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1、经理人的压力、幸福感与职业枯竭（Managers pressure, happiness and job burnout）Managers pressure, happiness and job burnoutZhang Xichao / Cheng XiaoqingTopic name human resources development and managementTopic number F1022008 03 issue copyIn todays society, business managers often face greater pressure than ordinary
2、 people. Long continuous pressure can cause great harm to managers emotion, cognition and behavior. Fortune (Chinese version) investigation and eplus consulting limited liability company in 2003, two in 2005 to China enterprise managers pressure, well-being, occupation burnout degree, keep track of
3、the subject, and at the end of 2006 to 25 provinces and 10000 China enterprise management questionnaire, was conducted again the survey, a total recovery of 3698 valid responses. As can be seen from the survey data, the pressure of Chinese enterprise managers has always been maintained at a higher l
4、evel, and the consequences caused by the pressure are becoming more and more serious, and the development trend is worrying.First, the pressure situation of enterprise managersStress is a two edged sword. Work requires a moderate amount of stress, and stress can be converted into a constant motive f
5、orce. But once the pressure is out of control, often harm individuals, teams, families and society, due to too much pressure, causing the death of the manager life is common. The researchers show that managers are much more stressed than average professionals.1. pressure on managers. Survey data sho
6、w that 73.4% of managers feel greater or greater pressure, while men, 2645 years old, 615 years, high position managers feel greater pressure. The specific situation is: 75.2% of men feel great pressure, only 64.9% of women. 75% of 2645 year old managers feel stressed, while those aged 4655, under 2
7、5 and over 56 are 66.9%, 63.4% and 59%, respectively. Managers with 610 years and 1115 years of work were 75.8% and 75.2% more likely to be under pressure, with a ratio of 71% for 16 years and 69.3% for 5 years. The proportion of senior, senior and junior managers felt 76.6%, 75.8% and 69.2%, respec
8、tively.2. pressure sources for managers. Usually, work load, occupation development, job responsibility, daily hassles, all kinds of roles, role conflict, role ambiguity, and work family conflict, organizational atmosphere, interpersonal relationship and other ten major situations or events, will be
9、come a source of pressure for managers. According to the survey, in 2006, organizational climate, interpersonal relationship and career development became the three major sources of stress for managers, and the average pressures of the three groups were 3.67 points (6 points higher), 3.53 points and
10、 3.52 points respectively. Because of the role of the different sources of pressure, different grades of managers are different, the most senior managers the most pressure, the three main stressors are personal responsibility, organizational atmosphere, interpersonal relationship; senior managers we
11、re organizational atmosphere, interpersonal relationship and occupation development; middle managers in management the role of options, the other nine are the highest level of pressure source, pressure on the three are the main source of occupation development, interpersonal relationship and organiz
12、ational climate, most worried about is not personal development opportunities. Young managers have more sources of stress. Managers under 25 years of age have the highest eight levels of personal responsibility, interpersonal relationship, role conflict, workload, daily hassles, family conflict, car
13、eer development and role ambiguity. Managers under 25 years of age have the greatest pressure on career development, and the pressure of organizational climate of managers over the age of 25 is the greatest.3., the negative impact of stress on managers work and life. The direct consequence of stress
14、 is to reduce the efficiency of managers, lead to negative emotions, and affect physical and mental health. From the survey results, the negative effects of stress on the job, there are 54.7% managers because of pressure leads to reduced efficiency, 42.8% people lack of interest in work, increase th
15、e mistakes in the work of 17%, 16% of the people and on the lower side or the relationship between colleagues, than the previous year increased. In terms of the negative effects of stress on personal life, 47.8% had negative feelings of stress, 47% had sleep problems, and 25.5% had physical ailments
16、. Among them, people who suffer from negative emotions and physical diseases due to stress have increased over the past year. The negative effects of stress are often related to your attitude and ways and means of dealing with problems. The so-called disease by the heart, out of the disease by himse
17、lf.Two, the well-being of enterprise managersThe effect of stress on peoples physical and mental well-being can be assessed by the index of well-being, which is usually assessed by psychological well-being and physical well-being, and the negative effects of stress on mental and physical conditions.
18、 Low psychological well-being usually feel depressed and inexplicable, hung up distress, physical well-being is low often feel physical fatigue, smoking increased. The findings of this survey show that,In 2006, the sense of well-being of Chinese managers decreased, while the managers with low psycho
19、logical well-being were 8%, up 4% from the previous year. The number of people with low physical well-being was 15.5%, an increase of 4% over the previous year.1. the proportion of female managers with higher psychological well-being is lower than that of men. Survey shows that female managers psych
20、ological well-being was 53.8%, and 56.9% for men; the psychological well-being of older managers are higher, higher psychological well-being over the age of 56 accounted for 77.1%, and 25 years of age is 51.1%; the higher the position of managers psychological well-being are higher, the most senior
21、managers high psychological well-being of junior managers accounted for 63.7%, only 50.1%; the longer time for psychological well-being is higher, for 16 years or more managers, high psychological well-being ratio of 64%, serving 5 years below is 48.7%.2. female managers are less physically happy th
22、an men. According to the survey, 43.1% of women have higher levels of physical well-being, compared with 46.5% of men. 26 35 year old executive body well-being is the lowest, the highest over the age of 56, two high physical well-being rates were 43.6% and 66%; for 6 to 10 years the manager physical
23、 well-being is the lowest, the highest for 16 years, two high physical well-being rates were 41.1% and 50%; intermediate managers of high physical well-being accounted for only 43.6% of the most senior and senior managers of the proportion is about 47%. In 2006, group managers were generally less he
24、althy than last year.Three, job burnout of enterprise managersJob burnout refers to the high mental fatigue caused by the failure and tension of the job, which means the exhaustion of the body, the mood and the psychology. Stress can cause job burnout if it is not alleviated for a long time. People
25、often show occupation burnout in three aspects: one is the symptoms of emotional exhaustion: feel exhausted, tired and lost vitality; two is to lose the interest and enthusiasm of work: detest the world and its ways, and doubt their own values, despair, petrified; three is the work efficiency: confi
26、dence, ability to work and work to reduce the sense of fun. The findings show that the level of job burnout of managers increased to some extent in 2006. The proportion of high emotional exhaustion and high cynicism was significantly higher than that of last year. Among them, the proportion of high
27、cynics increased from 1.1% to 7.2%.1. male, low age, low position, short duration managers are more likely to be emotionally exhausted. The proportion of male and female managers with high emotional exhaustion was 5.8% and 4.9%, respectively. The proportion of managers with high emotional exhaustion
28、 under 25 years of age is 7.2%, compared with 1% for people over 56. The proportion of early and middle managers with high emotional exhaustion accounted for 7.2%, while the top managers accounted for only 4.8%. Managers who worked for less than 5 years accounted for 8.4% of high emotional exhaustio
29、n, accounting for only 3.8% of those who had been employed for more than 16 years. Compared with the previous year, 2006, male 26 45 years old and over the age of 56, the most senior managers and senior level of emotional exhaustion is generally on the rise, under the age of 25 and 46 to 55 years ol
30、d, junior high school level managers emotional exhaustion level generally declined.2. male, low age, low position, short duration managers are more likely to be cynical. The findings show that male and female managers have a high cynicism ratio of 7.3% and 6.5% respectively. Under 25 years of age, h
31、igh cynicism accounted for 11.2%, while people over the age of 56 accounted for only 3%. The proportion of junior and middle managers was 10% higher than that of the top management and 4.5%. Managers who have been under 5 years of age are 10.7% highly cynical, with 4.7% more than 16 years. In 2006,
32、the percentage of group managers with high cynicism was different from the previous year. #p# paging Title #e#Four, enterprise managers stress, coping style, useEffective stress reduction requires two levels of individual and organizational effort. The response of individuals to stressors is called
33、stress coping. There are generally three forms of control: control, support, and avoidance. Control coping is the best way to cope with stress. Its core is to respond positively to different pressures, such as effective time management. Support coping styles can effectively relieve the pressure of p
34、ersonal injury, and its core is to use personal or social resources support to respond to stress, such as pressure release or looking for other support. Avoidant coping is a negative way to ignore or avoid stress, and even deny the existence of stress. The findings show that in 2006, the proportion
35、of managers who frequently used control, support and avoidance coping styles declined to varying degrees.1.46 to 55 years old, master or above, senior and senior, worked for more than 11 years, managers use more control style coping style. According to the survey, men and women managers frequently u
36、se control coping styles of 76.5% and 75.5% respectively. 4655 years old is 79.1%, 56 years old and above is 73%, and the rest of the age range is between 74.7% and 76.5%. Master degree or above is 80.3%, undergraduate and post-secondary, respectively, 74.3% and 75.1%. Senior and senior managers acc
37、ounted for 78.1% and 77.5% respectively. Only 73.5% of junior and middle managers. Serving time is less than 10 years, 74%, 11 years or more accounted for 77%. In 2006, in addition to the initial, intermediate, 5 years of work, managers use control coping higher than in the morning, all other groups
38、 were lower than last year.2., women, under 45 years old, low education, low position, serving 5 years or less managers use support coping style more. The findings show that male and female managers frequently use supportive coping styles with 34.2% and 41.5% respectively. Managers under 45 years of
39、 age have 34% to 36.4%, and often use supportive coping styles, ranging from 31.3% to 46 over the age of 32.7%. There are 33.3% of junior college students who often use supportive coping styles, with a masters degree of 37.5%. The initial and middle managers are 36.9%, and the top managers are 33.1%
40、. The proportion of people who worked for 5 years or less and those who used support coping styles were 37% and 36.5% respectively, and those who worked for 610 years and 16 years were 34.5% and 34.2%, respectively, 1115 and respectively.3., women, high age, long tenure and highly educated managers
41、use evasive coping styles more. Survey shows that female and male managers frequently use evasive coping styles, accounting for 19.3% and 16.3% respectively. Over 46 years old, between 22.9% and 24.3%, 35 years of age, between 13.3% and 13.9%. 1115 years of office time accounted for 18%, more than 1
42、6 years accounted for 20.5%, 5 years and 610 years accounted for 12.6% and 12.7% respectively. More than 15.7% of junior college students and 19.3% master or above managers use evasive coping style.The survey found that when studying the relationship between coping and subjective feelings of well-be
43、ing, physical and mental pressure, occupation burnout between: use control with more physical and mental well-being is higher, the lower the degree of depletion; the use of support to more job self-efficacy is stronger; the use of avoidance type control more physical and mental well-being is lower.
44、The higher the level of burnout. This shows that different coping styles have different effects on physical and mental well-being, job burnout and job effectiveness.The survey also found that the pressure was terrible, but what was even more worrying was that the pressure was at hand and that the su
45、bject was unaware or inappropriate. Survey data show that 38.4% of senior managers do not understand the pressure related knowledge, and therefore do not know the pressure of the sword has been hung. Therefore, it is urgent to let them out of the pressure, and how to help managers alleviate the pressure and reduce the damage caused by stress is a common task faced by managers, individuals, enterprises and society as a whole.