FOREIGN STUDIES
1. APA PsycArticles: Journal Article
This study investigated within-person relationships between daily problem solving demands, selection,
optimization, and compensation (SOC) strategy use, job satisfaction, and fatigue at work. Based on
conservation of resources theory, it was hypothesized that high SOC strategy use boosts the positive
relationship between problem solving demands and job satisfaction, and buffers the positive relationship
between problem solving demands and fatigue. Using a daily diary study design, data were collected from
64 administrative employees who completed a general questionnaire and two daily online questionnaires
over four work days. Multilevel analyses showed that problem solving demands were positively related to
fatigue, but unrelated to job satisfaction. SOC strategy use was positively related to job satisfaction, but
unrelated to fatigue. A buffering effect of high SOC strategy use on the demands-fatigue relationship was
found, but no booster effect on the demands-satisfaction relationship. The results suggest that high SOC
strategy use is a resource that protects employees from the negative effects of high problem solving
demands. (PsycInfo Database Record (c) 2020 APA, all rights reserved)
Citation: Schmitt, A., Zacher, H., & Frese, M. (2012). The buffering effect of selection, optimization, and
compensation strategy use on the relationship between problem solving demands and occupational wellbeing: A daily diary study. Journal of Occupational Health Psychology, 17(2), 139–
149. https://doi.org/10.1037/a0027054
50 First Street NE, Washington, DC 20002-4242
2. JOURNAL ARTICLE
Jobs with high workload characteristics will require employees to work more than normal working hours
so that employees will often work overtime. This condition will cause employees to be exhausted both
physically and mentally which ultimately creates work stress. Job stress will cause employees to
experience health problems. Employees who experience job stress will consider leaving the organization
and looking for new jobs that can reduce their work stress. Respondents of this study were employees of
telecommunications companies in the digital financial services department. The questionnaire was
distributed to all employees in the digital financial service department of a leading telecommunications
company in Indonesia. The questionnaire was distributed to 100 employees. However, only 60
questionnaires can be used for hypothesis testing (the response rate of this study is 60%). Hypothesis
testing using hierarchical linear regression. The three hypotheses proposed in this study are supported,
namely (1) workload has a positive and significant effect on work stress (H1; p <.001).
Citation: Arifiani D. Amalia A, Naibaho H et al. (2019). The Role of Work Stress as a Mediating Variable in
The Relationship Between Workload and Intention to Leave. KnE Social Sciences.
https://doi.org/10.18502/kss.v3i26.5372
3. JOURNAL ARTICLE
This study aims to examine and analyze the effect of workload on work stress,
motivation and performance of employees. The method used in this research is
descriptive method. The object of this research is all employees who worked at
Cooperative Mitra Lestari with a population of 75 people. The sampling technique
used nonprobability sampling with a sample size of 75 people. The approach used in
this research is Structural Equation Model (SEM) analysis tool Smart-PLS. The
results showed workload positive and significant effect on work motivation. The
workload is positive and significant effect on employee performance. Work load
negatively affect work stress. Work stress and no significant negative influence on
employee performance. Job motivation and significant positive effect on employee
performance.
Citation: Sinambela, S. (2020). The Effect of Workload on Job Stress, Work Motivation, and
Employee Performance. International Journal of Psychosocial Rehabilitation, 24(04), 1373–1390.
https://doi.org/10.37200/ijpr/v24i4/pr201109
4. JOURNAL ARTICLE
SOC-strategies (selection, optimization, and compensation) are crucial for wellbeing and adaptation throughout the life course. The workforce is aging rapidly, thus
the age-conditional premises of SOC theory require attention. This study explored
(1) whether older employees used SOC strategies more often (compared to younger
employees), and (2) whether older employees benefited more from SOC strategies
in relation to occupational well-being (job burnout, work engagement). The study
was based on follow-up data including three occupational subsamples of different
age (N = 1,020). There were no significant age-conditional differences in the take-up
of SOC strategies. However, older (white-collar) employees benefited more from
compensation and elective selection in relation to occupational well-being.
Moreover, older employees also benefited more from using all SOC strategies
concerning occupational well-being. Strengthening older employees’ SOC strategies
needs more attention as the workforce is aging.
Citation: Mauno, S., & Minkkinen, J. (2021). Do Aging Employees Benefit from Self-Regulative
Strategies?
A
Follow-Up
Study. Research
https://doi.org/10.1177/016402752095858
on
Aging, 43(9–10),
335–344.
5. BOOK CHAPTER
This chapter provides a general overview of the model of selection, optimization, and compensation
(SOC), a lifespan developmental theory that has increased in popularity in organizational psychology in
the past decades. The goals of this chapter are to provide an overview of the SOC model and review key
findings on SOC strategy use both in general and in the work setting. The focus will be, first, on
introducing the SOC model as a model of successful life management and, second, on demonstrating
how the model has been adapted to the work setting. For each of these contexts, we review research
findings on central assumptions regarding the age trajectory and benefits of SOC strategy use. The
discussion section elaborates on possible shortcomings of the SOC model and provides suggestions for
future research.
Citation: Moghimi, D., Scheibe, S., & Freund, A. M. (2019). The model of selection, optimization,
compensation. In Work Across the Lifespan (pp. 81–110). Elsevier. https://doi.org/10.1016/B978-012-812756-8.00004-9
6.
Over the past two decades, the selection, optimization, and compensation (SOC) model has been
applied in the work context to investigate antecedents and outcomes of employees’ use of action
regulation strategies. We systematically review, meta-analyze, and critically discuss the literature on
SOC strategy use at work and outline directions for future research and practice. The systematic
review illustrates the breadth of constructs that have been studied in relation to SOC strategy use,
and that SOC strategy use can mediate and moderate relationships of person and contextual
antecedents with work outcomes. Results of the meta-analysis show that SOC strategy use is
positively related to age (rc = .04), job autonomy (rc = .17), self-reported job performance (rc = .23),
non-self-reported job performance (rc = .21), job satisfaction (rc = .25), and job engagement (rc = .38),
whereas SOC strategy use is not significantly related to job tenure, job demands, and job strain.
Overall, our findings underline the importance of the SOC model for the work context, and they also
suggest that its measurement and reporting standards need to be improved to become a reliable
guide for future research and organizational practice. (PsycINFO Database Record (c) 2017 APA, all
rights reserved)
Citation
Moghimi, D., Zacher, H., Scheibe, S., & Van Yperen, N. W. (2017). The selection, optimization, and
compensation model in the work context: A systematic review and meta‐analysis of two decades of
research. Journal of Organizational Behavior, 38(2), 247–275. https://doi.org/10.1002/job.2108
FOREIGN LITERATURES
1. CHRON
Work overload in the workplace takes a heavy toll on employees. Negative effects can include
debilitating stress, mood disorders and illness. Having little control over an overwhelming
workload can lead to burnout. Employers can lose talented staff and they may find themselves
continually hiring and training a revolving door of employees.
Stress and Burnout
The American Institute of Stress reports that 80 percent of managers and employees feel stressed out
at work. An excessive workload with long hours tops the list of leading stressors. Stress in the
workplace feeds into a host of other problems such as a tense working environment, competition
between coworkers and a feeling of walking on eggshells.
Workload and job stress leads to burnout, which the World Health Organization describes as a form of
chronic work stress that depletes energy and diminishes efficacy. Fifty percent of workers have quit
a job because of burnout. Heavy workload leads to burnout because employees feel little control over
their work. They mentally disengage from colleagues and grow increasingly negative about their
circumstances. Cynicism coupled with long hours takes the joy out of working and increases
exhaustion.
Damage to Career
Although it seems counterintuitive, work overload in the workplace can tank an otherwise
successful career. Harvard Business Review explains that work performance can decline when
employees have more work than they can reasonably handle. Working countless hours at a break -neck
pace can win accolades at first, but then that becomes the expected standard of performance. Failing
to consistently deliver high-quality work can negatively affect performance evaluations, merit pay
eligibility and promotions.
Discussions with a boss over workload can backfire if the boss is unsympathetic and perceives the
employee as lazy, inefficient or a complainer. Instead of obtaining relief from a sinking feeling of being
underwater, the employee has new worries about being replaced by someone who doesn’t mind taking
work home or coming in on weekends. Fear of being fired can exacerbate the problem by creating a
palpable tension between the employee and the supervisor.
Poor Physical Health
The effect of work overload on employees is often seen in poor health and low resist ance to whatever
flu is going around the office. Getting stuck with too much work leaves little time for exercise,
meditation, relaxation or cooking nutritious meals. Self-neglect can negatively affect the body. The
correlation between health decline and heavy workload has been established in scientific studies.
For example, a study of workload effects published Nov. 14, 2018, in the Sociology International
Journal found that overworked hospital cleaning workers in India experienced severe health problems
directly related to long and irregular hours spent cleaning rooms and helping patients. As compared to
the general population, the hospital workers were more likely to suffer from high blood pressure,
diabetes and chronic pain in their knees, hips and lower back. They also reported frayed nerves and
irritability when tired from a long day, which caused them to snap at coworkers and family members.
Depression and Anxiety
Work overload in the workplace can profoundly affect mood and emotional well-being, which also affect
performance on the job. Moodiness can strain relationships with co-workers, supervisors, friends and
family. Ruminating over workload heightens anxiety and increases overall dissatisfaction with work.
Worries about keeping up can lead to feelings of inadequacy and low self -esteem, especially if the boss
makes comments about stepping up the pace.
Depression goes hand in hand with anxiety and feelings of helplessness. Employees who feel they’re
already working at full capacity can slip into depression, particularly if they don’t feel their boss is
approachable. Depression hurts morale and decreases loyalty to the organization. Lacking solutions to
a crushing workload, overburdened workers may look for a different job with a more reasonable
organization even if it means a pay cut.
Citation: Dowdm, M. (2020) Negative Effects of a Heavy Workload https://work.chron.com/negativeeffects-heavy-workload-10097.html
2. Worklogic - Newsletters
Why Are Workloads Increasing?
Statistics indicate that high workload is a problem in many Australian industries. Importantly for many
employers, an excessive workload culture does not necessarily lead to a more productive workforce.
Excessive workload can also increase the risk of other workplace problems, such as increased absences,
higher employee turnover, discrimination, employee burnout and disillusionment. An organisation which
allows (or even promotes) a culture of excessive workload may find that it comes at a high price, which is
often indirect and hidden.
While the research suggests that the long term health of any workplace is not sustainable where high
workloads continues, few employers are actively considering ways to correct that balance. In fact, some
factors
are
exacerbating
the situation:




Downsizing over the past decade means there are less people to do the same (or more) work;
In some workplaces, loyalty, contribution and commitment may be equated to working long hours,
even if employees working such long hours are in fact less productive and the quality of their
work may be lower;
Increased availability of remote logins and PDAs with immediate access to email has increased
expectations of response times out of standard office hours; and
In global companies, and even companies with offices from Perth to Sydney, hours are extended
to allow work across time zones.
Citation: Smith, R. ()Excessive Workload – Risky Business!
https://www.worklogic.com.au/resources/newsletters/workplace-culture/july-2008/
3. Elorus - Blog
Employees complain about the volume of work
This sign can appear in two forms. First, some employees may complain about the lack of things to
do. The ones who do not have enough to do will not feel particularly useful. Doing very little in a team that
works hard clearly shows a workload mismatch. In this case, if you have broken a project in stages, then
those employees can be given more tasks. If they are in junior positions, they can work next to a more
experienced team member. This way, they will not stay empty-handed, and they will also learn valuable
working insight.
Second, employees that have a lot of experience and knowledge tend to overwork. In their case,
working on multiple projects and having an increasing number of tasks to take care of can be harmful for
their physical and psychological health. Having more than enough on their plates is tiring. It could also
lead to unwanted burnouts in the long term. At the same time, the other employees take on fewer tasks
and may not have the opportunity to learn more.
Employees are not sure what to focus on
This specific red flag should be easy to detect. If project meetings are not based on clarity and insightful
information, then employees may feel confused as to what they should work on. This is more probable to
happen if mostly junior employees make up your team. In order to deal with this workload management
issue, the project manager should organize team meetings to review everyone’s responsibilities. By
focusing on workload analysis, they will be able to concretize each teammate’s roles. Thus, a team
member will not get doubts or feel lost while working. Instead, they will know what to do and always go
back to work with renewed enthusiasm and knowledge.
Deadlines are heavy on your team
Naturally, projects have deadlines that you and the client have agreed on. In the case that your team
cannot meet the deadlines, then this unfortunate incident conceals workload management issues. A
possible explanation could be the excessive workload. Even though it forces employees to
overwork, filled with anxiety, the results are not always delivered on time. So, getting new hires on board
will likely solve the problem. However, if your team is big enough to balance the workload of a project,
then you should define strategic priorities to solve any workload problems. Workload allocation should
be conducted more carefully, and all team members should contribute according to their abilities.
Teams deliver results only under constant supervision
A manager’s dream is to collaborate with reliable people who assume responsibility for their mistakes and
successfully carry out their tasks. In reality, things are not ideal. If your projects are demanding and your
workload management skills are not top-notch, then you may need to check in with your employees, day
in day out. If you have to repeatedly ask team members to do things, then workload balancing and no
strategic priorities could be the reasons. Either disorganized workload exhausts your team, or flawed
allocation of work gives its members ample time to slack off.
Some employees feel discriminated against
Besides communic ation overload and workload imbalance, you have a duty to pay attention and even
act when your employees express that they feel unfairly treated. This is the old tale of favoritism, which,
unfortunately, it is still around. Employees complain that they overwork compared to others
and receive insufficient salaries, or they are not assigned enough tasks to get more experience. In
these situations, unfair workload management originates from unacceptable managerial preferences and
attempts to exploit or discriminate amongst employees. So, to bring back equality to your team, you have
to examine your team members’ complaints, see if they are valid, and redistribute work and remuneration
in the justest way possible.
How to resolve workload management issues
If you want to find the source of a problem, the best thing to do is fall back on hard data. That is
why timesheet monitoring per employee is absolutely vital. It showcases how many tasks each teammate
is working on and how much time is spent on them. Task and time allocation can contribute to the
success or failure of a project. For example, paying employees for more working hours than a project
needs decreases revenue and creates budget problems. Therefore, as a project manager, you
should distribute tasks to all the members and find ways to keep the, not so busy, employees
occupied. Assigning them to multiple projects is a way to suitably utilize their skills while helping them get
professional experience.
On the other hand, if you have allocated tasks appropriately, but the workload overwhelms your team,
you still have to act. Especially if a project has recent updates and added requirements, you should ask
for a deadline extension as well as discuss extra charges.
Overall, workload management is not easy to achieve. Concentrating on workload analysis, perfecting the
way you distribute work and setting strategic priorities, particularly for big multilayered projects, takes
time. All the red flags we have discussed are just pointers that something is already wrong. However, in
order to be proactive, monitoring projects and tracking time can prevent workload allocation issues.
Plus, having full control over your projects can lead to optimal time management, improved teamwork,
and ultimately much-desired success.
Create a free Elorus account and discover how to manage your time, workload, and teamwork
successfully. All at once, all in one place.
Citation: Kalesi, I. (2020) Workload management issues: Important red flags to look out for
https://www.elorus.com/blog/workload-management-issues/
4.
Across job functions and countries in Asia, high work demands have emerged as the top driver of stress
in the workplace. Nine in 10 indicated that their jobs required high mental focus and multi-tasking, while
six in 10 reported a lack of control over the pace and order of work that they need to complete. Only 41%
reported being able to take breaks when necessary.
These are among initial findings of the Healthy Minds at Work Assessment conducted by Mercer between
July and September this year to help companies assess and address mental well-being in the workplace.
The survey is the first of its kind in Asia to provide businesses with insights into their progress against four
key workplace dimensions – “Leadership and Management Support”; “Culture and Social Interactions”;
“Work Demands and Career Development”; and “Well-being” – of mental health risks.
The Asia-wide survey, which involved 2500 employees across nine industries (Aerospace, Consumer
Goods, Chemicals, Finance, Healthcare, Logistics & Supply Chain, Consulting and Industrial
Automation), also found that strenuous work demands have resulted in poor work-life balance. For 83%
of employees, working overtime more than three times a week is common. Over 70% report working on
rest days or beyond regular work hours. The impact is greater for those in more senior positions.
Workload and work demands are critical areas that employers in Asia need to address to improve the
mental well-being of their employees. “The responsibility for creating a positive working environment
supportive of employees’ broader emotional wellbeing lies with employers. Organisations increasingly
need to support their employees to strike a healthy work-life balance by putting in place the right policies
that elevate mental health and safety on a par with physical health and safety. There is also a need for
managers to receive training in identifying the early warning signs of employees requiring support,” said
Dr Wolfgang Seidl, Partner and Psychiatrist for Mercer Health & Benefits.
Rising Stress Levels
The survey also found that more employees in Asia are reporting high stress levels since the start of the
pandemic. While only a handful of employees (7%) reported a high level of pressure before the onset of
the pandemic, the percentage has now tripled. 1A pronounced increase in stress levels were also
observed in certain demographics and functions. The percentage of senior management and sales
professionals who reported experiencing high levels of stress jumped from 9% to 33% and 37%
respectively. Respondents who are divorced saw similar hikes in stress levels from 7% to 39%.
As World Mental Health Day on October 10 highlights the theme of “Greater Investment and Greater
Access”, it is a timely reminder for companies to take a hard look at what they are doing to safeguard the
well-being of their employees, particularly those in vulnerable groups.
“There is no doubt the COVID-19 pandemic is taking a growing mental toll on employees in Asia and the
urgency for companies to prioritize employee mental health has never been greater,” said Liana Attard,
Partner, Multinational Client Segment Leader for Mercer in Asia.
“Inaction is not an option. We know that improved mental health in employees across all industries
benefits employers and their businesses, positively impacting the productivity of individual, talent
retention, and business performance. The challenge lies in bridging the gap between awareness of
mental well-being in the workplace and taking action including providing appropriate access to care.”
Employers Do Well with Support and Communication
Despite elevated stress levels, employees across the board reflect that they feel well-supported by their
managers and teams. Six in 10 shared that they always receive clear communication (67%) and support
from their managers. Support includes assistance to solve problems (66%) or pointing them to others who
can help (61%). Respondents also appreciate being heard; with 61% sharing that their individual opinions
and views are always taken into account.
Creating an inclusive working environment and culture is another area where employers are getting the
thumbs up. 74% shared that they are always able to trust their co-workers, while 78% reported that their
workplace culture facilitates collaboration. 77% of individuals find the workplace a safe place to be in, with
76% sharing that manipulation at work is rare. 73% also indicated that their workplaces successes are
always attributed to them.
While employers have done generally well in the dimensions of “Leadership and Management Support”
and “Culture and Social Interactions”, there is still room for improvement in some aspects. An average of
42% of respondents find it challenging to manage their team, particularly in pre-empting escalated work
issues or getting the team to perform. Equally concerning is that 61% of respondents report receiving
constant criticisms at work. This is especially distinct among first-line employees who deal directly with
customers or the public as well as employees in middle management.
Renee McGowan, Mercer’s CEO for Asia said, “The numbers paint a worrying picture of the impact of
work demands and the pandemic on the mental health of employees in Asia, but it also presents
opportunities for employers to step up on their measures of support, starting with listening to employees
through surveys like these and responding to their concerns with flexibility and empathy.
“The insights from this survey provide valuable indicators and clear action steps to chart new possibilities
for mental well-being in the workplace, but is also a reminder that support measures should not be onesize-fits all, given the personal circumstances of each employee. Mercer values the partnership we have
with companies throughout Asia; collaborating with them to support their employees’ mental well-being
with the right knowledge, resources, and initiatives.”
Citation: ASEAN, ASEAN. (2020) Workload is top cause of poor mental well-being for employees
across Asia, Mercer’s Healthy Minds at Work Assessment finds. 8 in 10 employees report working
overtime for more than three times a week. https://www.asean.mercer.com/newsroom/healthy-minds-atwork-assessment-finds.html
5
In this light, then, it is not surprising that processes of goal selection and goal pursuit have a prominent
place in models of successful aging. According to the SOC model, successful aging
encompasses selection of functional domains on which to focus one’s
resources, optimizing developmental potential (maximization of gains) and compensating for losses—thus
ensuring the maintenance of functioning and a minimization of losses.
The SOC model constitutes a general model of development that defines universal processes of
developmental regulation. These processes vary pheno-typically, depending on sociohistorical and
cultural context, domain of functioning (e.g., social relations, cognitive functioning), as well as on the level
of analysis (e.g., societal, group, or individual level). Taking an action-theoretical perspective, selection,
optimization, and compensation refer to processes of setting, pursuing, and maintaining personal goals.
Selection. Selection refers to developing, elaborating, and committing to personal goals. Throughout the
life span, biological, social, and individual opportunities and constraints specify a range of alternative
domains of functioning. The number of options, usually exceeding the amount of internal and external
resources available to an individual, need to be reduced by selecting a subset of these domains on which
to focus one’s resources. This is particularly important in old age, a time in life when resources decline.
Selection directs development because personal goals guide and organize behavior. Successful goal
selection requires individuals to develop and set goals in domains for which resources are available or
can be attained, and that match a person’s needs and environmental demands.
The SOC model distinguishes between two kinds of selection, elective selection and loss-based
selection. Both aspects of selection differ in their function. Elective selection refers to the delineation of
goals in order to match a person’s needs and motives with the available or attainable resources. Elective
selection aims at achieving higher levels of functioning. In contrast, loss-based selection is a response to
the loss of previously available resources that are necessary to maintain functioning. Loss-based
selection refers to changes in goals or the goal system, such as reconstructing one’s goal hierarchy by
focusing on the most important goals, adapting standards, or replacing goals that are no longer
achievable. This allows the individual to focus or redirect his or her efforts when resources used for the
maintenance of positive functioning or as a substitute for a functional loss (compensation) are either not
available or would be invested at the expense of other, more promising goals.
In old age, optimization continues to be of great importance for successful development because
engaging in growth-related goals has positive regulative functions. Trying to achieve growth-oriented
goals is associated with a higher degree of self-efficacy and leads to positive emotions and enhanced
well-being. In old age, when losses are prevalent, it might be of particular importance to sustain growthrelated goals for promoting well-being, rather than focusing primarily on losses. The positive function of
optimization in old age has also been empirically supported in the Berlin Aging Study. In this study, older
people who reported to engage in optimization processes reported more positive emotions and higher
satisfaction with aging.
Compensation. How do older people manage to maintain positive functioning in the face of healthrelated constraints and losses? The maintenance of positive functioning in the face of losses might be as
important for successful aging as a sustained growth focus. One relevant strategy for the regulation of
losses—loss-based selection—has already been discussed. Loss-based selection denotes the
restructuring of one’s goal system, for example, by giving up unattainable goals and developing new
ones. Developing new goals and investing in their optimization, however, can also deplete resources.
Moreover, important personal goals might be central to a person’s well-being and not easily abandoned in
the face of loss. In this case, it might be more adaptive to maintain one’s goal by acquiring new resources
or activating unused internal or external resources for alternative means of pursuing goals. This process
is referred to as compensation.
As previously discussed, the means that are best suited for maintaining a given level of functioning in the
face of loss or decline depend on the domain of functioning. Compensation, in contrast to optimization,
aims at counteracting or avoiding losses, rather than achieving positive states. Again, data from the Berlin
Aging Study support the positive effect of compensation in old age—self-reported compensation was
associated with subjective indicators of successful aging (i.e., emotional well-being, satisfaction with
aging, and life satisfaction).
https://medicine.jrank.org/pages/1549/Selection-Optimization-Compensation-model-selectionoptimization-compensation.html
LOCAL LITERATURES
1. PHILIPPINES DAILY INQUIRER NEWS
Don’t just ignore work-related stress. It affects one’s life—not to mention one’s heart and blood pressure.
The inability to balance work and life may increase stress, reducing the quality of Filipino workers’ output
and making them more prone to hypertension and heart disease.
Thus, dealing with and overcoming work-related stress, is of utmost importance, according to the head of
a top generic brand. Tomas Marcelo G. Agana III, president and chief executive officer of Pharex
HealthCorp., said achieving work-life balance does save lives.
The country’s workforce registered some of the highest stress levels in Asia. Over 42 percent of Filipino
workers reported that their stress levels have risen over the past few years, said a Regus International
survey. Meanwhile, the Grant Thornton International survey said 76 percent of Filipino business owners
are highly stressed, pointing to heavy workload as the most significant driver.
Work-related stress adversely affects employers and employees alike. “Stress physically wears out the
body,” said Department of Health-National Capital Region director Eduardo Janairo. It puts people at risk
to a lot of illnesses, from the common cold to hypertension and severe heart disease.
“Steps can be taken to mitigate the effects of stress at work,” Agana said. People can implement
these
simple
changes
into
their
lifestyle.
Make healthy choices. According to the American Psychological Association (APA), people should
make healthy choices when they feel the tension rise. It pointed to exercise and healthy eating as
good alternatives to stress eating, and to cut down on the bad habits, like drinking and smoking. It
also
urged
them
to
get
enough
sleep.
Establish boundaries. APA said people should establish “work-life boundaries.” “In today’s digital world,
it’s easy to feel pressure to be available 24 hours a day.” This may include not checking on e-mail at
home in the evening, or not answering the phone during dinner.
Take time to relax and recharge. APA recommends “switching off” from work, by neither engaging in
work-related activities nor thinking about work. It said people should learn to take their vacation from time
to time and periodically “disconnect from the world”—a sort of “me time.”
Follow the doctor’s advice. For people already diagnosed with hypertension and other chronic diseases
such as cardiovascular disease, maintaining a healthy work habit is enough to prevent illnesses. Agana
said people with these diseases should follow their doctors’ advice, especially when it comes to
medicines and medication schedule.
“If people want to improve their lifestyle, they need to balance all aspects in their life. They’ll be surprised
how stress-free work translates to more business opportunities in the future and more importantly, the
quality of life they deserve,” Agana said.
Citation: Ermitanio, N. (2015, July 25). Work-related stress affects one’s life, dealing with it essential
https://business.inquirer.net/195891/work-related-stress-affects-ones-life-dealing-with-it
essential?fbclid=IwAR1fXDKVpK23UBTUVDI_cMnXr_JnMcUffaFBVk-8SMfXlfZi1snyv6fZ9Pk
LOCAL STUDIES
1. Philippine E-Journals
This study explored the relationship between workload, role conflict and interpersonal
relationship with the work-life balance of government employees. The study was participated
by 348 government employees from various public agencies within Metro Manila who
responded to the questionnaire adapted from the study of Razak (2014). Workload and role
conflict are rated average while interpersonal relationship and work-life balance are given
high ratings by the respondents. Results also showed that the workload is not correlated with
work-life balance whereas role conflict and interpersonal relationship are correlated with
work-life balance. Role conflict is negatively correlated while interpersonal relationship is
positively correlated. Human resources practices in the government office are recommended
to be structured based from these results.
https://ejournals.ph/article.php?id=14222
LOCAL LITERATURE
1. Diligent Insights