HAPPY EMPLOYEES

Online Counseling and its Effects on Keeping Employees Engaged and Satisfied in Their Current

Area of Employment

Daniel Borakove

T H E C U R R E N T S T A T U S O F O N L I N E C O U N S E L I N G

Innovative way in which to aid in the attempt to help

people overcome a vast number of issues in their lives that

is effecting their general well being.

“It utilizes the power and convenience of the Internet to

allow simultaneous (synchronous) and time-delayed

(asynchronous) communication between an individual and

professional (Grohol, 1999).

No longer will people need to travel to therapy; they can

do it right from the comfort of their own home, work, hotel,

even their bed.

BENEFITS

Instant

No boundaries

Cost

Good for certain populations

More accessible

CONCERNS

Lack of Face to Face

2. Technology issues

3. Finding the right counselor

4. Ethical concerns

5. Confidentiality

ETHICS/CONFIDENTIALITY /PRIVACY Online counseling holds many different ethical and technical challenges due to the use of the

Internet networks and the online component.

The Health on the Net Foundation was one of the first to establish rules for websites that take

part in health care (Kraus, Stricker, & Speyer, 2011)

Confidentiality seems to me to be much more difficult online due to how much easier it is for

someone to hack a computer than to break into an office building. It is important as counselors

to be well aware of how easy it is to get information you may not be authorized to get via the

Internet.

Counseling over state lines

Suicidal or homicidal thoughts, life threatening situations, recent history of suicidal, violent, or

abusive behavior, and if the client holds delusions or hallucinations should not be counseled

online. These examples are available to practitioners and should be held to a high standard.

TECH PLAN

Group Name: Happy Employees

Audience: 18 years or older employees who

currently have a full-time job or 18 years or older

employees currently working a part time job (two

separate groups)

Group Philosophy: “Happy employees lead to

greater productivity and job engagement”

GOALS

Learn dynamics of the workplace

Sharing of milestones or struggles within the workplace

Motivation for productiveness

How to have a positive relationship with you’re your boss or bosses

Managing work related stress outside the workplace

Keeping engaged in your daily duties

Time management

Factors that influence engagement or productiveness

Standards employers expect of employees

Working as a team

GROUP RULES

Respect given to ALL members of the group including the facilitator

Confidentiality of all members and content

Attendance of scheduled meetings (unless unforeseen circumstances arise) are a

must

No use of profanity or name calling

Employers or anyone associated with are to remain anonymous

If assigned homework, the task must be completed in a prompt manner before the

following session

Use of cellular devices for meeting times it not permitted unless special

circumstances arise

Disregard for any of the rules can lead to removal

THEORETICAL PERSPECTIVES

CBT and PCT

Cognitive Desensitization

Empathetic Listening

Unconditional Positive Regard

Congruence

Exposure and Response Prevention to workplace

situations

TECHNOLOGY

The use of images, sounds, and video with online

groups can be a very vital tool when working with

clients.

Collaborative Sessions (Feelings towards

workplace scenarios)

Whiteboard Work (Questions to answer)

Group Discussion Board (Homework and general

discussion)

WHAT HAS RESEARCH SHOWN US?

Empirical evidence of effects of online counseling

Studies of job engagement and job satisfaction

Link between CBT and PCT on helping employees

deal with workplace problems

Limitations of studies

Why study online counseling and its effects on

employees?

INTERVIEW WITH DR. LARRY B ORAKOVE PHD

Current feelings about online counseling

Knowledge of online counseling

Ever been involved with the use of online counseling

Plans to use online counseling

Feelings towards privacy and confidentiality when using

online counseling

Where they see online counseling in 20 years?

Comparison to traditional model

REFERENCES

Amabile, T., & Kramer, S. (2011, September 3). Do Happier People Work Harder?. 

The New York Times

. Retrieved February 20, 2014, from http://www.nytimes.com/2011/09/04/opinion/sunday/do-

happier-people-work-harder.html?_r=

0 

Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost

work engagement, particularly when job demands are high. Journal Of Educational

Psychology, 99(2), 274-284. doi:10.1037/0022-0663.99.2.274

Best Practices in e-Therapy: Definition and Scope. (n.d.). Best Practices in e-Therapy:

Definition and Scope. Retrieved April 24, 2014, from http://psychcentral.com/best/best3.htm

Cropanzano, R., & Wright, T. A. (2001). When a 'happy' worker is really a 'productive'

worker: A review and further refinement of the happy-productive worker thesis. Consulting

Psychology Journal: Practice And Research, 53(3), 182-199. doi:10.1037/1061-4087.53.3.182

REFERENCES (CONTINUED)

Inceoglu, I. & Warr, P. (2011). Personality and Job Engagement. Journal of Personnel Psychology, 1

Kraus, R., Stricker, G., & Speyer, C. (2010). 

Online counseling a handbook for mental health professionals. (2. ed.). Amsterdam: Elsevier. 

Liu, C., Liu, Y., Mills, M. J., & Fan, J. (2013). Job stressors, job performance, job dedication, and the

moderating effect of conscientiousness: A mixed-method approach. International Journal Of Stress

Management, 20(4), 336-363. doi:10.1037/a0034841

Sonnentag, S., Binnewies, C., & Mojza, E. J. (2010). Staying well and engaged when demands are high:

The role of psychological detachment. Journal Of Applied Psychology, 95(5), 965-976.

doi:10.1037/a0020032

 The British Journal of Psychiatry. (n.d.). Does workplace counselling work?. Retrieved April 24, 2014,

from http://bjp.rcpsych.org/content/182/2/103.full.pdf+html

 ten Brummelhuis, L. L., & Bakker, A. B. (2012). Staying engaged during the week: The effect of off-job

activities on next day work engagement. Journal Of Occupational Health Psychology, 17(4), 445-455.

doi:10.1037/a0029213