Abstract: In order to explore the ways of job stress management, this paper studies the relationship between employee job stress management and psychological contract management. Taking Copenhagen Social Psychological Questionnaire as the research tool, through data analysis, it is concluded that there is a certain correlation between employees' work stress and psychological contract, and it is feasible to manage work stress through the management of psychological contract.
[Keywords:] working pressure; Stress management; Psychological contract
I. Introduction
With the continuous development of economy and society, the competition in modern society is becoming increasingly fierce, and every worker feels the pressure of work to varying degrees. It not only affects the physical and mental health of employees, but also relates to the competitiveness of the organization. Therefore, the problem of work stress has attracted more and more attention.
Work stress is formed in the process of work, which directly affects the physical and mental health of employees and their attitude towards organization and work. To put it simply, work stress is the tension caused to individuals when the job requirements exceed their abilities. One of the methods of effective stress management is to control the factors that produce employee stress. The factors that affect work stress are mainly organizational factors and personal factors. Among them, organizational factors include: working conditions, workload, work significance, challenges and other issues, as well as organizational management issues such as leadership level and organizational system, as well as interpersonal issues. Personal factors refer to everyone's own specific situation. Different individuals have different ability to bear pressure and behave differently.
Pressure is a double-edged sword, which has an important impact on the efficiency of the organization. The traditional motivation theory holds that stress has a positive impact on work efficiency, which can make people concentrate, improve endurance and increase motivation. Conflict theory holds that stress has obstacles and negative effects on job performance. The pressure of employees will reduce their job satisfaction and make the organization face productivity, quality decline and accidents increase. According to the interaction theory, an appropriate level of pressure can improve performance, and pressure above or below the optimal level will worsen work efficiency. In fact, if the job requirements are within the scope of personal ability, individuals will not feel pressure; If the job requirements exceed the individual's ability, but the organization can give personal support and help to a certain extent, the individual will not be negatively affected by the pressure to a great extent; If in an ideal state, stress can also have a positive role in promoting employees. Therefore, the goal of job stress management is to make employees' stress state within a reasonable range by taking corresponding management measures.
The work pressure and psychological contract of employees belong to the spiritual category of employees, and their management is to pursue spiritual balance. The emergence of stress at work may cause the rupture of psychological contract, and poor performance of psychological contract will also cause stress to employees. Therefore, this paper introduces the variable of psychological contract when discussing the theory of employee's work stress management. It is hoped that the study of the relationship between them will help to strengthen the management of employees' work stress.
Psychological contract embodies the attitude and understanding of the exchange of responsibilities and obligations between employees and organizations. Psychological contract in a broad sense refers to the implicit expectation that employers and employees have realized each other in their mutual relations. Simply put, psychological contract in a narrow sense means that every employee has certain standards in his own mind about what he should pay for the organization, how much he should pay, what the organization should give him in return, and so on. When employees feel that the organization has failed to fulfill the psychological contract or that the psychological contract has been violated, they will often protect their own interests by reducing their work efforts, so as to achieve the psychological balance of the exchange relationship. In this case, most employees will have negative emotions and even negative behaviors, which are harmful to the organization and the employees themselves. The purpose of psychological contract management is to give full play to the effective supplementary role of written contracts, maintain a healthy and stable employment relationship between organizations and employees, and establish a harmonious organizational atmosphere; On this basis, the psychological contract is used to enhance employees' sense of belonging to the organization, improve employees' satisfaction with their work and mobilize employees' enthusiasm, thus improving the performance of the organization.
Second, research methods.
Psychological contract is a hidden variable and cannot be directly quantified. Therefore, if we want to examine the relationship between psychological contract and employee stress, we need to quantify it with other variables. The conditions provided by the organization for employees and the variables expressing employees' work feelings, such as salary level, performance salary, extra benefits, job security, training and development, promotion opportunities and work itself, are all effective intermediary variables to test psychological contracts. These variables also have a direct impact on employees' stress. Therefore, this paper investigates psychological contract and employee pressure by questionnaire. By analyzing the data in the survey results, we can determine the influence of psychological contract on employee stress management.
1. theme. The research object is the employees of Shandong Weifang Baiwei Group. The sampling method adopted is stratified sampling; * * * 400 questionnaires were distributed and 393 valid questionnaires were recovered. Due to the occupational characteristics, men account for 22. 1% of the total, and women account for 77.9% of the total. Subjects under the age of 25 accounted for 44.3% of the total, and subjects aged 26-35 accounted for 5 1.7% of the total. Of the total number, 32.3% have worked for less than 2 years, 39.7% for 2-5 years, 17.6% for 6- 10 years and 9.2% for1-20 years. 69.7% of people have technical secondary school education, 26% have junior college education, and 4.3% have bachelor degree or above. The employees who participated in this survey included security guards, promoters, tally clerks, cashiers, salesmen, operation employees, complaint center employees and middle managers.
2. Questionnaire. The questionnaire used in this study is the Copenhagen social psychological questionnaire "Copenhagen Psychological Questionnaire naire (COPSOQ)" compiled by Danish psychologists Tage S.Kristensen and Vilhelm Borg, which is used to measure the work and psychological state of employees in the workplace. This survey is the first use of this questionnaire in China. There are three versions of the questionnaire * * *, and the medium version is adopted in this survey. This version of the questionnaire includes 26 dimensions and 95 questions.
3. Procedures. This questionnaire is distributed centrally in employees' workplaces, and the survey is conducted anonymously. * * * is divided into three steps:
The first step is to sample the respondents by layers, and the sample is selected in all enterprises according to the proportion of 20%.
The second step is to distribute the questionnaire and explain it, so that the subjects can understand the purpose of the survey and the main points of answering the questionnaire.
The third step is to collect questionnaires on the spot, and make data entry, statistics and analysis.
Third, the result
In order to verify the hypothetical relationship proposed in this paper, this study selected five dimensions to express employees' work stress, including ***22 questions; Five dimensions, *** 17, choose to show the status quo of psychological contract. The total number is 39 questions. Using the statistical software SPSS 10.0, the questionnaire was analyzed by factor analysis. The KMO value is 0.84 1, and the significant probability of bartlett spherical test is 0.000, which is very suitable for factor analysis. According to the results of factor analysis, we adjusted and modified the problem. Finally, there are three dimensions to express employees' work stress: job insecurity, job satisfaction and physical and mental health; Four dimensions * * * are reserved to show the current situation of psychological contract: control of work, meaning of work, recognition of workplace and work feedback. The results of reliability analysis show that the internal consistency coefficient (α coefficient) of the questionnaire is 0.80, which shows that the internal consistency degree of the questionnaire is ideal.
The corresponding factors of each dimension of two variables were analyzed by SPSS. The survey results are detailed in the table below.
It is not difficult to see from the analysis results in the table that there is a general and obvious correlation between psychological contract and employees' work pressure. The results also show that:
Secondly, if an employee thinks that the work he is engaged in is meaningful and the work makes him feel full of motivation, then his sense of insecurity will be significantly reduced and his satisfaction with the work will be improved.
Thirdly, the recognition of the workplace can also reduce employees' sense of insecurity at work and improve job satisfaction.
Finally, if employees can maintain good communication with colleagues, especially superiors, they can reduce their sense of insecurity at work, improve their job satisfaction and maintain a healthy physical and mental state; On the other hand, if employees have low job insecurity, high job satisfaction and physical and mental health, it will have a considerable positive impact on the performance dimension of psychological contract.
Four. Analysis and discussion
Psychological contract and employee's work pressure are both important factors in human resource management and even enterprise management, and they are also closely related.
First of all, there is a certain connection between the two in the background. Nowadays, organizational layoffs have become a common phenomenon. The work pressure and unemployment pressure of employees are increasing, but the quality of work and life is declining. This change has caused a series of influences, including the decline of employee satisfaction, loyalty and work performance, frequent job-hopping of employees and the loss of core talents. In this context, psychological contract has been paid more and more attention. As a link between employees and organizations, psychological contract is an effective supplement to written contract and a key factor to stabilize employment relationship.
Secondly, in the process of management, the two also have a certain relationship.
First, the work pressure must be caused by the mismatch between personal work requirements and abilities. When individuals can't solve problems through their own efforts, they will have expectations for the organization, hoping that the organization will reduce the job requirements or give some support. This expectation itself is a psychological contract. If the work pressure of employees is not relieved for a long time, then this psychological contract will be destroyed.
Second, work stress and psychological contract have the same influencing factors. No matter what causes it, it is difficult for people to draw a conclusion about the violation of psychological contract directly. The measurement and evaluation of psychological contract violation is determined by the measurement and evaluation of psychological contract elements recognized by employees and managers. For example, salary level, performance pay, fringe benefits, job security, training and development, promotion opportunities and the job itself. And these factors themselves are also important factors affecting employee stress. In other words, if the problem of employee pressure cannot be solved well, it is easy to cause the destruction of psychological contract. While stabilizing the psychological contract, it can also play a role in reducing the work pressure of employees. Under different conditions, employee pressure can not only be a direct influence factor of psychological contract, but also an important factor that can not be ignored in psychological contract management.
To sum up, we can explore the ways of stress management through psychological contract. First of all, a good and stable psychological contract relationship can reduce the pressure on employees at work. In order to reduce the mental stress of employees, the stability of psychological contract relationship can not be ignored. Secondly, the purpose of stress management is to keep employees' stress within a reasonable range, rather than simply reducing their stress feelings. Therefore, it is very important to use appropriate pressure to motivate employees and promote their continuous progress. In the process of management, we can constantly build new psychological contracts to motivate employees and improve their work enthusiasm. The survey shows that the stress factors that employees feel in the organization are mainly "insufficient or inappropriate development of training and management", "uncertain promotion prospects", "personal development opportunities", "work income" and "not meeting personal work standards" and so on. Therefore, to manage employee pressure, we should not only take countermeasures against the influencing factors, but also make use of the characteristics of psychological contract, that is, the effective supplement of written contract, so that employees and organizations can reach a tacit and stable relationship mentally. Only by reaching an agreement on management methods and spirit can we truly achieve the goal of stress management, which can not only relieve stress, but also play an incentive role.
Based on the analysis of the results of this study and the reference of previous research results, as well as the selection of psychological contract elements and employee stress elements, this paper establishes a relationship model between psychological contract and employee stress. See the picture.
Verb (abbreviation of verb) conclusion
With the continuous development of society, the influence of employee pressure on organization, employees and enterprise management is becoming more and more obvious. The exploration of employee stress management should also be further deepened. The study of stress management in this paper does not follow the traditional mode and method, but introduces the variable of psychological contract through investigation. This paper demonstrates the relationship between psychological contract and stress management, and probes into the management of employee stress through psychological contract. Through this study, the relationship between employee's work stress and psychological contract is confirmed, and the operability of employee's stress management is improved, that is, the management of employee's pressure or motivation is realized through the management of employee's psychological contract.
[5] Liu. Staff stress management countermeasures [J]. Enterprise Management, 2006, (4). First of all, if employees can participate in the distribution of workload, their physical and mental health will be ideal.