Stress management models and frameworks can help you understand the causes and effects of stress, and how to cope with it more effectively. In this article, we will explore one of the most widely used models of stress management: the demand-control-support model. We will explain what it is, how it works, and what are its benefits and drawbacks.
The demand-control-support model, created by Robert Karasek and Tores Theorell in the 1970s, suggests that stress is influenced by the demands of the work environment and the control one has over their work tasks. Additionally, social support from colleagues, managers, and family can act as a buffer against stress. According to the model, there are four types of work situations based on the level of demand and control: low strain (low demand and high control), active (high demand and high control), passive (low demand and low control), and high strain (high demand and low control). It is predicted that the high strain situation is the most stressful and detrimental to health, while the low strain situation is the most desirable and beneficial.
Most social workers and social auxiliary workers endure high strain due to the demanding job tasks and limited control over tasks they do daily. Self-care concept is what I will recommend to improve wellness for employees.
High strain situations are problematic, especially for Healthcare workers. Healthcare workers are particularly vulnerable to third-party workplace violence. Findings show the highest risk for third party workplace violence was observed for a high strain situation (i.e., the situation associated with the highest level of work-related stress). In other words, Healthcare workers' experience of stress at work may make them more vulnerable to third-party violence. Ensuring healthier psychosocial working conditions can help to prevent workplace violence and its consequences.
The demand-control-support model has several advantages as a tool for stress management. First, it can help you assess your current work situation and identify the sources of stress. For example, you may realize that you are facing high demands but have little control over how to meet them, or that you lack social support from your peers or supervisors. Second, it can help you find ways to improve your work situation and reduce stress. For example, you may seek more autonomy or flexibility in your work tasks, or request more feedback or guidance from your managers. Third, it can help you enhance your coping skills and resilience. For example, you may develop more problem-solving or time-management abilities, or seek more emotional or instrumental support from your family or friends.
The demand-control-support model also has some limitations and challenges as a tool for stress management. First, it may not capture the complexity and diversity of work situations and stressors. For example, it may not account for other factors that affect stress, such as role conflict, role ambiguity, organizational justice, or job insecurity. Second, it may not reflect the individual differences and preferences of workers. For example, some people may thrive in high-demand and high-control situations, while others may prefer low-demand and low-control situations. Third, it may not be easy to apply or change the model in practice. For example, some workers may not have the power or opportunity to modify their work environment or tasks, or to access more social support.
The demand-control-support model can be a beneficial guide to understanding and managing stress, however, it is important to remember that stress is subjective and dynamic. Therefore, it is wise to assess your work situation regularly and honestly, using the model as a reference. Identify the areas that cause the most stress and dissatisfaction, and those that bring satisfaction and fulfillment. Explore the possibilities and resources to improve your work situation within your scope and capacity. It may be possible to gain more control or autonomy over tasks, or seek social support from colleagues, managers, or family. Building coping skills and resilience through relaxation, exercise, hobbies, or counseling can be beneficial. Lastly, monitor your stress levels and well-being; if necessary, seek professional help.
So often stress factors affecting an employee come from outside the work environment but carry over. It is difficult to compartmentalize stress, putting aside those outside factors and telling yourself that they will be dealt with another time. To properly consider the cause of stress, the model needs to be expanded by examining stress factors an employee faces both within and outside of the work environment. Once acknowledged, social support from colleagues and managers may prove helpful but not always easy to find. Roberta Morris Wellness Coach/Women Redefining Midlife
I like this model and it's interesting to compare it to the HSE model that looks at stress in the workplace; the workload demands you face, the role and responsibilities of the individual, the relationships and support you have, and how well change is managed in your organisation. Will be helpful for clients with high anxiety and symptoms of burnout.