UNIVERSITY OF SOUTH AFRICA
College of Human Sciences
⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄⋄
PYC4810: Psychology of Work
Assignment 1 — Semester 1, 2026
⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄⋄
PYC4810
Module Code:
Psychology of Work
Module Name:
Assignment 1
Assignment:
15 May 2026
Due Date:
Submitted in partial fulfilment of the requirements for PYC4810 — UNISA 2026
,UNISA | PYC4810 Psychology of Work – Assignment 1
Question 1: Strategies for Managing Work-Related Stress
Work-related stress is one of the most pressing occupational health concerns of the twenty-first
century, with research showing that roughly a quarter of European Union workers experience
significant work stress for all or most of their working time (De Dominicis, Troen and Callesen,
2021). The American Psychological Association (2024) further confirms that any job can
carry stressful elements, and that sustained pressure affects both physical health and mental
functioning. Effective management of workplace stress therefore requires strategies targeting
both the individual and the organisation. This question outlines ten evidence-based strategies
that practitioners and employers can use to reduce work-related stress and promote employee
well-being.
1.1 Introduction
The study of occupational stress draws on several established theoretical frameworks, in-
cluding Karasek’s Job Demands-Control model, which argues that stress increases when job
demands are high and worker control is low (Catapano et al., 2023). From this foundation,
stress management strategies can be grouped into two categories: individual-level interven-
tions, which equip employees with coping skills, and organisational-level interventions, which
restructure the work environment itself. A meaningful response to workplace stress requires
action at both levels (Catapano et al., 2023).
Key Distinction
Individual vs. Organisational Interventions: Individual strategies address how
an employee perceives and responds to stressors, for example through mindfulness or
exercise. Organisational strategies address the source of the stressor itself, for example
through flexible scheduling or supportive management. Both are necessary; neither is
sufficient on its own (Catapano et al., 2023).
1.2 Work-Life Balance
Work-life balance refers to an employee’s ability to maintain satisfying and functional roles
both at work and outside of it, without one domain persistently undermining the other (Amer-
ican Psychological Association, 2024). When employees feel permanently tethered to work,
stress accumulates and recovery is prevented.
Page 2 of 14
,UNISA | PYC4810 Psychology of Work – Assignment 1
Flexible work hours have been consistently linked to better work-life balance, and research
by Cryan (2021, cited in International Journal of Academic Research in Business and Social
Sciences, 2025) found that schedule flexibility gives employees time for family, self-care, and
social connection, which directly lowers stress and guards against burnout. A UNISA lecturer
who is permitted to mark assignments in the early morning rather than during peak adminis-
trative hours is a practical illustration of this principle.
Organisations that take work-life balance seriously see real returns. The International Labour
Organisation (2023) reported that by 2023, approximately 60 per cent of global organisations
had integrated some form of flexible scheduling, citing improvements in employee engagement,
operational resilience, and productivity (International Journal of Academic Research in Busi-
ness and Social Sciences, 2025).
Implementation Insight
South African Context: South African organisations in the public sector, including
universities and government departments, have increasingly adopted hybrid and flexi-
ble work models since 2020. For employees managing long commutes in cities such as
Johannesburg and Cape Town, schedule flexibility removes a concrete daily stressor and
meaningfully improves life quality.
1.3 Time Management and Work Prioritisation
Time management is the conscious planning and control of time spent on tasks, with the
aim of increasing efficiency and reducing the cognitive load created by unfinished work. Re-
search is clear that poor time management is a direct stressor: the European Union’s 2022
Occupational Safety and Health survey found that nearly half of respondents attributed their
increased work stress to severe time pressure and work overload (Shen et al., 2024).
Conversely, structured time management behaviours reduce anxiety. A 2021 study published
in The Journal of Occupational Health Psychology found that employees who used organisa-
tional tools such as to-do lists, calendars, and project management applications experienced
lower levels of work-related stress (O’Rourke et al., 2021, cited in Mental Health Center, 2025).
Prioritisation frameworks, such as organising tasks by urgency and importance, help employ-
ees focus energy where it genuinely matters and prevent the paralysis that comes from feeling
overwhelmed by an undifferentiated pile of responsibilities.
Employers can reinforce individual time management by offering structured training. Research
Page 3 of 14
,UNISA | PYC4810 Psychology of Work – Assignment 1
cited by the National Conference on Public Employee Retirement Systems (2024) shows that
after receiving time management training, employees’ sense of control over their own schedules
improved and their stress levels dropped, making such training a wellness investment rather
than merely a productivity tool.
1.4 Employee Wellness Programmes
Employee wellness programmes are structured organisational initiatives designed to promote
the physical, psychological, and social well-being of workers. These programmes range from
subsidised gym memberships and health screenings to mental health workshops and nutrition
guidance. The underlying logic is straightforward: a healthier employee is more resilient in the
face of work demands.
Research published in The Journal of Academic Science (2024) confirms that wellness initia-
tives, including mental health support, flexible working hours, physical health programmes,
and the promotion of work-life balance, contribute to both employee satisfaction and increased
productivity. Organisations implementing such programmes report reduced absenteeism, im-
proved morale, and higher retention rates (ResearchGate, 2024).
A well-designed wellness programme does not treat stress as a personal failing. It treats it
as an organisational risk, and addresses it with the same systematic attention that a com-
pany would apply to financial or safety risks. South African companies such as Discovery Ltd
have pioneered comprehensive wellness models, linking health behaviour to measurable organ-
isational outcomes, and providing a local example of what integrated wellness looks like in
practice.
Critical Consideration
Critical Consideration: Wellness programmes are only effective when participation is
genuinely voluntary, accessible across levels of seniority, and backed by a workplace cul-
ture that does not stigmatise the need for support. A wellness programme announced
by managers who themselves work fourteen-hour days sends a contradictory message
that employees notice (ResearchGate, 2024).
Page 4 of 14
, UNISA | PYC4810 Psychology of Work – Assignment 1
1.5 Social Support in the Workplace
Social support at work refers to the emotional, informational, and practical assistance that
colleagues, supervisors, and peers provide to one another. The American Psychological Asso-
ciation (2024) notes that accepting help from trusted colleagues and friends can significantly
improve a person’s capacity to manage stress. In occupational psychology, social support is
understood as a buffer: it does not remove the stressor, but it reduces the impact of that stres-
sor on the individual’s well-being.
When employees feel that their manager cares about their welfare and that colleagues are
willing to assist when workloads become unmanageable, the experience of stress is measur-
ably different from that felt in an isolating or competitive environment. Research consistently
shows that social support reduces the risk of burnout and moderates the effects of high job
demands (Catapano et al., 2023).
Peer support structures, buddy systems, team check-ins, and informal social spaces all con-
tribute to building the social capital that makes a workforce more stress-resilient. In South
African workplaces, where team cohesion is often tied to cultural values of communal interde-
pendence, investing in social connection at work has particular cultural resonance.
1.6 Mindfulness and Relaxation Techniques
Mindfulness is a form of attention training in which individuals learn to focus on the present
moment in a deliberate and non-judgmental way (Conversano et al., 2022). Mindfulness-Based
Stress Reduction (MBSR) is the most extensively studied application of mindfulness in oc-
cupational settings. A systematic review published in PLOS ONE (2018) found that mind-
fulness interventions in the workplace are associated with reduced stress, improved decision-
making, greater resilience, and better interpersonal communication. Catapano et al. (2023)
further confirm that mindfulness-based interventions were effective in reducing burnout, anxi-
ety, and general stress levels in healthcare workers.
Relaxation techniques such as progressive muscle relaxation, deep breathing exercises, and
guided imagery complement mindfulness practice by directly activating the parasympathetic
nervous system and lowering physiological stress markers such as cortisol levels (Conversano et
al., 2022).
De Bruin et al. (2016) tested a combined mindfulness, yoga, and physical exercise programme
Page 5 of 14
College of Human Sciences
⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄⋄
PYC4810: Psychology of Work
Assignment 1 — Semester 1, 2026
⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄ ⋄⋄
PYC4810
Module Code:
Psychology of Work
Module Name:
Assignment 1
Assignment:
15 May 2026
Due Date:
Submitted in partial fulfilment of the requirements for PYC4810 — UNISA 2026
,UNISA | PYC4810 Psychology of Work – Assignment 1
Question 1: Strategies for Managing Work-Related Stress
Work-related stress is one of the most pressing occupational health concerns of the twenty-first
century, with research showing that roughly a quarter of European Union workers experience
significant work stress for all or most of their working time (De Dominicis, Troen and Callesen,
2021). The American Psychological Association (2024) further confirms that any job can
carry stressful elements, and that sustained pressure affects both physical health and mental
functioning. Effective management of workplace stress therefore requires strategies targeting
both the individual and the organisation. This question outlines ten evidence-based strategies
that practitioners and employers can use to reduce work-related stress and promote employee
well-being.
1.1 Introduction
The study of occupational stress draws on several established theoretical frameworks, in-
cluding Karasek’s Job Demands-Control model, which argues that stress increases when job
demands are high and worker control is low (Catapano et al., 2023). From this foundation,
stress management strategies can be grouped into two categories: individual-level interven-
tions, which equip employees with coping skills, and organisational-level interventions, which
restructure the work environment itself. A meaningful response to workplace stress requires
action at both levels (Catapano et al., 2023).
Key Distinction
Individual vs. Organisational Interventions: Individual strategies address how
an employee perceives and responds to stressors, for example through mindfulness or
exercise. Organisational strategies address the source of the stressor itself, for example
through flexible scheduling or supportive management. Both are necessary; neither is
sufficient on its own (Catapano et al., 2023).
1.2 Work-Life Balance
Work-life balance refers to an employee’s ability to maintain satisfying and functional roles
both at work and outside of it, without one domain persistently undermining the other (Amer-
ican Psychological Association, 2024). When employees feel permanently tethered to work,
stress accumulates and recovery is prevented.
Page 2 of 14
,UNISA | PYC4810 Psychology of Work – Assignment 1
Flexible work hours have been consistently linked to better work-life balance, and research
by Cryan (2021, cited in International Journal of Academic Research in Business and Social
Sciences, 2025) found that schedule flexibility gives employees time for family, self-care, and
social connection, which directly lowers stress and guards against burnout. A UNISA lecturer
who is permitted to mark assignments in the early morning rather than during peak adminis-
trative hours is a practical illustration of this principle.
Organisations that take work-life balance seriously see real returns. The International Labour
Organisation (2023) reported that by 2023, approximately 60 per cent of global organisations
had integrated some form of flexible scheduling, citing improvements in employee engagement,
operational resilience, and productivity (International Journal of Academic Research in Busi-
ness and Social Sciences, 2025).
Implementation Insight
South African Context: South African organisations in the public sector, including
universities and government departments, have increasingly adopted hybrid and flexi-
ble work models since 2020. For employees managing long commutes in cities such as
Johannesburg and Cape Town, schedule flexibility removes a concrete daily stressor and
meaningfully improves life quality.
1.3 Time Management and Work Prioritisation
Time management is the conscious planning and control of time spent on tasks, with the
aim of increasing efficiency and reducing the cognitive load created by unfinished work. Re-
search is clear that poor time management is a direct stressor: the European Union’s 2022
Occupational Safety and Health survey found that nearly half of respondents attributed their
increased work stress to severe time pressure and work overload (Shen et al., 2024).
Conversely, structured time management behaviours reduce anxiety. A 2021 study published
in The Journal of Occupational Health Psychology found that employees who used organisa-
tional tools such as to-do lists, calendars, and project management applications experienced
lower levels of work-related stress (O’Rourke et al., 2021, cited in Mental Health Center, 2025).
Prioritisation frameworks, such as organising tasks by urgency and importance, help employ-
ees focus energy where it genuinely matters and prevent the paralysis that comes from feeling
overwhelmed by an undifferentiated pile of responsibilities.
Employers can reinforce individual time management by offering structured training. Research
Page 3 of 14
,UNISA | PYC4810 Psychology of Work – Assignment 1
cited by the National Conference on Public Employee Retirement Systems (2024) shows that
after receiving time management training, employees’ sense of control over their own schedules
improved and their stress levels dropped, making such training a wellness investment rather
than merely a productivity tool.
1.4 Employee Wellness Programmes
Employee wellness programmes are structured organisational initiatives designed to promote
the physical, psychological, and social well-being of workers. These programmes range from
subsidised gym memberships and health screenings to mental health workshops and nutrition
guidance. The underlying logic is straightforward: a healthier employee is more resilient in the
face of work demands.
Research published in The Journal of Academic Science (2024) confirms that wellness initia-
tives, including mental health support, flexible working hours, physical health programmes,
and the promotion of work-life balance, contribute to both employee satisfaction and increased
productivity. Organisations implementing such programmes report reduced absenteeism, im-
proved morale, and higher retention rates (ResearchGate, 2024).
A well-designed wellness programme does not treat stress as a personal failing. It treats it
as an organisational risk, and addresses it with the same systematic attention that a com-
pany would apply to financial or safety risks. South African companies such as Discovery Ltd
have pioneered comprehensive wellness models, linking health behaviour to measurable organ-
isational outcomes, and providing a local example of what integrated wellness looks like in
practice.
Critical Consideration
Critical Consideration: Wellness programmes are only effective when participation is
genuinely voluntary, accessible across levels of seniority, and backed by a workplace cul-
ture that does not stigmatise the need for support. A wellness programme announced
by managers who themselves work fourteen-hour days sends a contradictory message
that employees notice (ResearchGate, 2024).
Page 4 of 14
, UNISA | PYC4810 Psychology of Work – Assignment 1
1.5 Social Support in the Workplace
Social support at work refers to the emotional, informational, and practical assistance that
colleagues, supervisors, and peers provide to one another. The American Psychological Asso-
ciation (2024) notes that accepting help from trusted colleagues and friends can significantly
improve a person’s capacity to manage stress. In occupational psychology, social support is
understood as a buffer: it does not remove the stressor, but it reduces the impact of that stres-
sor on the individual’s well-being.
When employees feel that their manager cares about their welfare and that colleagues are
willing to assist when workloads become unmanageable, the experience of stress is measur-
ably different from that felt in an isolating or competitive environment. Research consistently
shows that social support reduces the risk of burnout and moderates the effects of high job
demands (Catapano et al., 2023).
Peer support structures, buddy systems, team check-ins, and informal social spaces all con-
tribute to building the social capital that makes a workforce more stress-resilient. In South
African workplaces, where team cohesion is often tied to cultural values of communal interde-
pendence, investing in social connection at work has particular cultural resonance.
1.6 Mindfulness and Relaxation Techniques
Mindfulness is a form of attention training in which individuals learn to focus on the present
moment in a deliberate and non-judgmental way (Conversano et al., 2022). Mindfulness-Based
Stress Reduction (MBSR) is the most extensively studied application of mindfulness in oc-
cupational settings. A systematic review published in PLOS ONE (2018) found that mind-
fulness interventions in the workplace are associated with reduced stress, improved decision-
making, greater resilience, and better interpersonal communication. Catapano et al. (2023)
further confirm that mindfulness-based interventions were effective in reducing burnout, anxi-
ety, and general stress levels in healthcare workers.
Relaxation techniques such as progressive muscle relaxation, deep breathing exercises, and
guided imagery complement mindfulness practice by directly activating the parasympathetic
nervous system and lowering physiological stress markers such as cortisol levels (Conversano et
al., 2022).
De Bruin et al. (2016) tested a combined mindfulness, yoga, and physical exercise programme
Page 5 of 14
