Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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• My feeling is that the timing of such a project is unfortunate. In the current financial climate most of us have far greater concerns and my impression is that stress levels are greatly elevated for reasons that are beyond the scope of the project. Most are primarily concerned with the potential impact on their jobs and that of their colleagues, which vastly overshadows the daily frustrations experienced in amore settled environment, which I understand the project was aimed at addressing. Under these circumstances I think it is unlikely that people will want to participate, myself included. Allocating time for such a project is also stressful in itself! • This is a surprisingly difficult email to answer. It seemed to me to be looking for an answer to a question nobody asked. There are stress causing elements to our job that are well known: VOIP, printer queues, hot desking but these are just part of the job now. I would rather not be involved in future meetings as to be honest I can't see any point to it and I would rather save the time. • Hi, I think personally it is not for me. I don’t really have any problems or work related stress he could help me with. Yes it is frustrating if VOIP of the printer does not work but I deal with this as the need arises, and I do not think he can help with system problems. • I am still interested. I found it useful. No issues really, I think I would be a good subject. • I wasn’t sold on any possible outcomes, it seemed very academic at the time. However I'm willing to take part in the future, as they say “you’ve got to be in it to win it”. Went back to management with a revised plan, i.e. moved to AI from AR. Responses to revised model: • I am going to opt out of this, main reason is, I don’t always end my day in the office and would not be completing a diary once I have got home to my house! Thinking back the stresses were very minor, no pens or stationary, slow systems etc…I am not a stressed person, I feel manage my time effectively…only stresses I suffer from are a very small number of clients…nothing that can be done about that. • I am still happy to participate. • Yes I am happy to take part under the proposed scheme that you have set out. • This seems more reasonable, as I think that XXX team have a good working relationship and generally resolve any problems issues as they
arise and I was concerned that, previously, we were being asked to look for problems that we didn’t have. If the time commitment to the project is as you describe, I would be willing to participate.
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Managing Workplace Stress: An Appre
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3 ABSTRACT ANGLIA RUSKIN UNIVERSITY
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Shelley and Eva - Love you both!Tab
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7 List of Figures Page and table nu
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9 Copyright of Thesis Managing Stre
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11 Chapter I: Introduction My overt
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13 4. Destiny - deliver the innovat
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15 Appreciative Inquiry methodology
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17 respectively present the quantit
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19 Chapter II: (Occupational) Stres
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21 on the use of the word stress wi
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23 Onset of resistance reaction can
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25 should the stress response not b
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27 1.a2.1) Critique of Stimulus-Bas
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29 within the person throughout sit
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31 Discussion Box 3: Example of Tra
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33 The transactional model is an im
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35 2. Active Jobs: high demands plu
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37 The first of a further two commo
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39 to investigate the time-dependan
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41 Chapter III: Types, Costs & Mana
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43 period, the threats are sufficie
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45 distinctly showing that stress a
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47 Melchior et al. (2007) found tha
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49 influenza. Similarly evidence fr
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51 The previous section has provide
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53 1d) Occupational Stressors Throu
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55 on stress-related outcomes was c
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57 Research has indicated that role
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59 they are to achieve career goals
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61 seriously, then stress in organi
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63 (1992), where the author notes t
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65 secondary and primary workplace
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67 the usefulness for the researche
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69 understanding of organisational
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71 Chapter IV: Organisations & Orga
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73 bureaucracy (Salaman, 2000). The
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75 between departments, functions a
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77 purposes. As previously stated,
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79 buried but learned from, with th
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81 improvement drive. Individual em
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83 world as systematic and HSM evol
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85 exploring their constituent part
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87 intervening in workplace stress,
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90 Chapter V: Conceptual Framework
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92 interaction between demands, con
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95 primary techniques are proactive
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97 2) Organisational Background The
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99 emphasised Handy's four organisa
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101 2011 12.5% 3.4% 8.7% 7.5% 5.5%
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103 Musculo-Skeletal 1271.43 30.3 8
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105 Table 4 shows the number of all
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107 Chapter VI: Methodology The cur
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109 The study also uses the qualita
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111 interpretations of individuals
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113 and the use of qualitative meth
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115 method philosophies” (Maxcy,
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117 develop a vision for change. Th
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119 1b.2) Theoretical Foundations a
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121 2. The Principle of Simultaneit
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Discussion Box 8: How the five prin
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125 2) Dreaming Figure 1: The 4D’
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127 2) Dream 3) Design 4) Destiny 5
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129 Focus Groups Phase 1 Phase 2 Ph
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131 work-related stress (Cousins et
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133 2a.1) Psychometric Properties o
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135 hypothesis testing is difficult
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137 people in some capacity”. The
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139 education services. Table 6 sho
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Discussion Box 11: What the MSIT an
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143 the study of minor psychiatric
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145 2c) ‘Log’ Research Phase Ev
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147 contexts, for example in the wo
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149 2. Why did it go well Further e
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151 Participants were asked to comp
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153 validating instruments, or at t
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155 interview process, providing mo
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157 2e.1) Critique of Focus Groups
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159 also bringing in other members
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161 the use of an Action Research a
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163 again to Jermaine Ravalier at A
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165 following this meeting the Huma
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167 Along these lines the majority
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169 researchers alike. Despite them
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171 related themes were combined in
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173 The potential ethical issues fo
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175
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177 Chapter VII: Survey Results The
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179 Table 8: Percentage demographic
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181 Table 10: Mean scores and stand
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183 Control .85 Exhaustion .93 Peer
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185 factors, it does not describe a
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187 statisticians recommending use
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189 Table 14: Raw threshold scores
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191 High Scoring 6.93 (15) 1.83 Cha
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193 41-50 13 (22.8%) 3-5 years 0 (0
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195 score as described by the origi
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197 and Professional Efficacy and C
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199 To summarise, a simple visual c
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201 5) Phase 1 vs. Phase 5 The purp
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203 With respect to the MSIT outcom
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205 Chapter VIII Part 1: Log Result
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207 Therefore by individuals provid
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209 2a.2) Peer Support Peer support
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211 2b.3) Communication Having the
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213 Finally individuals in some dep
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215 requiring improvement can be de
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217 to document verbal discussions
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219 Chapter VIII Part 2: Interview
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221 confidentiality and anonymity.
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223 As previously described, 13 ind
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225 4a.3) Creative Staff Throughout
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227 Example response 2 (Participant
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231 4c.1) Training Champions As abo
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235 Chapter VIII Part 3: Focus Grou
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237 Ravalier as lead researcher and
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239 6b) Email Throughout the log ph
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241 which improvements could be mad
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243 Table 25: proposed change actio
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245 The use of email was one of the
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247 Chapter VIII Part 4: Synthesise
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249 Chapter VIII Part 4: Synthesise
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251 ended, and further open-ended q
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253 In the same manner as emergent
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255 divergent similarities and diff
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257 flow chart which can be used to
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259 9a.1) What’s Working Well As
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261 workload, work patterns and/or
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263 As such only qualitative analys
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265 feature of the workplace which
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267 The design of a local stress th
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269
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Management Response 271
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273
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275 Help Available for Stress Feel
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277 concentrate on work while ignor
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279 employees can now access the co
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281 Access to IT; Access to Intrane
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283 Secondly was the task of a rese
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285
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287 Chapter X: Discussions The firs
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289 has been conducted in the major
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291 The first phase of the AI resea
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293 to the allotted schedule and ad
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295 2a) Research Question 1 “Can
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297 timescale. However, whether or
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299 ‘wasting’ training on those
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301 employees spread across six ‘
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303 Professional Efficacy. Similarl
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305 experience within the JDCS, and
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307 As is expected in research whic
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309 Houdmont, Kerr and Addley (2012
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311 3e) Phase 1 vs. Phase 5 As desc
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313 that individual employees can w
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315 experience of stress for employ
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317 impractical because there are t
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319 It is also assumed that the lea
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321 Figure 21: Diagrammatic represe
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323 The Job Demands-Control-Support
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325 Chapter XI: Conclusions
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327 organisational management there
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329 use of quantitative approaches
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331 research the relevant systemati
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333 dissertation completion. Having
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335 anonymous to remove any potenti
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337 To conclude and finally sum up
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339 Boddy, D., 2008. Management: An
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341 Chen, W-Q., Siu, O-L., Lu, J-F.
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343 Denis, D.J., 2011. Multiple Lin
Page 345 and 346: 345 Goeders, N.E., 2002. Stress and
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Page 349 and 350: 349 Kompier, M.A.J., & Cooper, C.L.
Page 351 and 352: 351 Mansell, A., & Brough, P., 2005
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Page 355 and 356: 355 Quine, L., & Pahl, J., 1991. St
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Page 359 and 360: 359 Theorell, T., 1996. Flexibility
Page 361 and 362: 361 Yu, L., Chiu, C-H., Lin, Y-S.,
Page 363 and 364: 363 Appendix 1: List of Abbreviatio
Page 365 and 366: Appendix 3: Hard Copy Survey Tools
Page 367 and 368: the workday. 3 I feel tired when I
Page 369 and 370: Appendix 4: Email Invitation to Stu
Page 371 and 372: Appendix 5: Hard Copy Invitation to
Page 373 and 374: Appendix 6: Survey 1 MSIT analysis
Page 375 and 376: 8. Do you think aspects of either o
Page 377 and 378: What are the possible benefits of m
Page 379 and 380: Appendix 10: Focus Group Schedule 1
Page 381 and 382: Appendix 11: Focus Group Ground Rul
Page 383 and 384: Key Words: Stress, Management Stand
Page 385 and 386: Piloting the combined survey amongs
Page 387 and 388: [Table 2 near here] DISCUSSION The
Page 389 and 390: REFERENCES 1. Cousins R, Mackay C,
Page 391 and 392: Table 1: Comparison of total sub-sc
Page 393 and 394: Supplementary Table: Bivariate (Pea
Page 395: Appendix 14: AR Project Feedback 5
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