The Challenge Of New Workplace Technology For Psychology

Becoming more competitive as a nation implies that we need to align our vast technological resources with enlightened human resource management to apply these technologies productively. In this article, the status of new workplace technologies is reviewed, and a macmergonomic approach is taken to discuss the impact of new technologies on the individual employee, on management methods, and on organizational structure and design. New workplace technologies pose many challenges for industrial and organizational psychologists, including how they may contribute to systematic research aimed toward productivity improvement. The review concludes that technological innovation will not be adopted and thus will not improve U.S. productivity unless a balance is achieved between technological development and human resource management needs

Individual Differences In Technology Stress

In line with this meeting theme, \u27Designing for Diversity\u27, the purpose of this panel discussion is to focus primarily on the individual differences determinants of the stress response and its consequences in computerized environments. Demographic differences that may or have been implicated in technology stress reactions include differences in age, gender, education, experience, and mental health status. Trait-based differences that have been studied in relation to technology stress include general ability, special abilities, personality, motivation, self-esteem, locus of control, tolerance of ambiguity, and cognitive style

Job Stress In Managers, Professionals, And Clerical Workers

The intensity and frequency of occurrence of 30 job stressors as measured by the job stress survey (JSS) were examined in white-collar employees of a large manufacturing firm, consisting of 68 managers, 171 professional (mostly engineers), and 69 clerical personnel. The highest levels of stress intensity were attributed to ‘lack of opportunity for advancement’ and ‘poor or inadequate supervision’. Individual stressors rated as occurring most often during the past six months were ‘frequent interruptions\u27, ‘meeting deadlines’, and ‘dealing with crisis situations’. Factor analyses of the ratings of individual job stressors identified two job-stress factors, job pressure and lack of support, which were differentially related to age, gender, occupational level, locus of control, and job tenure and satisfaction. All three occupational groups attributed greater intensity to stressors that reflected lack of organizational support than to job pressures. Managers reported experiencing job pressures more often than professionals/engineers, but attributed less stress intensity to these pressures. ‘Lack of opportunity for advancement’ and ‘inadequate salary’ were the most salient stressors for the clerical workers. Implications of the findings for the design of stress management and organizational change programmes were discussed. © 1991 Taylor & Francis Group, LLC

Delaying surgery for patients with a previous SARS-CoV-2 infection

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