HRM: Human Resource Manager, Healthy Role Model

HRM
Human Resource Manager
Healthy Role Model

www.organizationalwellness.com

Objectives
• Recognize your potential for modeling a
healthy approach to stress
• Select one (evidence-based) way to potentiate
yourself
• Select one (evidence-based) way to potentiate
your team
For accompanying case study
send us an email learn@organizationalwellness.com


Wellness is necessary but not sufficient to
handle the stress problem


Research shows that we each have a natural “raw
coping power” that we can tap into that greets stress
as part of life and helps us thrive from stress

Stressors/Hassles Thrivers/Uplifts
• Not able to provide employees • Seeing employees grow
development opportunities when there
are budget constraints (retention)
• Achieving work-life balance within the • Coaching staff and seeing them
firm when there is business pressure to develop more effective behaviors.
work harder • Helping solve problems.
• Not able to demonstrate the HR value • Being acknowledged for your
proposition (not just an overhead item) contribution
• Opportunities for strategic input
and collaboration.
• Giving timely and effective feedback for • Being a part of positive change on
performance management (lack of skills, the personal, group and
techniques) organizational level.
• Not able to keep the focus on culture • Contributing to a culture of
improvements (how to make this a great recognition, and seeing those
place to work) efforts spread across the firm and
in other's behavior.

Some Other uplifts
1. Feeling safe 8. Getting something done
2. Working well with fellow 9. Being "one" with the world
workers 10. Fixing something (besides
3. Knowing your job is secure at your job)
11. Making something (besides
4. Doing volunteer work
at your job)
5. Contributing to a charity 12. Exercising
6. Being with children 13. Meeting a challenge
7. Having enough time to do 14. Hugging and/or kissing
what you want


The Relaxation Response
• One aspect of stress is called the "fight or flight response."
Our equilibrium is disturbed because we perceive stress as
a threat. We then seek to remove it by either approaching
(fight) or avoiding (flight).
• The "relaxation response" contrasts with the fight or flight
response: it is a state of deep rest that changes our basic
response to stress (e.g., decreases in heart rate, blood
pressure, rate of breathing, and muscle tension).
• Many types of mind-body practices elicit the relaxation
response: meditation, repetitive prayer, yoga, tai chi,
breathing exercises, progressive muscle relaxation,
biofeedback, guided imagery and Qi Gong.


Mechanical Model
(Reactive; Emphasis on Stressor as THE Cause)

Mediating
Stressor Factors Strain

Personal  Workplace
Protect  Exacerbate


A broader approach is needed

“BRING IT!”


Potentiation Model
(Context Proactive; Primacy on Growth as THE Aspiration)

• Psychological Capital1
• Self-leadership2
• Self-determination3
• Hardiness4
Growth
• Efficacy5 Resource
• Flourishing
Challenge &
Opportunity Mobilization
& Thriving6
• Collective
Efficacy7
• Team Resilience [1]

1-Luthans 2-Manz, Neck
3-Ryan, Deci, Gagne
4-Maddi, Kobasa 5-Bandura
6-Spreitzer; Keyes 7-Bandura
* [1] Robyn D. Petree, Kirk M. Broome, Joel B. Bennett , (2012) Exploring and Reducing Stress in Young Restaurant Workers: Results of a Randomized Field Trial.
American Journal of Health Promotion: March/April 2012, Vol. 26, No. 4, pp. 217-224.


Psychological capital
Collective efficacy
Self-leadership
Thriving at work
Self-determination
Team resilience
Hardiness

Self-efficacy


Personal Potentiation
 Psychological capital. Confidence, hope, optimism, and resilience.
When we have these four qualities, we are better able to deal with
stress.
 Self-leadership. We have the ability to lead our self -- to take more
responsibility for our own motivation and direction -- and to
empower others to do the same.
 Self-determination. All people have a tendency to want to grow,
master challenges, and integrate new experiences into a coherent
sense of self.
 Hardiness. Three qualities are presented in three Cs--seeing stress
as a Challenge, having Confidence to deal with problems, and
staying Committed to work it through.
 Self-efficacy. This is a measure of one's perceived competence to
complete tasks on one's own. It is the belief in our ability to
succeed in a particular situation.


Team Potentiation
 Collective efficacy. The shared confidence that,
through collective action, a group can influence
positive outcomes.
 Thriving at work. Workplaces can foster a sense of
vitality, growth and continuous learning by giving
workers more discretion over decisions, sharing
information broadly, and fostering a climate of trust
and respect.
 Team resilience. As you learn how to manage stress
you can pass your knowledge along to the team.
Others may not even have to go through training -- like
TUN -- because the social network fosters learning.


Contact Information
Dr. Joel Bennett
Organizational Wellness & Learning Systems
3321 Collinsworth St. (suite 220)
Fort Worth, Texas, 76107

(817) 921-4260


References
(1) Fight or Flight Response. (see Wikipedia, 2012)
(2) Relaxation Response. (see Wikpedia, 2012)
(3) Psychological capital. See Luthans, F., Luthans, K., Luthans, B. (2002) in Business
Horizons.
(4) Self-leadership. See Lovelace, K., Manz, C., Alves, J. (2007) in Human Resource
Management Review.
(5) Self-determination. See Ryan, R., & Deci, E. (2000) in American Psychologist.
(6) Hardiness. See the Hardiness Institute on the WWW.
(7) Self-efficacy. See Bandura, A. (1977) in Psychological Review.
(8) Most effective stress management programs. See LaMontagne, A. et al. (2007) in
International Journal of Occupational and Environmental Health.
(9) Collective efficacy. See Bandura, A. (2000) in Current Directions in Psychological
Science.
(10) Thriving at work. See Spreitzer, G. et al., (2005) in Organization Science.
(11) Team resilience. See Petree, R., Broome, K., Bennett, J. (2011) in American Journal
of Health Promotion.


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