RESEARCH PROJECT

ON

HOW CAN HR MANAGER RELIEVE STRESS WHILE DEALING WITH

WORKPLACE CONFLICTS

BACHELOR OF SCIENCE

IN COMMERCE

BY:

SABA SHAHBAZ ARAIN

REGISTRATION NO: (CO-0120-74)

DEPARTMENT OF COMMERCE FACULTY OF MANAGEMENT

SCIENCES

SHAH ABDUL LATIF UNIVERSIT, KHAIRPUR

SINDH, PAKISTAN

2023
 Table of content
 Dedication
 Declaration
 Plagiarism Undertaking
 Acknowledgement

Chapter 1
 Introduction
 Objectives
 Background
 Purpose of this research
 Importance
 The effect of stress
 Benefits of stress management
 Research Question
Chapter 2
 Overview of workplace conflicts
 Types of workplace conflicts
 Conflicts with your boss
 Different opinions in the workplace
 Role of HR managers
 Stress management
 Start a stress journal
 Gender stress
  Family situations
Chapter 3
 Summary of hypothesis
 Introduction
 Hypotheses

Chapter 4
RESEARCH METHODOLOGY
 Introduction
 Research design
 Research methodology
 Data collections
 Hypotheses testing

Chapter 5
 Conclusion
 Reference

DEDICATION
At first dedicating this work to Almighty Allah, without his mercy and sympathy I
was not able to accomplish this work. And my honorable supervisor Professor:
Saifullah Shaikh. Who supportive to me throughout my thesis . And I dedicate this
report to my parents and teachers who guide and encouraged me during the course
of my studies and preparation of this research report. It is their support and
motivation that guided me to achieve my goal.

DECLARATION

I am SABA SHAHBAZ ARAIN hereby state that my BS thesis titled

"How can hr manager relieve stress while dealing with workplace conflicts?"
This is my original work, and I have never before submitted anywhere to receive

degree from this university (SHAH ABDUL LATIF UNIVERSITY

KHAIRPUR) or any other university in the nation or the globe for a degree.

……………………………….

Signature

……………………………….

Date

PLAGIARISM UNDERTAKING

I, Saba Shahbaz Arain BS scholar solemnly declare that research work presented in the thesis

titled “How Can HR Manager Relieve Stress While Dealing With Workplace Conflicts” is
solely my research work with no significant contribution from any other person .small help

/contribution wherever taken has been duly acknowledged and that complete thesis has been

written by me.I understand the zero –tolerance policy of the HEC and University (Shah Abdul

Latif University, Khairpur ) towards plagiarism . Therefore, I as an author of the above titled

thesis declare that no portion of my thesis has been plagiarized and any material used as

reference is properly referred/cited.

NAME : SABA SHAHBAZ

Acknowledgement

Innumerable thanks to Almighty ALLAH the gracious, the most merciful who
gave me strength to complete this task successfully. I would like to express my
sincere gratitude to my supervisor, PROFESSOR SAFULLAH SHAIKH, for his
support and belief in me at the most challenging time in my life. He provided
invaluable professional guidance that guaranteed the study exceeded the required
intellectual quality. I would also like to thank my parents and teachers because
of their faith and effort that they put in my studies and work . I express deep
gratitude to my university SHAH ABDUL LATIF KHAIRPUR for giving me a
chance to work to do this research report. It has been an immense learning
experience.

CHAPTER NO: 01

INTRODUCTION
HR MANAGER RELEIVE STRESS WHILE DEALING WITH
WORPLACE CONFLICTS
In the introductory chapter we will introduce the overall theme of our research
paper and research topic. First, we start with introducing our thesis background;
afterwards the research problem formulation and the research question are
presented. Further, the purpose of our research is also addressed in this part. In this
section we also give an introduction about our topic and give a historical overview
of their products and overall operation details, this section is concluded after a
brief thesis delimitation section and thesis disposition.

Active listening and empathy are critical skills that can help HRMs manage
conflict and relieve stress. HRMs should actively listen to all parties involved in
the conflict and try to understand their perspectives. They should also show
empathy towards employees who may be feeling frustrated or upset. This will help
build trust and promote a collaborative approach to resolving the conflict. Human
Resource Managers (HRM) play an essential role in maintaining a harmonious and
productive workplace environment. However, dealing with conflicts among
employees or between management and staff can be a challenging and stressful
task.

The HRM must balance the needs of the employees and the company while
adhering to the policies and procedures of the organization. Therefore, it is
important for HRMs to develop strategies to relieve stress while managing
conflicts. In this article, we will explore some techniques that can help HRMs
manage conflict and relieve stress in the workplace.

Overall, managing stress and emotions in HR conflict resolution requires a

combination of self-awareness, empathy, active listening, and professionalism.
By practicing these strategies, you can help create a more positive and
productive outcome for all parties involved.

Stress is the non-specific response of the body to persistent and uncertain demands
for change (Selye, 1936). Some stress can be positive as it can motivate employees
to focus on a task or to act and solve a problem (Canadian Mental Health
Association, 2016). But if stress occurs too often by going beyond an optimal level
or lasts too long, it may cause negative effects such as strain and burnout (see
Figure 1)

1.1 Background

Stress is changing to a common phenomenon among the employers and

employees. (Michie, 2002, p. 67) Increasingly the stress level is changing rapidly
among the employees due to a set of various reasons. Employees experience and
feel stressed continuously and therefore the reactions of stress at the workplace are
not a separate aspect. (Fairbrother, & Warn, 2003 p. 8) Stress at work is also
increasing due to external factors such as technological advancement and changes
in the economy of a country. Stress is also bound to occur in multinational
companies where operation is global and employees have different cultural
backgrounds. Besides stress that could be caused by family or personal problems,
stress at work has become even a greater problem because of job restructure,
globalization and more demand on the task at hand. This might lead to higher job
insecurity which would make employees feel stressed and distressed. (Tennant,
2001, p. 697) Therefore the increased stress among employees motivated us to
become interested, sensitive and curious regarding the importance of the subject.

Conflict can occur in any organization when employees with different backgrounds
and priorities work together. Conflict can be expressed in numerous ways such as
insults, noncooperation, bullying and anger. Its causes can range from personality
clashes and misunderstood communication to organizational mismanagement.

The negative effects of workplace conflict can include work disruptions, decreased
productivity, project failure, absenteeism, turnover and termination. Emotional
stress can be both a cause and an effect of workplace conflict.

Although conflict is generally regarded as having a negative effect in the

workplace, a degree of conflict is actually normal and healthy. In fact, many
believe it's a vital ingredient to organizational success. The most effective teams
are those in which members feel safe enough to disagree with one another. A
culture where dissent is allowed, or even encouraged, can spur innovation,
diversity of thought and better decision-making.

Alternatively, conflict becomes unhealthy when it becomes personal and

emotional, often resulting in clouded judgment. By contrast, good conflict can lead
to higher levels of trust. If people see that it's OK to challenge their manager, they
can question the status quo, which is better for the company.

1.2 Objective
The objective is to find a win–win solution to the problem in which both parties get
what they want. They’ll challenge points but not each other. They’ll emphasize
problem solving and integration of each other’s goals. For example, an employee
who wants to complete an MBA program may have a conflict with management
when he wants to reduce his work hours. Instead of taking opposing positions in
which the employee defends his need to pursue his career goals while the manager
emphasizes the company’s need for the employee, both parties may review
alternatives to find an integrative solution. In the end, the employee may decide to
pursue the degree while taking online classes and the company may realize that
paying for the employee’s tuition is a worthwhile investment. This may be a win–
win solution to the problem in which no one gives up what is personally important,
and every party gains something from the exchange.

Stress management programs in the workplace teach employees to identify signs of

stress and other mental health issues in a work environment. It also provides them
with the skills needed to offer support when an employee is experiencing stress.
In this piece, we explore the effects of stress. We also highlight some benefits of
investing in workplace stress reduction programmes.

1.3 purpose of this research

Our purpose for this study is to have a clear understanding of the causes of stress
and how Stress by the employees as well as the company’s management are
managed or handled.

Conflict management seeks to resolve the disagreement or conflict with positive

outcomes that satisfy all individuals involved or is beneficial to the group.

While conflict can be destructive, it can also be a sign of strong commitment and
emotional attachment. By working with these feelings, each party can gain a better
understanding of one another's goals and lead to greater dedication and loyalty
moving forward.
When conflicts are managed and resolved, employees experience less stress,
which, in turn, leads to better mental health and well-being. A less stressful work
environment is also more conducive to employee retention.

1.4 importance
A workforce who has its stress levels monitored and managed will be healthier. As
a result, there will be more of a positive environment at work. In this sense, the
importance of stress management cannot be underestimated. Not only will your
employees be happier and healthier, but they will also be more productive.
It can lead to a positive work environment, improved communication, and
increased productivity. Effective conflict management can also improve employee
morale and reduce employee turnover. It can lead to better problem-solving skills
and more creative solutions.

1.5 The effects of stress

Before delving into stress management training, it’s important to understand the
effects stress can have on your organization and workforce.
It’s not uncommon for employees to experience increased pressure in their jobs.
Psychology experts even go as far as saying it’s important to
experience manageable levels of stress in the workplace as it contributes to their
productivity.
However, unaddressed stress can result in insomnia, anxiety, depression and other
underlying mental health issues for the employee.
The impacts of stress on organizations include:

 Increase in staff absences.

 Reduced productivity levels.
 Lower retention rates.
 Higher costs of recruiting.

Considering the above points, it’s important to invest in tried and tested stress
management training courses that can teach your staff the techniques for
effectively managing workplace stress.
Experienced stress management trainers help your organization priorities stress
management as an ongoing initiative

1.6 Benefits of stress management

There are many benefits to providing this training to your workforce.
By supporting your employee’s wellbeing, you’re also able to enhance morale,
productivity, loyalty and commitment to the organization and most important of
all, profitability.
Other benefits include:
Retention and acquisition: Employees are less likely to leave their current
employment if they’re valued and aren’t overly stressed. The same goes for
potential recruits, they’re more likely to accept a new position at an organisation
that supports and invests in the wellbeing of their staff.
Absenteeism: Stress is one of the leading causes of staff absences in the
workplace. Aces put the cost of employee absences to the UK economy upwards of
£8.4 million every year. By supporting employees experiencing increased pressure
at work, you’re able to reduce stress and anxiety-related absences.
Culture: Your staff is happier when they’re healthier. Training employees to
identify and manage stress in the workplace contributes to promoting a culture of
open dialogue. Because your staff take their cues from senior members of a team,
it’s important for them to practice what they preach so other members of the team
feel comfortable joining in the conversation.
Remember, when making decisions about your employees’ work or how teams are
run, it’s important to include them in the decision making process.
1.7 Research Question
For the study, the following research questions have been formulate

i) How can we relieve stress?

ii) How stressed did you feel on a daily basis during the academic year?

iii) What are some common causes of stress in your life and what are the impact of

stress in your work?

CHAPTER NO: 02

LITERATURE REVIEW

2.1 Overview of workplace conflicts

There are broadly two kinds of workplace conflict: when people’s ideas, decisions
or actions relating directly to the job are in opposition, or when two people just
don’t get along. On an individual level, workplace conflict is stressful and
unpleasant. A difficult relationship with the boss is a common cause of work-
related stress. If your boss’s behavior is aggressive or abusive, or if all attempts to
build a reasonable relationship fail, talk it over with your boss’s supervisor. A
conflict of ideas on any aspect of business can often be productive, if the parties
involved are willing to ‘brainstorm’ solutions together. Sometimes, the
compromise can be better for business than either of the original ideas. Conflict of
this kind often generates better work practices and initiates positive changes that
would otherwise never have occurred.

2.1:1 Types of workplace conflict

It is important to work out whether the conflict is caused by a personality clash or
is due to a dispute over business ideas, decisions or actions. This may be difficult if
the conflict has been raging for some time.

Some questions to think about include:

 Do you get frustrated or angry with the other person all the time, or just
when particular work-related issues are raised?
 If you feel angry about their views on work-related issues, is your anger
unreasonable or out of proportion? Would you feel the same way if someone
else in the office had a similar viewpoint?
 Do you respect the other person in any way?

2.1:2 Conflict with your boss

A good boss is someone who can effectively run a company and communicate
with, and understand, their employees. If a boss involves their employees in
business decisions, shows appreciation for hard work, and responds with bonuses
and gifts at Christmas time, most people would enjoy working for them. However,
a difficult relationship with the boss is a common cause of work-related stress.

Examples of difficult behavior shown by some bosses include lack of

communication, verbal bullying, inflexible thinking and rudeness. There are
various strategies you can use to try and build a better relationship with your boss.

2.1:3 Different opinions in the workplace

If you and your boss are divided by different thoughts on business practices, there
are various ways to open the lines of communication, including:

 Be calm and reasonable. Remember that your boss is not obliged to feel the
same way about things as you do.
 Aim to solve the disagreement, rather than win the argument. Be prepared to
compromise.
 Approach your boss in a conciliatory way. Ask them for their opinions,
thoughts and judgments on the issue. Really listen to them.
 Compliment them on any of their suggestions that you think are workable.
 Suggest your own ideas, rather than demand them. Explain how your ideas
could benefit the organization.
  Perhaps your boss will be more interested if you thoroughly research your
ideas and present them professionally, highlighting possible benefits and
drawbacks.

2.2 Role of HR managers

HR professionals organize training programs to enhance employees' conflict
management skills, emotional intelligence, and communication abilities. These
programs equip employees with the necessary tools and techniques to address
conflicts effectively, de-escalate tense situations, and promote positive interactions.

HR can also provide training to employees on conflict resolution skills. By

educating employees on how to communicate effectively, actively listen, and
manage emotions, HR can reduce the likelihood of conflicts arising in the first
place. Training can also help employees to develop empathy and understand
different perspectives, which can be invaluable in preventing misunderstandings
and disputes.

Another role that HR can play in conflict resolution is to develop and implement
policies and procedures that promote fairness and respect in the workplace. HR can
develop a code of conduct that outlines expectations for employees regarding
behavior and interactions with coworkers. HR can also develop policies that
address specific types of conflicts, such as harassment or discrimination, and
provide clear guidelines for reporting and addressing these issues.

HR should also ensure that all employees are aware of these policies and
procedures and understand their rights and responsibilities in relation to conflict
resolution. By creating a culture of openness and transparency, HR can promote a
workplace where conflicts are less likely to arise and are more effectively resolved
when they do occur.

In the workplace setting, it often involves personal agendas, insights, or goals

versus the agendas, insights, or goals of the group or team. Conflict
management seeks to resolve the disagreement or conflict with positive outcomes
that satisfy all individuals involved or is beneficial to the group.
2.3 Stress Management

What is stress management?

A growing understanding of the potentially devastating effects of work stress has
led to that research examining the relationship between work stress and well-being
has increased substantially over the past 20 years (e.g. Ganster & Rosen, 2013). In
the last decades, employers have shifted in the way stress is perceived, from being
something that was seen as a weakness in individual employees to a problem
employers have a responsibility and obligation to acknowledge(Väänänen, Attila,
Turtiainen & Verge, 2012). This change came from the discovery of how long-
term economic effects of staff turnover, sick absence and early retirements affected
organizations negatively. In the late 20th century, work stress became recognized
as an important societal issue. In 1999, the European Commission stated that work-
related stress were common in all fifteen member states (Vanned et al., 2012), and
the World Health Organization denotes stress as the ‘‘health epidemic of the 21st
century’’ (Smith 2012). In fact, according to Statistics of Sweden, one out of four
Swedish employees describes experience of health issues related to work stress
(Iverson, 2014). New governmental policies on work environment, such as the new
Swedish provision on mental and social work environment (AFS 2015:4), further
highlights this view. The relevance and impact of work related stress has created
increased interest of finding reliable measurement instruments to be able to
measure stress in different societal contexts

as well as leading organizations to increase the usage of stress management.

Lazarus (1991) defines stress management as the resources a person uses to adjust
to work conditions so as to make them appear less stressful. On an organizational
level, stress management is crucial to find potential causes of stress as well as to
handle constant change, in order to make conditions as good as possible for the
employees (Michie, 2002). In practice, individuals and organizations use different
approaches to manage a stressful environment. According to Michie (2002),
changes of a structural character to adapt schedules or the environment are
potential ways. Psychological changes are another way to go, offering social
support and re-thinking the control level given to employees. The author further
explains that in order to handle stress experienced in different working situations,
our own coping strategies are crucial for success. Problem solving, assertiveness
and time management is given as examples on how to handle a stressful
environment. The social support at work is also a critical factor to be able to handle
stress. Stress management developed from the research by Lazarus (1966) and
Lazarus and Folk man (1984) builds on the notion that stress, rather than being a
direct response to a stressor, depends on an individual's resources and capacity to
cope. Further, Lazarus and Folk man’s (1984) transactional model states that
stress may not evolve if an individual perceive the stressor as something positive or
even challenging rather than as something threatening. As a result, an individual
who possess sufficient coping strategies may not develop stress from an event
caused by a stressor. The model suggests that an individual can learn how to
handle stress and develop coping strategies as a response to stressors. Michie
(2002) argues that by actively pursuing training, individuals can become aware of
signs of stress, learn how to interrupt negative patterns and making an active plan
to reduce work stress. However, the source of why someone is stressed can seldom
be eliminated by individual coping strategies. The Swedish Work Environment
Authority (2016) states that by using work environment management an employer
can, together with employees, prevent or find solutions to conditions that causes
work stress, so as to create a sustainable balance between demand and resources.
Taking a similar approach and building on the notion that role conflict can be
minimized but not eliminated (Kahn et al., 1964) the area of individual coping
strategies to handle work stress will now be examined.

It may seem like there’s nothing you can do about stress. The bills won’t stop
coming, there will never be more hours in the day, and your work and family
responsibilities will always be demanding. But you have a lot more control than
you might think.

If you’re living with high levels of stress, you’re putting your entire well-being at
risk. Stress wreaks havoc on your emotional equilibrium, as well as your overall
physical and mental health. It narrows your ability to think clearly, function
effectively, and enjoy life.

Effective stress management helps you break the hold stress has on your life, so
you can be happier, healthier, and more productive. The ultimate goal is a balanced
life, with time for work, relationships, relaxation, and fun—and the resilience to
hold up under pressure and meet challenges head on. But stress management is not
one-size-fits-all. That’s why it’s important to experiment and find out what works
best for you. The following stress management tips can help you do that.

2.3:1 start a stress journal

A stress journal can help you identify the regular stressors in your life and the way
you deal with them. Each time you feel stressed, make a note of it in your journal
or use a stress tracker on your phone. Keeping a daily log will enable you to see
patterns and common themes. Write down:

What caused your stress (make a guess if you’re unsure).

How you felt, both physically and emotionally.

How you acted in response.

What you did to make yourself feel better.

2.3:2 cut out unhealthy ways of dealing with stress

Many of us feel so stressed out, we resort to unhealthy and unproductive ways to
cope. A lot of these unhelpful strategies can temporarily reduce stress, but in the
long run, they actually cause even more damage:

 Smoking, drinking too much, or using drugs to relax.

 Bingeing on junk or comfort food.
 Zoning out for hours in front of the TV or phone.
 Withdrawing from friends, family, and social activities.
 Sleeping too much.
 Filling up every minute of the day to avoid facing problems.
 Procrastinating.
 Taking out your stress on others (lashing out, angry outbursts, physical
violence).
2.3:3 Genders
Studies have shown how gender affects experienced work stress (e.g. Lundberg,
Frankenhaeuser, 1999; Lundberg, 2005). Women’s high participation in the work
force combined with persisting traditional gender roles in home and family
responsibilities can be one explanation for observed gender differences in work
stress. Being a spouse, a mother, and an employee, can lead to negative health
effects due to this inter role conflict (Arber, Gilbert & Dale, 1985).

2.3:4 Family situations

In this thesis the focus lies on intra role conflict, that is conflict within the work
role. However, inter role conflict is also a significant source of strain (Kahn et al.,
1964). A type of inter role conflict is work–family conflict, when demands of work
and family roles are conflicting in some respect so that participation in one role is
more difficult because of participation in the other role (Greenhaus & Beutell,
1985). Research has established that work stress and family stress can be said to
interact substantially (e.g. Lazarus, 1999) and numerous studies have focused on
the role conflict between work and family life (e.g. Kahn et al., 1964; Greenhouse
& Beutell, 1985; Voydanoff, 2002). One aspect of work-family conflict includes
the age range of the children. The age of a family’s children can influence the level
to which parents experience conflict, as several studies have found that parents of
young children experience more role conflict compared to parents with older
children (Greenhouse & Beutell, 1985; Greenhaus & Kopelman, 1985; Pleck,
Staines, Lang, 1980). Furthermore, two studies found a relationship between the
size of families and conflict, large families being associated with higher levels of
work-family conflict compared with small families (Cartwright, 1978; Keith &
Schafer, 1980). A study by Herman and Gyllstrom (1977) found that married
employees experienced more work-family conflict compared to unmarried
employees. Further, Greenhaus and Beutell (1985) found that the extent to which a
person feels supported by his or her significant other affects perceived work-family
conflict.
CHAPTER NO: 03

Summary of hypothesis

3.1: INTRODUCTION

The stress generation hypothesis specifies that the generation of dependent stress is
not exclusively due to periods of clinically significant depression.

Stress management offers a range of ways to help you better deal with stress and
difficulty, also called adversity, in your life. Managing stress can help you lead a
more balanced, healthier life. Stress is an automatic physical, mental and emotional
response to a difficult event.

This section entails the inclusive discussion of the projected theoretical

background and hypothesis development of this study.
3.2: Hypothesis

How can hr manager relieve stress while dealing with workplace conflicts

H1 More role conflict is related to higher levels of perceived stress.

H2 Problem focused stress coping strategies are positively correlated with lower
levels of work stress among middle managers.

H3 Emotion-focused stress coping strategies are negatively correlated with lower

levels of work stress among middle managers.
CHAPTER NO: 04

Research Methodology

4.1: Introduction

This chapter describes the procedure of collecting the data related to the research
topic. This research procedure is depending on the following heading.

Research design

Research methodology

Data collection

Hypotheses Testing

This chapter aims to give clear insight of steps followed in this research study.

4.2: Research Design

Research design is a strategies and techniques that the researchers utilized in their
research, for answers the questions related to research study. Research design
provides the complete information about the research topic. Such as what type of
research is there? Which type of tools and techniques are utilize .There are three
main types of research are identified,

Descriptive

Exploratory

Causal Research
This research design is a causal research, because it focused on “what” is the
relation between dependent and independent variables in the research study.

4.3: Research Methodology

This research study consisted on the qualitative data research methodology, as the
main purpose Conflict management is the practice of being able to identify and
managing conflicts sensibly, fairly, and efficiently. Conflict and stress can often be
resolved by finding common ground and compromise. Common ground means
identifying shared interests, values, or goals that can help you bridge your
differences. Compromise means being willing to give up something or meet
halfway in order to reach an agreement that satisfies both parties .

4.4: Data collection

This research study was depend on the secondary data collection .which is

collected through the previous literature review, research articles ,books, internet

and other related field. The secondary data is also known as the second hand data.
4.5: Hypotheses Testing

After the studies of past literature review, articles, books etc., of related

researchers,

It is presented must be willing to fully understand the research conducted by

researchers.

The next step in achieving the goals of this research project was to test the
previously formulated hypotheses. Current study is comprised of two variables,
which are How can HR manager relieve stress while dealing with workplace
conflicts. According to the stress generation hypothesis (Hammen, 1991),
depressed individuals and those prone to depression, influenced by their beliefs,
expectations, and personal characteristics, are likely to behave in ways that
contribute to the occurrence of negative events in their lives (i.e., dependent events
that are at least partially influenced by the individual)
.
Chapter: NO 05

Conclusion and Reference

5.1: Conclusion

This research study describes a Stress is a major concern for individuals and
organizations. Exhaustion is the outcome of prolonged stress. Individuals and
organizations can take many approaches to lessening the negative health and work
outcomes associated with being overstressed. There are two kinds of stress these
are eustress and distress. Eustress is a positive stress which will create motivation
that will lead an individual to accomplish task. Distress is the negative stress
because it will create negative effects towards physical, emotion, and mental
aspects.
5.2: REFERENCE

According to the stress generation hypothesis (Hammen, 1991),

(E.g. Ganster & Rosen, 2013).

Stress is the non-specific response of the body to persistent and uncertain demands
for change (Selye, 1936).

Some stress can be positive as it can motivate employees to focus on a task or to

act and solve a problem (Canadian Mental Health Association, 2016).

Conditions as good as possible for the employees (Michie, 2002)

Stress is changing to a common phenomenon among the employers and

employees. (Michie, 2002, p. 67)

Stresses at the workplace are not a separate aspect. (Fairbrother, & Warn, 2003 p.
8)

(Tennant, 2001, p. 697) Therefore the increased stress among employees

motivated.

(Väänänen, Anttila, Turtiainen & Varje, 2012).