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The ICD-11 of the World Health Organization (WHO) describes occupational burnout as a work-related phenomenon resulting from chronic workplace stress that has not been successfully managed. According to the WHO, symptoms include "feelings of energy depletion or exhaustion; increased mental distance from one's job, or feelings of negativism or ...
According to the United States Department of Labor, “In 2009, employed persons worked an average of 7.5 hours on the days they worked, which were mostly weekdays.[In addition to that], 84 percent of employed persons did some or all of their work at their workplace.” [7] This indicates that majority of the population spend their waking hours at work, outside their homes.
Studies have shown an association between occupational stress and "health risk behaviors". Occupational stress has shown to be linked with an increase in alcohol consumption among men and an increase in body weight. [31] Occupational stress accounts for more than 10% of work-related health claims. [32]
Work motivation reflects the energy an individual applies "to initiate work-related behavior, and to determine its form, direction, intensity, and duration" [111] Understanding what motivates an organization's employees is central to I-O psychology. Motivation is generally thought of as a theoretical construct that fuels behavior.
Work engagement as measured by the UWES is positively related with, but can nevertheless be differentiated from, similar constructs such as job involvement and organizational commitment, [8] in-role and extra-role behavior; [9] personal initiative, [10] Type A, [11] and workaholism. [12]
Presenteeism or working while sick is the act or culture of employees continuing to work as a performative measure, despite having reduced productivity levels or negative consequences. Reduced productivity during presenteeism is often due to illness, injury, exhaustion, or other conditions, but presenteeism can also describe working while ...
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Moreover, this theory acknowledges the negative effect of the work–family relationship, in which, only beyond a certain upper limit may overload and distress occur, however, the central focus of this perspective is mainly on the positive effects of work and family relationship, such as resource enhancement.