model of Stress and Coping.

2. Demand-Control Model

The Demand-Control Model, developed by Robert Karasek, is one of the most influential models of occupational stress. It posits that job strain results from the interaction between job demands and job control.

a. Job Demands
Job demands refer to the workload and intellectual requirements of a job. High job demands can include long working hours, high pressure to perform, and complex tasks. These demands can lead to stress when they exceed the worker's capacity to cope.

b. Job Control
Job control, also known as decision latitude, involves the worker's ability to influence their work environment and make decisions about how to perform tasks. Job control includes two components:

• Skill Discretion: The extent to which the job allows the use of skills and creativity.
• Decision Authority: The level of control over work-related decisions.

c. High-Strain Jobs
According to the model, the most stressful jobs are those with high demands and low control, termed "high-strain jobs." Conversely, jobs with high demands and high control are less stressful and can be stimulating, termed "active jobs." Jobs with low demands and low control are termed "passive jobs," and those with low demands and high control are "low-strain jobs."

The Demand-Control Model emphasizes the importance of increasing job control to reduce stress, suggesting interventions such as job redesign and empowering workers to make decisions.

3. Effort-Reward Imbalance Model

The Effort-Reward Imbalance (ERI) Model, proposed by Johannes Siegrist, focuses on the balance between the efforts workers put into their jobs and the rewards they receive in return.

a. Effort
Effort refers to the demands and obligations placed on workers. This can include physical, mental, and emotional demands. High effort without adequate rewards can lead to stress and health problems.

b. Reward
Rewards can be financial (salary and benefits), social (recognition and esteem), and organizational (job security and career opportunities). According to the ERI Model, stress occurs when there is an imbalance between the effort expended and the rewards received, particularly when high effort is not matched by appropriate rewards.

c. Overcommitment
The ERI Model also considers the role of overcommitment, which is an individual’s intrinsic tendency to be excessively involved in work and to strive for high achievements. Overcommitted individuals are more sensitive to effort-reward imbalances and are at higher risk of experiencing stress.

The ERI Model suggests that improving the balance between efforts and rewards, and addressing overcommitment through strategies like providing adequate compensation, recognition, and career development opportunities, can help reduce occupational stress.

4. Transactional Model of Stress and Coping

The Transactional Model of Stress and Coping, developed by Richard Lazarus and Susan Folkman, emphasizes the dynamic interaction between individuals and their environment. It focuses on how individuals perceive and respond to stressors.

a. Primary Appraisal
Primary appraisal involves evaluating whether an event or situation is a threat, challenge, or harm. This appraisal determines whether the individual perceives the situation as stressful.

b. Secondary Appraisal
Secondary appraisal involves evaluating the resources and options available to cope with the stressor. This includes assessing one's ability to manage and control the situation.

c. Coping Strategies
Coping strategies are the behaviors and thoughts used to manage the demands of a stressful situation. They can be problem-focused (aimed at changing the situation) or emotion-focused (aimed at managing emotional responses).

d. Reappraisal
Reappraisal is the process of re-evaluating the situation based on new information or changes in the environment. This ongoing process allows individuals to adapt their coping strategies as needed.

The Transactional Model highlights the importance of individual perceptions and coping mechanisms in the stress process. Interventions based on this model focus on enhancing coping skills, promoting resilience, and altering perceptions of stressors through techniques like cognitive-behavioral therapy and stress management training.

Conclusion

The Demand-Control Model, Effort-Reward Imbalance Model, and Transactional Model of Stress and Coping each offer unique insights into the mechanisms of occupational stress. By understanding these models, organizations can develop targeted interventions to mitigate stress, improve employee well-being, and enhance overall productivity. These models underscore the importance of balancing job demands with control, aligning efforts with rewards, and fostering effective coping strategies to create healthier and more supportive work environments.