study, no statistically significant differences were detected in the other CISS and
COPE-b factors.
The results acquired in the second research study presented in this chapter also
confirmed the existence of statistically significant differences between managers and
non-managers in assessing the coping factors of the CISS and COPE-b methodologies.
The stated aim of this research study was formulated on the basis of the research
findings which, on the one hand, confirmed the existence of links among working
conditions, occupational stress and the emotional well-being of employees (e.g. De
Jonge, Bosma, Peter & Siegrist 2000; Cox, Griffiths & Rial-González 2000; De Lange,
Taris, Kompier, Houtman & Bongers 2004; Grawitch, Gottschalk & Munz 2007; and
others). On the other hand, these findings do not provide information about the
strategies that managers, as the main actors involved in shaping the working conditions,
use to cope with stress. Results of the differential analysis carried out have confirmed
the existence of statistically significant differences between managers and non-
managers in the assessment of the individual strategies of behavior of managers in
demanding situations of managerial work.
Based on the results obtained, we can conclude that in terms of the assessment of
behavior of managers and non-managers in demanding situations, the managers
achieved higher scores than the non-managerial workers in the CISS methodology
factor Task-oriented, as well as in the COPE-b factor Positive reframing. Findings from
a similar research (Long 1998) suggest that managers are "more active" (i.e.
instrumental, optimistic, effective, and using more preventative coping tools) in coping
than the administrative workers. Other authors add that the effectiveness of stress
coping strategies at the workplace includes several aspects (Dewe, Cox & Ferguson
1993; Siu, Lu & Cooper 1999; Boyd, Lewin & Sager 2009; and others) that affect
management as well as the non-managerial components of the organization (Lee 2003;
Chang, Bidewell, Huntington et al. 2006). However, managers tend to cope with these
impacts particularly by focusing on the problem and addressing the problem (Rowley,
Hossain & Barry 2010), unlike the non-managers, who have a tendency to respond to
a demanding situation emotionally, and seek support among their social contacts
(Carver 2011), or deliberately avoid the solution (Dauber & Tavernier 2011). They
often focus on any other activity that can mitigate the demanding situation, but does
not actively solve the problem. This fact was confirmed by the results of the analysis
of the CISS methodology factors Emotion-oriented, Avoidance, and Social Support, in
which the higher scores were recorded by non-managers, same as in the COPE-b factor
Self-distraction. In the other examined factors of the COPE-b methodology, no
statistically significant differences were recorded. Research by Long (1998)
corresponds to some extent with our findings – the author has found out that the
administrative workers tend to use a coping strategy of moving away from the situation,
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