Which strategies are most effective for increasing workplace mindfulness?? Please refer to the outline and Executive Summary I provided to complete the business report, request 5-7 pa
I. Please help me to write a business report, that topic is — Which strategies are most effective for increasing workplace mindfulness?
II. Please refer to the outline and Executive Summary I provided to complete the business report, request 5-7 pages.
III. And please help me to correct my Executive Summary in the business report:
Here are comments to guide my revision of the report: 1. Use a running header that consists of a shortened version of the report title; please see the example Executive Summary. 2. Include a blank line between paragraphs. 3. Delete findings and background material from the first paragraph. 4. Focus on presenting only major findings of strategies for increasing workplace mindfulness; delete other details that can be read in the report. The summary is a synopsis or abstract. 4. Explain how you located the report sources in the second paragraph. ( Professors provide two resources, and one is from the university online library)
Ⅳ.Three resources are:
1. Being Intentional About Workplace Mindfulness Programs(attached)
2. Promoting Sustainability: The Effects of Workplace Mindfulness Training (attached)
3. A Workplace Mindfulness Intervention May Be Associated With Improved Psychological Well-Being and Productivity. A Preliminary Field Study in a Company Setting ( https://www.frontiersin.org/articles/10.3389/fpsyg.2018.00195/full )
Note: this is a very important assignment, and it needs to be put on Turnitin.
STRATEGIES FOR MANAGING WORKPLACE STRESS
STRATEGIES FOR MANAGING WORKPLACE STRESS
STRATEGIES FOR MANAGING WORKPLACE STRESS
STRATEGIES FOR MANAGING WORKPLACE
STRESS AND INCREASING WELLBEING
Prepared for
Dr. XXXXXX
XXXXX University, Los Angeles
Prepared by
Jane Good Report
In Partial Fulfillment of the Requirements for BUS XXXX
Section 05
XXXXXXX University, Los Angeles
April 6, 2020
To: Dr. XXXXXXXXXX
From: Jane Good Report
Date: April 6, 2020
Subject: Completed Analytical Report Presenting Strategies for Managing Stress
Here is the report you requested on January 27, 2020, presenting strategies for managing workplace stress and increasing wellbeing.
Data gathered from peer reviewed journals and Internet sources support the conclusion that stress relief is possible by implementing certain strategies and lifestyle changes.
Please contact me if I can answer any questions for you. I am glad that you gave me the opportunity to write this report for you, Dr.XXXXXXX, because the project was both informative and enjoyable.
Attachment
EXECUTIVE SUMMARY
On January 27, 2020, Dr. XXXXXXXX, Professor of Management at XXXXXX University, Los Angeles, authorized a study to look at strategies for managing workplace stress and increasing wellbeing.
Secondary data for the study was gathered from online databases and the Internet.
Findings show that workplace stress can have a negative impact not only on work performance but also on overall health. The following shows what strategies can be implemented into daily life to lessen the effects of workplace stress:
1. Foster personal relationships by spending more time with family, friends, or significant others.
2. Participate in preferred physical activities often.
3. Participate in enjoyable leisure activities.
4. Establish boundaries by separating work life and home life.
5. Seek support from mental health professionals or contact a supervisor who can create a better work environment.
It is concluded that these are all viable options to consider when looking for ways to destress and improve mental and physical health. For greater overall wellbeing, it is recommended that these steps be taken to manage the challenges of workplace pressures.
STRATEGIES FOR MANAGING WORKPLACE STRESS
STRATEGIES FOR MANAGING WORKPLACE STRESS
STRATEGIES FOR MANAGING WORKPLACE STRESS
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INTRODUCTION
Statement of the Problem
What are effective strategies to manage workplace stress and increase overall wellbeing?
Background Information
“Considered to be the “health epidemic of the 21st century” by the World Health Organization, stress is estimated to cost U.S. business $300 billion or $5,000 per employee per year” (Cardon & Patel, 2015, p. 379). Chronic stress disrupts lives and has been connected to many of the leading causes of death. In view of this connection, not only are individuals interested in means to combat stress, but employers and businesses are also looking for effective methods to assist their employees.
Methods of Research
In conducting secondary research for this report, EBSCO Host Business Source Premier was the primary library database used to find articles. All peer reviewed articles referenced in this report were published between the years 2014 and 2019. In addition to library databases, the Internet was also used to obtain integral information. Phrases such as “managing workplace stress”, “increasing wellbeing”, “importance of employee health”, and “stress coping strategies” were some of the many keywords used to find relevant articles.
FINDINGS
The following will provide strategies to mitigate the negative effects of workplace stress. These strategies include getting support from close relationships, exercising, relaxing activities, establishing boundaries, and seeking support from mental health professionals.
Support from Close Relationships
Family, significant others, and close friends are usually an individual's major support system. These relationships can provide meaningful assistance during stressful periods of time. “Cumulative empirical evidence across 148 independent studies indicates that individuals’ experiences within social relationships significantly predict mortality. That is, people with stronger social relationships had a 50% increased likelihood of survival than those with weaker social relationships” (Holt-Lunstad, Smith, & Layton, 2010, p. 15). Having conversations or participating in activities with those in an individual's close circle can be comforting. Even being in the presence of those people can have a calming effect.
However, relying on those relationships for extended periods of time can put a strain on those bonds. It is easy to become a burden without even recognizing it, and often, others will feel obligated to help. To prevent this, relying on personal relationships as a means to relieve stress should be used in moderation and other forms of relief should be sought.
Exercise
One of the most common recommendations to manage stress and increase wellbeing is to exercise. This can include many activities such as walking, swimming, jogging, lifting weights, playing a sport, or dancing. The Anxiety and Depression
Association of America states that, “Exercise and other physical activity produce endorphins–chemicals in the brain that act as natural painkillers–and also improve the ability to sleep, which in turn reduces stress” (“Physical Activity Reduces Stress,” n.d., n.p.).
Physical activity is seen as contributing to positive mental and physical health. Individuals who engage in physical activity tend to engage in other positive health behaviors such as healthy eating and smoking avoidance. Increased physical activity has been linked to decreased symptoms of depression and anxiety, and intervention studies provide support for a causal relationship between physical activity and decreased depression and anxiety symptoms. Physical activity has also been shown to moderate the relationship between life stressors and anxiety or depression (Lease, Ingram, & Brown, 2019, p. 253).
Even moderate or low-impact exercise can create the intended effects. Positive outcomes can be amplified by also getting the recommended amount of sleep each night (about eight hours), eating a well-balanced diet, and maintaining a healthy lifestyle overall.
Relaxing Activities
Participating in a leisure activity has the potential to relieve stress. Such activities can include, going out for a walk, completing puzzles, listening to music, taking up a hobby, reading a book, or watching a movie. Doing so allows the body and mind to relax by doing activities other than those that are stressful and usually work related.
Companies such as Dow Chemical, Aetna, General Mills, Google, Nike, Ford and Apple have been using mindfulness initiatives such as meditation, yoga, breath control, stretching, and the distribution of positive messages via e-mail and slide presentations to help employees reduce stress, improve mental and emotional resiliency, promote creativity, increase productivity and become more engaged with their work and each other (Martin & Wachter, 2018, p. 30).
Not only can individuals do these activities at home on their own time, but many companies are now directly coordinating relaxing activities to better serve their employees by creating a healthier work environment. During non-work hours, individuals should focus on activities that are pleasurable and fulfilling in order to decompress.
Establishing Boundaries
It is common to want to bring unfinished work home, especially for entrepreneurs or those who are self-employed. This practice can take form by physically bringing paperwork home or by continuing to complete tasks during “off” hours. Stress about the wellbeing of the business itself. According to Kim and Hollensbe {2018}, “Individuals with high home boundary permeability felt they had little time left to enjoy and contribute to their home life. They were more vulnerable to excessive work-related anxiety and tensions while at home, feeling preoccupied with these issues and having a weakened ability to concentrate on home tasks” (p. 102). The inability to leave work behind is what can create an endless cycle of chronic stress. Creating mental boundaries and not allowing work related issues to invade home and personal life would be a step towards stress relief.
Support from Mental Health Professionals
Although often used as a last resort or final effort, seeking support from a specially trained mental health professional is a viable option for those struggling with stress. Professionals who can help include counselors, psychologists, doctors, and therapists, although even a support group could offer beneficial guidance. Psychologists and doctors can use hypnosis to induce a deeply relaxed state, use cognitive behavioral therapy (CBT) to change thinking patterns and behavior responses, or use biofeedback metrics to determine stress responses. More simply, meditation, visualization of possible future scenarios, or talk therapy might be implemented (Spriggs, 2014).
Often times, many of these coping strategies are used together, although they might not be effective for all individuals. Some individuals may need to apply multiple techniques while others can manage work stress with only one. Managing stress is subjective and may require time and effort to determine which solutions work best.
CONCLUSIONS
Based upon the findings of the report, the following conclusions to reducing workplace stress are drawn:
1. Having close personal relationships can offer significant encouragement during periods of stress.
2. Exercising maintains the body’s necessary functions and releases chemicals in the brain that affect mood.
3. Participating in relaxing activities is a source of joy and allows for distraction from overwhelming situations.
4. Establishing boundaries between home life and work life allows time away from stressful work related responsibilities.
5. Seeking support from mental health professionals can introduce new ways of coping with stress.
RECOMMENDATIONS
Based upon the conclusions of the study, the following recommendations are provided for those experiencing stress:
1. Reach out to family and friends for support.
2. Exercise daily or at least as often as possible to reap the physical and mental benefits.
3. Participate in enjoyable and relaxing activities.
4. Avoid bringing work home. If working from home is necessary, set and follow strict time schedules that determine when to stop working.
5. Seek help from mental health professionals.
REFERENCES
Cardon, M. S., & Patel, P. C. (2015). Is stress worth it? Stress-related health and
wealth trade-offs for entrepreneurs. Applied Psychology: An International
Review, 64(2), 379–420. https://doi – org.mimas.calstatela.edu/10.1111/apps
Holt-Lunstad, J., Smith, T. B., & Layton, J. B., (2010). Social relationships and mortality
risk: a meta-analytic review. Plos Medicine, 7(7): e1000316. https://doi.org/10
Kim, S., & Hollensbe, E. (2018). When work comes home: technology-related pressure and home support. Human Resource Development International, 21(2), 91–106. https://doi – org.mimas.calstatela.edu/10.1080/13678868.2017.1366177
Lease, S. H., Ingram, C. L., & Brown, E. L. (2019). Stress and health outcomes: do
meaningful work and physical activity help? Journal of Career Development
(Sage Publications Inc.), 46(3), 251–264. https://doi-org.mimas.calstatela.edu
/10.1177/0894845317741370
Martin, L. F., & Wachter, J. K. (2018). Art & science of mindfulness in the practice of
safety. Professional Safety, 63(8), 30–35. Retrieved from http://search
.ebscohost.com.mimas.calstatela.edu/login.aspx?direct=true&db=buh&AN
=131049639&site=ehost-live
Physical Activity Reduces Stress. (n.d.). Retrieved from https://adaa.org /understanding anxiety/related – illnesses/other – related – conditions/stress/physical – activity – reduces – st
Spriggs, B. B. (2014, August 18). Coping with stress. Retrieved from https://www
.healthline.com/health/stress-help
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Promoting Sustainability: The Effects of Workplace Mindfulness Training
Introduction
Mindfulness training is enjoying grow- ing popularity in work life settings, with the aim to increase employees’ mindful- ness level and thereby their well-being. Prior evidence suggests that higher mindfulness is associated with reduced stress (Ciesa and Serretti, 2009) and bet- ter recovery from work (e.g. Hülsheger, Land, Depenbrock, Fehrmann, Zijlstra and Alberts, 2014). Mindfulness can be defined as non-judgmental, moment-to- moment awareness which can be culti- vated through formal meditation and informal practice in everyday life (e.g. Kabat-Zinn, 2003). Trait mindfulness refers to how mindful individual tend to be and act in daily life. Mindfulness is constituted of various facets, such as non- reacting, observing, acting with aware- ness, describing and non-judging experi- ences. Of these, non-reacting, defined as the ability to step back from and not be overwhelmed by distressing experiences, is an important contributor to employee well-being (Malinowski and Lim, 2015).
Three broad streams of mindfulness research exist. First, correlational and cross-sectional research explores asso- ciations between mindfulness levels and other factors (e.g. Malinowski and Lim, 2015). Second, diverse intervention stud- ies examine the effects of various types of mindfulness training, while the third stream consists of laboratory-based re- search (c.f. Keng, Smoski and Robins, 2011). In this variety of methods used to study the effects of mindfulness train- ing, there seems to be a lack of studies employing mixed methods. In addition, participants in workplace mindfulness- training interventions frequently have been employees in the health care and education sectors. Therefore, the aim of the current study was to use quantitative and qualitative methods to explore the effects of workplace mindfulness-based stress reduction (MBSR) training for factory employees.
Mindfulness training
Previous research indicates that mind- fulness training can lead to higher self- reported mindfulness (e.g. Anderson,
Lau and Bishop, 2007), and a number of studies have demonstrated that increases in mindfulness levels mediate the effects of mindfulness interventions on out- comes, such as well-being (for a review, see Keng, Smoski and Robins, 2011). For instance, a structured, group-based MBSR programme employed mindful- ness meditation to develop enhanced awareness of the moment-to-moment experiences of perceptible mental pro- cesses and thereby improve psychological and physical well-being (e.g. Grossman, Niemann, Schimidt and Walach, 2004). In accordance of these findings, it was proposed that:
Hypothesis 1: Compared with the par- ticipants in the control group, the partic- ipants in the mindfulness-based training group will display increased mindfulness after the training.
Mindfulness and emotions at work
In general, mindfulness seems to support emotion regulation, for instance, reduc- ing emotional reactivity (e.g. Arch and Craske, 2010). Furthermore, mindful- ness seems to stabilise attention in the present and decrease mind wandering, which has close links to negative affect and negative mood. This link is espe- cially strong when the mind wanders to past topics which include negative content (i.e. rumination). (Smallwood and O´Connor, 2011; Smallwood and Schooler, 2015.) Therefore, if mind- fulness training can increase focus on the present moment and reduce mind wandering, this training might decrease negative emotions. In line with this spec- ulation, a body of empirical evidence sug- gests that MBSR training decreases the emotions of fear, anger and worry (Rob- ins, Keng, Ekblad and Brantley, 2012). Mindfulness is associated not only with diminished negativity but also enhanced positive emotions. Overall, evidence from correlational studies suggests that higher mindfulness is associated with higher lev- els of positive affect (Keng, Smoski and Robins, 2011). For instance, Schutte and Malouff (2011) reported an association of mindfulness with higher positive affect and lower negative affect, and in another study, mindfulness training focused on
Jaana-Piia Mäkiniemi Kirsi Heikkilä-Tammi
Abstract Mindfulness training is enjoying growing popularity in workplaces. In the current study, the effects of workplace mindfulness training were evaluated using quantitative and qualitative methods. The study’s novelty value arises from the implementation of workplace training among factory employees and the mixed-methods approach to evaluation. The quasi-experimental design with training and control groups included pre- and post- measurements and four focus group interviews. The results of the pre-post-test indicated that, compared with the participants in the control group, the participants in the mindfulness-based training group displayed significantly greater increases in mindfulness, positive emotions and hope pathways after training. The findings from the focus group interviews also indicated positive effects associated with relaxation, creativity at work, quality of social interactions and quality of sleep. The participants also perceived challenges in the training, such as inexperience, odd and difficult mindfulness practices, difficulties with home practice, a lack of social support and the demanding features of the environment. These results were discussed in light of the added value of the mixed-methods evaluation approach.
Key Words: workplace mindfulness training, mindfulness, positivity, hope
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loving-kindness meditation was able to increase daily experi- ences of positive emotions (Fredrickson, Cohn, Coffey, Pek and Finkel, 2008). Based on these findings, it was hypothesised that:
Hypothesis 2: Compared with the participants in the control group, the participants in the mindfulness-based training group will show higher increases of positive affect (a) and greater de- creases of negative affect (b).
Mindfulness and hope at work
Hope can be defined as the perceived capability to see path- ways to desired goals and to motivate oneself through agency thinking to use those pathways. The hope construct distin- guishes between agency and pathway thinking, but hopeful- ness requires both as they feed on each other (Snyder, 2002). It has been proposed that, when individuals have mindfulness and can step back from emotional reactivity, they experience more hopeful attitudes (Malinowski and Lim, 2015). Accord- ingly, an integrated mindfulness and hope-theory-based med- itation-training intervention could increase participants’ hope (Thorton, Cheavens, Heitzmann and Dorfman, 2014), and in a mindfulness-based meditation-training intervention, the hope of the training group increased significantly more than that of the comparison group (Munoz, Hoppes, Hellman, Brunk, Bragg and Cummins, 2016). In addition, higher trait mindful- ness has been found to be associated with lower cynicism (Tay- lor and Millear, 2016), which can be seen as a counterpoint to hope. Basing on these findings, it was suggested that:
Hypothesis 3: Compared with the participants in the con- trol group, the participants in the training group will display increased hope in general (a) and increased agency (b) and path- ways (c) in particular.
Mindfulness and social relations at work
Researchers have suggested that the participants in mindfulness training ‘relat[e] more mindfully’ to others and the ability to be more present might result in better listening and focusing on others’ needs (Bihari and Mullan, 2014),. Social interactions at work can evoke many feelings, from irritation and anxiety to joy. Mindfulness training suppresses automatic tendencies to react to internal and external triggers, such as irritating per- sons and uncomfortable topics of conservations. Consequently, mindful people might be more able to respond to experiences an intentional and skilful way, exhibiting less reactivity and more tolerance in social interactions, for instance (c.f. Bihari and Mullan, 2014). In a qualitative study of nurses’ experiences of MBSR training, the participants explained that the training helped them focus more on patients and listen more deeply at work (Cohen-Katz, Wilev, Capuano, Baker, Deitrich and Sha- piro, 2005). In another study, family therapist trainees reported improved compassion and acceptance of others due to training (McCollum and Gehart, 2010). Based on a review by Boelling- haus, Jones and Hutton (2014), qualitative studies seem to give more support than quantitative studies to the idea that mind- fulness training improves other-focused concern. This differ- ence suggests that different data collection methods can paint divergent pictures of the benefits of mindfulness training in the context of social relations. In addition, mindfulness also seems to be linked to openness to new social relationships. For exam- ple, one type of mindfulness meditation, loving-kindness medi- tation, has been shown to increase feelings of social connection and positivity towards novel individuals (Hutcherson, Seppälä and Gross, 2008). Together, these findings indicate that mind-
fulness training may affect the quality of social relations. Based on these studies, it was hypothesised that:
Hypothesis 4: Compared with the participants in the control group, the participants in the mindfulness-based training group will show increased openness (a) and friendliness (b) to other people at work.
Mindfulness and creativity at work
Mindfulness has been shown to be associated with creative thinking. However, in a meta-analysis of 33 empirical corre- lational and intervention studies, the effect sizes ranged from small to medium. (Lebuda, Zabelina and Karwowski, 2016.) The mindfulness–creativity link likely exists as mindful atten- tion to the present moment reduces the tendency to perform habitual responses, and creative problem-solving often requires openness to various new aspects which emerge in the present situation. Similarly, empirical evidence suggests that even brief mindfulness training can lead to better performance on insight problems (a class of problems in which non-habitual respons- es or intuition are key factors) (Ostafin and Kassman, 2012). Mind wandering, which often decreases as mindfulness increas- es, however, seems to be beneficial for creativity (Smallwood and Schooler, 2015). Given that the general pattern of evidence supports a positive link between mindfulness and creativity, it was proposed that:
Hypothesis 5: Compared with the participants in the control group, the participants in the mindfulness-based training group will report higher increases of self-reported creativity at work.
Mindfulness and workability
Workability can be defined as employees’ ability to do their job satisfactorily or how well and able they can do their job at pre- sent and in the near future given their work demands, health and mental resources. This concept can be divided into two di- mensions: mental and physical workability (Ilmarinen, Tuomi and Klockars, 1997). To the best of the authors’ knowledge, no prior studies have measured the effects of mindfulness train- ing on workability. However, one correlation study proposes that mindfulness has an indirect effect on workability through perceived quality of life (Vindholmen, Høigaard, Spnes and Seiler, 2014). Nevertheless, it can be assumed that constructs such as burnout and work engagement are possible frames of reference as they share features with the concept of workabil- ity: all capture dimensions of employee well-being (c.f. Warr, 1990; Harju, Hakanen and Schaufeli, 2014). Generally, lower self-reported mindfulness seems to be associated with ill-being at work, such as higher burnout (e.g. Taylor and Millear, 2016), whereas higher mindfulness seems to be related to well-being at work, such as work engagement (e.g. Leroy, Anseel, Dimitrova and Sels, 2013; Malinowski and Lim, 2015). For example, two facets of mindfulness, non-judgmental attitudes and less reac- tivity, have been shown to be associated with lower levels of burnout, particularly lower emotional exhaustion and cynicism (Taylor and Millear, 2016). In addition, mindfulness training has been reported to be effective at reducing stress reduction (Ciesa and Serretti, 2009) and supporting recovery from daily work demands (e.g. Hülsheger et al., 2014), for instance, by im- proving sleep quality and duration (e.g. Hülsheger, Feinholdt and Nübold, 2015). Based on these findings, it was hypoth- esised that:
Hypothesis 6: Compared with the participants in the control group, the participants in the mindfulness-based training group
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will show increased physical (a) and mental (b) workability.
Methods
Intervention design Before the training intervention, the researchers discussed with management and other staff how to tailor the mindful- ness training to meet the needs of the organisation and employ- ees. In the discussion there was a concern that the scales and measurements might be too difficult to complete as the topic of the questionnaire was abstract and unfamiliar to many. Con- sequently, there was we attempt to make the quest
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