Managers Reducing Employee Stress - Free Essay Example

Sample details Pages: 6 Words: 1731 Downloads: 4 Date added: 2017/06/26 Category Management Essay Type Essay any type Did you like this example? Introduction Employee stress is becoming an increasing problem for many managers across the world to combat. It has escalated to such an extent that the World Health Organisation has declared occupational stress as a worldwide epidemic (Avey, et al., 2009, p. 677). Don’t waste time! Our writers will create an original "Managers Reducing Employee Stress" essay for you Create order Furthermore, it can hold a number of negative impacts on the performance and profitability of a company, so managers should be consistently attempting to reduce the levels of employee stress in the workforce. This essay will define what exactly employee stress is and what the predominant factors are that are affecting its rise. Furthermore, an analysis will be conducted on the negative effects that employee stress can have on the workforce and company, and how managers should try and reduce the levels of employee stress in their workforce. Employee Stress tress can be defined as the physiological and psychological reaction, either consciously or subconsciously, to a perceived threat or undesirable condition beyond ones immediate capacity to cope (Chaing, et al., 2010, p. 26). Employee stress can have a number of negative effects on employee performance, with problems in health, increased accidents and burnouts being common issues for stressed out employees (Bernard Krupat, 1994). A variety of researchers attribute different factors to causing stress. These factors are commonly referred to as stressors. Colligan Higgins (2006) attributes technological change, global competitive pressures, toxic work environments and managerial bullying as the main components to an increase in employee stress. Furthermore, a study by Dahl (2010) heavily pins organisational change to the main factor that can impact on employee stress. It is thought that the majority of companies do not pay heed to the psychological affects that organisational c hange can have on employees, as they often focus on how the companys performance will be benefitted. Primarily, organisational change can result in firm failure (Haveman, 1992; Barnett Freeman, 2001). However, other theorists suggest that the emotional and psychological wellbeing of employees are potentially affected by organizational change (Dahl, 2010, p. 2). Although outdated, one of the most comprehensive frameworks that identify stressors is provided by Murphy (1995, p. 42). He lists thirteen key factors that attribute to an increase in employee stress, which include; physical environment, role conflict, role ambiguity, interpersonal conflict, job future ambiguity, job control, employment opportunities, work load, variance in work load, responsibilities, underutilisation, demands and shift work. Furthermore, he suggests that these factors can be affected by non-work factors such as domestic demands. However, these factors would generally be out of the control of management. Murphy concludes that all of these factors that cause employee stress can lead to job dissatisfaction, accidents, complaints, substance abuse or even more serious, illnesses. Although it seems that employee stress can only hold negative outcomes for a company, it has been found that it can provide a number of positive benefits. This can include increased creativity (Le Fevre, et al., 2003) and enhanced performance (Marino, 1997). However, despite the possible benefits that employee stress can hold, it also provides a plethora of more serious and negative effects. It is because of this negativity that managers must closely watch, and actively attempt to reduce employee stress. Reducing Employee Stress There are a variety of studies which outline a number of different ways in which a company can reduce employee stress. A study by Murphy (1995) outlines two significant ways in which to combat employee stress. These are: Employee Assistant Programmes (EAP): These programmes have existed in the workforce for over 70 years now, with their main focus to treat troubled employees in the workforce. However, as workplace stress got more and more attention, it became more about providing wellbeing and care for all employees in a workforce. The programmes have since been expanded to deal with more intense stress relating incidents, such as the loss of a fellow employee, with these called stressor-specific programmes. Although these programmes seem positive, they do have their downfalls. This is primarily the fact that it is hard for feedback to be related back to managers, and that the programmes do not analyse how the organisation may be affecting stress, but focus on employees personality or characteristics. Human Resource Management (HRM): The responsibilities of HRM can vary across different companies, but usually include the following; personnel management issues, performance appraisal, discrimination, team building and labour relations. Although not specific to employee stress, all of these areas can be attributing factors to employee stress levels. Furthermore, they act as an opposite to EAPs, as they act in relation to the organisation and not in relation to an employees personal traits or characteristics. The study goes on to conclude that the best way to manage employee stress is to combine both of these practices. This allows employee stress to be monitored from a personal level with the EAPs and an organisational level from HRM. Furthermore, the study by Avey, et.al.(2009) outlines a more modern approach on how managers can reduce employee stress. They call this approach the Emerging Positive Approach. This approach basically aims to focus on the positive side of things, highlighting employee strengths instead of focusing on their weaknesses. This can be called Positive Organisational Behaviour (POB), which is the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement (Luthans, 2002, p. 59). Although this approach doesnt specifically address employee stress, the nature of it helps reduce or even avoid it. As it seeks to highlight the strengths, it should increase performance of employees and allow them to work in an environment that is enjoyable to them. Instead of waiting until an employee is unhappy or stressed, this approach will actively try to combat the thirteen factors that Murphy defines as key stressors. The aforementioned approaches all rely on heavy involvement from internal or external forces. However, there are a number of smaller things that managers can do to try and maintain a happy workforce and reduce employee stress. These are outlined by (Hengst, 2015), and include: Support management: Management should be supporting their employees on all levels of the company hierarchy. Employee stress is obviously important to deter, but managers can also get stressed in the workplace. Maintaining support through every level of the organisation helps ensure that stress is not passed on from a manager to their employees or team. Little rewards: Giving little rewards to employees can help reduce employee stress significantly. This could be in the form of bonuses for reaching certain goals, or a quarterly trivial reward system that hands out achievements of certificates. This does not cost the organisation a lot of money, but will help reduce the levels of employee stress. Encourage fun: Although the workplace must maintain a serious atmosphere, there is no harm for encouraging employees to have fun. This can be organised after work, or during particularly slow times of business. Holding parties or events to encourage fun also provides an opportunity to build upon team-working and iron out any interpersonal issues. Healthy lifestyle: Employees should be trained to work in a safe manner, and to not be afraid to ask for support if needed. Looking after employee wellbeing is one of the most significant factors for reducing employee stress. Any workplace injuries will most likely cause stress to the individuals involved, but may also cause tension with other employees in the company. All of these factors do not need rigid implementation, but can be done throughout the year to maintain a positive work environment and reduce employee stress levels. They are all reliant on a manager being involved with their employees, and taking a genuine interest in maintaining employee wellbeing. Conclusion It becomes quickly apparent that employee stress can cause many issues for a company and an individual. The negative effects heavily outweigh the limited number of positive effects that it can hold. Although there are a number of external forces that can effect employee stress, a lot of responsibility is placed on managers on how to reduce levels of employee stress. One of the earliest methods was with the use of EAPs. However, this did not take into consideration how the organisation is affecting stress levels, and so a collaboration of EAPs and HRM is a more optimum method. Furthermore, as an EAP can be sourced externally, it reduces some of the responsibility on the manager to reduce employee stress levels, as they only need to monitor how HRM are handling any issues. Furthermore, the more modern approach to reducing employee stress is to stop it, before it can begin. This is shown through the emerging positive approach, as it encourages companies to maintain a positive at mosphere in the workplace, and deter employee stress before it can begin. Although there are a variety of approaches to managing or reducing employee stress, there is no quick fix. Managers should be constantly monitoring employee stress levels, and implementing consistent processes to help reduce it. Stress levels cannot be reduced by a one-time incentive, but must be slowly reduced over time by the help and support of the management team. Bibliography Avey, J. B., Luthans, F. Jensen, S. M., 2009. Psychological capital: A positive resource for combating employee stress and turnover.. Human Resource Management, 48(5), pp. 677-693. Barnett, W. P. Freeman, J., 2001. Too much of a good thing? product proliferation and organizational failure. Organization Science, 12(5), pp. 539-558. Bernard, L. C. Krupat, E., 1994. Health Pyschology: Biopsychosocial factors in health and illness. New York: Harcourt Brace College Publishers. Chaing, F., Birtch, T. A. Kwan, H. K., 2010. The moderating roles of job control and work-life balance practices on employee stress in the hotel and catering industry. International Journal of Hospitality Management, Volume 29, pp. 25-32. Colligan, T. W. Higgins, E. M., 2006. Workplacestress etiology and consequences. Journal of Workplace Behavioural Health, 21(2), pp. 89-97. Dahl, M. S., 2010. Organizational Change and Employee Stress, Aalbarg: DRUID Academy. Haveman, H., 1992. Between a ro ck and a hard place: Organizational change and performance under conditions of fundamental environmental transformation, s.l.: Adminstrative Science Quarterly. Hengst, A., 2015. Reducing Workplace Stress. [Online] Available at: https://www.hrworld.com/features/reduce-workplace-stress/ Le Fevre, M., Matheny, J. Kolt, G. S., 2003. Eustress, distress, and interpretation in occupational stress. Journal of Managerial Psychology, 18(7), pp. 726-744. Luthans, F., 2002. Positive organizational behavior: Developing and managing psychological strengths.. Academy of Management Executive, 16(1), pp. 57-72. Marino, S., 1997. The stress epidemic. Industry Week, 246(7), p. 14. Murphy, L. R., 1995. Managing job stress: An employee assistance/human resource management partnership. Personal Review, 24(1), pp. 41-50.

A Brief Note On Race Based Health Disparities - 935 Words

Race-based health disparities are believed to exist because African Americans have poorer access to care, receive lower quality healthcare treatment, and have generally poorer health outcomes than whites. In addition, African Americans also receive poorer pain treatment. More than 116 million Americans suffer from chronic pain which effects all races, yet multiple studies have indicated that African Americans and other minorities suffer disproportionately compared to whites in terms of the pain management therapies they receive. Less prevalent and less effective pain management are often attributed to caregiver bias, cultural differences, physiological differences or some combination of things. Most importantly this disparity highlights the need for improved training for healthcare providers and education for patients to help them receive better pain management treatment. This deficit in pain management is important because chronic pain can have significant widespread consequences which include the inability to work and provide family income, increased risk of depression, severe illness, street drug abuse and death. Despite the widespread availability of pain medications, African Americans are significantly less likely to receive adequate pain treatment. Race has a profound influence on pain experience and the ability to seek treatment (Mossey). 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The Iowa Caucus- Obamas Speech

The significance of the primaries in 2008 can be seen as the first since 1928 that no occupant leader was in the race for the democratic designation. Furthermore, a record thirty seven states were to hold their assignment challenges before the month of March, making it the most packed stacked essential schedule in decision history. The centrality of any party's selection procedure is such that, not at all like a general decision where voters settle on their choices taking into account party positions and applicant assessments, and social-demographic variables. The campaign for Obama was spectacle in that he was an African America illustrating a turning point in the history of America. In the campaign at Iowa his theme was not on race, however, he could not hide to show his distinguishing characteristics that differentiated him with other presidential hopeful. He stood as a biracial candidate. He spoke to his supporters who might not or don't help him in light of the fact that he needs to win their vote in 2008, when the President is going to be chosen. Obama tactfully engages the crowds with choice of words so as to separate the two groups. Obama started by getting the attention of the audience through proper selection of words in order of priority. He praise the audiences by telling them that the day had come, that the people have done what pessimists was doubting, and that they have done a thing that America was not able to do in the beckoning of the new year. In the investigation of the speech there is utilization of three talking procedures to spellbind his groups of onlookers. Obama is a talented speaker who has something to show all pioneers in business and governmental issues, paying little heed to their political suppositions. Obama utilizes various explanatory techniques in his discourses, yet three methods specifically seem, by all accounts, to be reliable over the greater part of his talks. In the feature underneath the researcher uncovers these procedures from Obama's discourses at Iowa. The profound technique is transcendence. By utilizing solid and unmistakable dialect, Barack Obama can transport the audiences to an alternate spot and really paint a representation that people can see in their personalities' eye. In his triumph discourse at Iowa he talked in strong terms about the individuals getting to the New Year in a style by praising them of winning the struggle: "You have done what the pessimists said we couldn't do, "You have done what America can do in this New Year The choice of words makes the people have his thought in their hearts. They said, the time will never come., they said our country was too divided and disillusioned to ever come together a round a common purpose,but on this January night is a defining moment in history. The other technique is anaphora. Obamas repetition of a statement or expression toward the start of progressive sentences is evident. Even though this can be seen as redundancy, it serves the purpose of emphasizing thoughts and making it critical. For instance in emphasizing the task that lays ahead, he uses the repetition, We have more work to do. More work to do for It is a clear indication that Obama has what he need for the people at hand. That is why he had the opportunity to win the hearts of many at Iowa. Another instance where the anaphora technique get employed is, you have done what the State of new Hampshire can do in five days, you have done what America can do in new year. The repetition give the audience a surety that the leader is talking what they people have in them. We are one people; your time for change has come. There is surety that the Obama is peoples man. He can unite diverse people irrespective of differences. The other technique employed by Obama is gestures and voice. It clarity of their reasoning and really provide for the group of onlookers trust in their administration. President Obama, in the same way as other compelling speakers, uses signals to accentuate about every sentence. Obama likewise utilizes his voice adequately. He eases it off, brings down his volume, and stops for effect. At different times he accelerates his pace and raises the volume of his voice to underscore a key sentence. The powerful discourse or presentation raises the trusts of the gathering of people and provide for them something to trust in. Individuals need to trust in somebody. They need to be enlivened. The manner in which he is varying voice makes the people feel the sense of having such a leader as can be seen from the phrase, You said it is time to move beyond bitterness, and pettiness, and angriness that consumed Washington. To end the political strategy that has been all about division, and instead make about addition to build the coalition for change. .because that is how we will win in November and that is how we will finally meet the challenges that we face as a nation. We are choosing hope over fear, we are choosing unity over division and sending a powerful message that change is coming to America. You said the time has come to tell them that they do not own this government, we do, and we are here to take it back. for a president who will be honest about the choices and challenges we face, who will listen from you., I will be that president, a president to bring self-care affordable to every citizen,.bring our troops back home. The phrases is in tone variations that is compelling to the ears of the listener. In conclusion, whether one is leading a country or a business division, somebody is looking to you for motivation. Utilize your words, signals, and voice to drive home the message. It is clear that Obama victory at Iowa was augmented by the manner in which he positioned his speech. It is therefore clear that victory comes with well-articulated and presented ideas that touches and wins the hearts of the supporters.

Project Management Bike Service at Door Project

Question: Discuss about the Project Management for Bike Service at Door Project. Answer: Overview The project would be one a kind of services in Australia. With this service, people can get their bike servicing at their doorstep. This project or service would be known as Bike Service at Door. There would be a mobile application for this project and people can book the appointment with a click. The executive of Bike Service at Door would come and pick the bike at the appointed time (Krishan, 2012). The executive would get the bike services from the required service center. Once the servicing is done, the executive would bring the bike back to the owner. Initially, this project or this service would be launched in Sydney. Vision The vision of the project is to make life easy and convenient for bike owners who are busy in their life and who does not have time to give bike for servicing. Outcome With this project, the bike owners can get the bike serviced at their doorsteps. The outcome is that the bike owners would not need to go to the service center to get their bike serviced (Suarez, 2014). Scope To develop a mobile application and web portal for people to book the appointment with a click. The executive of Bike Service at Door would come and pick the bike at the appointed time. The executive would get the bike services from the required service center. Once the servicing is done, the executive would bring the bike back to the owner. Objectives, Outputs and Targets The objective is to mobile application and web portal people to book the appointment with a single click. The output or the target state would be a website and a mobile application that the bike owners can use to book the service appointment for their bikes (Turner, 2014). It is targeted, the bike owners in Sydney would use this service as it would be ease and convenient for them to get the bike services without them going to the service station. Success Criteria The two key success criteria for this project can be discussed as: The mobile application and website would be developed that would be used by the bike owners to book the appointment (Kumar, 2012) There are enough executives that would go to the doorstep of people to collect the bike, deliver to respective service stations, and return the bike back to bike owners Key Assumptions The key assumptions of this project can be discussed as: The people are ready to use this service and people would trust the executives to give the bike for servicing. There would not be any technological challenges to develop the website and mobile applications The service centers would accept the bike from the service executives who are not the owners of the bike. References Corona-Suarez, G. A., AbouRizk, S. M., Karapetrovic, S. (2014). Simulation-Based Fuzzy Logic Approach to Assessing the Effect of Project Quality Management on Construction Performance.Journal of Quality and Reliability Engineering,2014. Kim, D. Y., Kumar, V., Kumar, U. (2012). Relationship between quality management practices and innovation.Journal of Operations Management,30(4), 295-315. Turner, J. R. (2014). The handbook of project-based management (Vol. 92). McGraw-hill. Antony, J., Krishan, N., Cullen, D., Kumar, M. (2012). Lean Six Sigma for higher education institutions (HEIs) Challenges, barriers, success factors, tools/techniques. International Journal of Productivity and Performance Management, 61(8), 940-948.