HRM: Human Resource Manager, Healthy Role Model
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HRM: Human Resource Manager, Healthy Role Model

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Human Resource professionals have a key role to play in how they handle stress both personally and proifessionally. Research shows that we each have a natural “raw coping power” that we can tap ...

Human Resource professionals have a key role to play in how they handle stress both personally and proifessionally. 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. This presentation was provided to HR professionals at the HR Southwest conference (OCtiber, 2011).

Presenter: Dr. Joel Bennett learn@organizationalwellness.com

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HRM: Human Resource Manager, Healthy Role Model HRM: Human Resource Manager, Healthy Role Model Presentation Transcript

  • HRM Human Resource Manager Healthy Role Modelwww.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.comwww.organizationalwellness.com
  • Wellness is necessary but not sufficient to handle the stress problemwww.organizationalwellness.com
  • 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 stresswww.organizationalwellness.com
  • 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 others behavior.www.organizationalwellness.com
  • 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 wantwww.organizationalwellness.com
  • 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.www.organizationalwellness.com
  • Mechanical Model (Reactive; Emphasis on Stressor as THE Cause) Mediating Stressor Factors Strain Personal  Workplace Protect  Exacerbatewww.organizationalwellness.com
  • A broader approach is needed“BRING IT!”www.organizationalwellness.com
  • 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. www.organizationalwellness.com
  • Psychological capital Collective efficacy Self-leadership Thriving at work Self-determination Team resilience Hardiness Self-efficacywww.organizationalwellness.com
  • 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 ones perceived competence to complete tasks on ones own. It is the belief in our ability to succeed in a particular situation.www.organizationalwellness.com
  • 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.www.organizationalwellness.com
  • Contact Information Dr. Joel Bennett Organizational Wellness & Learning Systems 3321 Collinsworth St. (suite 220) Fort Worth, Texas, 76107 www.organizationalwellness.com (817) 921-4260www.organizationalwellness.com
  • 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.www.organizationalwellness.com