Wellbeing as a Management Challenge
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Introduction
Organizational stresses have emotional impact to approximately 29 per cent of workers in general labor force. Organizational stress is the psychological slain or agony that is produced from job stressors (Harrington 2012, p.12). In addition, it is also produced from unanticipated pressures and responsibilities that are different from workers ability, skills, and knowledge. Organizational stress rises incase employee lacks support from their colleagues or supervisors. Similarly, it occurs when workers have a feeling loss of control over their management processes (Ivancevich and Matteson 2011, p.19). Consequently, it can cause burnout in the job place, which leads to ineffectiveness, detachment, cynicism and exhaustion as well as lack of individual achievements. Both burnout and organizational stress can affect the workers causing lower performance and commitment (Bhagat, Segovis and Nelson 2016, p.39). The paper will critically examine the various factors, which leads to rising cases of organizational stress and challenges for people management.
Rates of organizational stress
Cases of organizational stress have increased in the recent past in the job places. Approximately 33 per cent of employees indicate that they suffer from stress in their workplaces. In European Union, between 21 and 30 per cent of employees report stressful working conditions (Riggio 2015, p.91). Additionally, stressful working conditions contribute to their poor health. Seventy five percent of workers believe that in contemporary working environment, workers suffer from more stress as compared to other generations (Hughes and Ferrett 2015, p.71). Research also indicates that organizational stress is one of the leading causes of firms turnover. With rising levels of stress in the workplaces, employees suffer from physiological and psychological challenges. Furthermore, it reduces workers motivation towards their work processes (Dewe, O’Driscoll and Cooper 2010, p.81). High levels of job demand and limited control over employees job area increases the occupational stress levels.
Bhagat, Segovis and Nelson (2016) noted that increasing cases of illnesses related to work process is causing work absenteeism. Moreover, when job-related stresses are not cured, they accumulate causing chronic diseases such as hypertension and diabetes (Bhagat, Segovis and Nelson 2016, p.91). Another stud by Ivancevich and Matteson (2011) noted that workplace stress is a major contributor of weak immune system and increase injury risks to the employees. Organizational stress also causes biological reaction that affects the wellbeing of a person and sometimes leads to death (Ivancevich and Matteson 2011, p.32). Many workers complain of organizational stress as compared to family of financial issues (Harrington 2012). In this case, this type of stress leads to approximately 10 percent of health dues related to work (Bono, Glomb, Shen, Kim and Koch 2013, p.71).
Factors Leading to Higher Rates of Organizational Stress
There are a wide range of factors that contribute to rising cases of organizational stress in workplaces. Some of these include structure of the organization, quality and style of leadership, pressure of roles and tasks, rising mentality on “24/7” systems, maintain high quality values and effectiveness of services and business processes and structural transformations (Bährer-Kohler ed. 2012, p.102). Similarly, communication quality also contributes to organization stress in the company.
Changes in an organization
A firm and its workers experience challenges in the process of change. Most experience uncertainty concerning their future because they fear how they will adapt into new systems. Research by Riggio (2015) suggested that a few workers accept these changes but the majority have limited levels of willingness to embrace the changes. Moreover, some employees even refuse to accept changes completely (Riggio 2015, p.73). The successive refusal of change process creates a stressful environment in the firm especially on colleagues, and supervisors. Bono, Glomb, Shen, Kim and Koch (2013) argue that the majority of people are resistant to change particularly if these changes do not increase their earnings. Furthermore, they noted that resistance of change in the organization contributes to job stress (Bono, Glomb, Shen, Kim and Koch 2013, p.192).
On the other hand, change normally causes instabilities in the organization hence causing fear to the workers. They are normally concerned over their capacities to operate in an unknown job environment in the future (Van Heugten 2011, p.64). In this regard, employees normally waste more time concentrating on their worries because of issues beyond their control. However, by associating themselves in a security cover, workers raise their levels of stress exponentially (Hughes and Ferrett 2015, p.59). The long-term effect is contagious destruction of the firm.
Tasks and Responsibility Changes
A variety of firms has recognized the importance of evaluating the manner in which businesses are conducted. In this respect, many companies are re-assessing services and processes in their workplaces (Ivancevich and Matteson 2011, p.111). Moreover, the management is changing the staffing systems in order to utilize business-based strategies to increase their performance. Consequently, many organizations are forced to streamline their processing by utilizing modern technologies (Riggio 2015, p.139). For instance, many online enterprises and less person-process contact are introduced. Therefore, workers are supposed to acquire new knowledge and skills. They are also committed to constant education of new processes (Harrington 2012, p.133). Some of the workers are ready to embrace these kinds of changes. However, the majority rejects or resent new changes in the organization.
As the tasks and responsibility differs, chances of stress increases due to ambiguity. Therefore, it is advisable for the management to introduce timely and adequate communication (Hughes and Ferrett 2015, p.142). Furthermore, standards for performance, relationships reporting and clear job descriptions are helpful in reducing possible stress due to changes in tasks and responsibilities.
Challenges in balancing life and Work
Due to advancing level of technology, works are experiencing a dilemma with regard to quality of services and products, work expectations and constant learning. In this case, organizations that offer services experience rising levels of stress especially when harmonizing efficiencies of process with the expectations of customers for quality (Bährer-Kohler ed. 2012, p.181). In addition, customer requires individual assistance for various services. Another factor that contributes to work stress is the concept of “24/7” which aims at promoting job opportunities in the organization. Consequently, the majority of workers complain that due to introduction of these concepts, they lack time to engage in other personal duties outside their organizations (Harrington 2012, p.192). The weekends and evenings of many workers are limited because of constant emails related to their offices. With modern technology, workers are forced to carry their laptops where they go hence increasing burnout and resent towards their work. A study by Hughes and Ferrett (2015) suggested that due to these instances, employees lose their enthusiasm and energy to work. Ultimately, as they decrease their creativity and spark, the firm loses the most important resources (Hughes and Ferrett 2015, p.175).
Working environment
Poor working environment contributes to organizational stress. Scientific findings indicate that some working environment is not conducive to workers. Higher concentration of working environment is the main cause of organizational stress. On the other hand, work redesign is used as the major strategy of stress prevention (Van Heugten 2011, p.109). Many researches on working conditions involving issues identified as organizational stress risk factors show a higher rate of work intensity. Therefore, the management of a firm should establish new strategies of removing the stressors in the workplace. Ivancevich and Matteson (2011) suggested that working environment in an organization is very important to employees because it enables them to be confortable and permits them to operate at a maximum capacity (Ivancevich and Matteson 2011, p.90). Some organizations have introduced some policies and rules in the job places to promote comfortable working environment (Dewe, O’Driscoll and Cooper 2010, p.110). Working environment such as levels of temperature, lightings, noisy places and air ventilation contribute to organizational stress.
Scientific evidence show that rules against hand cream, pungent perfumes and smoking are important because they cause sensitivity to co-workers (Bhagat, Segovis and Nelson 2016, p.169). More importantly, these issues causes a feeling of discomfort, dizzy and illness to some people who are allergic to particles of these substances. In case this takes place, some workers are forced to take unpaid or paid leave since they cannot adapt to stress from irresponsible colleagues (Harrington 2012, p.110). Again, some employees are unable to adapt to the environments where they work alone due to isolation eventually leading to stress.
Because of poor working environment, employees develop a hostile behavior in the labor place such as physical attack. On the other hand, they are likely to develop passive hostile behaviors, which force them to ignore memos, and calls (Hughes and Ferrett 2015, p.193). Additionally, workers are unable to meet work deadlines and they are late for meetings. Similarly, organizational stress causes delay in delivery of services to their clients. Unsatisfied employees concentrate on blackmails, harassment, bullying and gossiping changing a firm to an unfriendly working environment (Bono, Glomb, Shen, Kim and Koch 2013, p.111).
On the other instance, labs and hospital practitioners are at risk of many harmful substances and hazards, which contributed to high cases of uncertainties and dissatisfaction (Biron, Karanika-Murray and Cooper eds. 2012, p.120). Subsequently, it increases violence and stress causing discrimination of patients care. Lastly, the productivity of the firm and that of an individual reduces (Bhagat, Segovis and Nelson 2016, p.23). Many studies conducted in various countries propose that heat causes stress to employees, which affects their productivity.
Higher Workload
Rising levels of workload causes more stress to workers in a firm. A study Harrington (2012) found out that more employees have many task and responsibilities that they did in the previous years. some organization reduces the number of staff without reducing the workload hence leaving the condition unmanageable. Ultimately, employees are forced to operate during overtime (Harrington 2012, p.91). Likewise, their family time is reduced due to increasing responsibilities. The staff also suffers from deadline pressure from the supervisors hence they have to change their schedule to meet the demands of the work. Stress also increases because of late changes in their programs which cause submission rush instead of assigning them adequate time to finish their work. Stress also increases tension in the workplace.
Conversely, changes in the organization such as mergers, downsizing and relocation raise the level of stress in companies (Hughes and Ferrett 2015, p.69). Reports indicated that in most countries, people work for long period each day. For instance, recent research in the US show that people work for more than 55 hours a week. Based on the data from the Department of Labor, the number of working hours especially for women has been increasing each year (Beehr 2014, p.74). Therefore, long period of working contribute to organizational stress.
Interpersonal associations
Interpersonal associations between subordinates, colleagues and bosses contribute to workplace stress among the workers. A workplace should promote cooperation and unity between the management and the staff but the contrary leads to reduction of work performances (Harrington 2012, p.95). Most supervisors fail to apply efficient management skills when dealing with workers. Due to this fact, the work assigned to a worker will not match their skills and knowledge hence it will obstruct their productivity and performances. In turn, it will increase the levels of stress, as the worker will require more time and skills to adapt to the new task (Hughes and Ferrett 2015, p.99). Furthermore, employees who lack skills in a new task will require longer period to complete it as compared to a skilled personnel.
Diverse organizational Culture
In case a worker changes from one firm to another, he/she is likely to experience some challenges related to organizational culture differences. The culture of a workplace differs from one company to another. Consequently, in some organizations, new employees are unable to adapt to the new working conditions (Ivancevich and Matteson 2011, p.100). Due to this issue, organizational stress increases. In some companies, employees are not updated or oriented to the new environment. They are forced to use firms website and monthly notices to sensitize themselves. Consequently, this creates confusion because they do not understand the organizational structure producing stress (Harrington 2012, p.55). Furthermore, some employees may find it difficult to adapt to new regulations and rules in their work contributing to stress.
Challenges of People Management
Managers face a broad range of challenges in their organization when leading other staff. Some of the challenges include time management, poor communication, and stress on performances, recruiting a productive staff and solving various issues affecting the employees (Beehr 2014).
Management of time is one of the major challenges facing managers because they are supposed to manage time for their staff as well as theirs. On the other hand, poor management of time can affect the performance of company. Proper management of time reduces penalties related to violation of deadlines (Harrington 2012, p.49). More importantly, the manager should explain to the staff the importance of allocating time for tasks and using schedules.
Communication is also a big challenge to most of the managers. Inconsistent or unclear messaging and communication leads to lack of respect from staff (Hughes and Ferrett 2015, p.53). Ineffective communication can produce challenges in management. Managers should invest in concise and effective forms of communication hence the message is easy to understand. Apart from communication, managers are in constant pressure to deliver the set standard in their management. Therefore, they are supposed to plan in order to meet the expectations of their bosses and staff (Harrington 2012, p.61). Additionally, they should set candid goals that are achievable within a specific period.
Management of team is also a challenge to many managers with regard to their motivation, aspiration-performing assessment. Similarly, it is stressful to know how to deal with new employees and leading the organization forward (Van Heugten 2011, p.59). Some managers also deal with staff in other location, which becomes difficult to supervisor and inspire them towards organizational goals (Ivancevich and Matteson 2011, p.54). They also face a dilemma in terms of the kind of pressure to apply to the employees. Application of limited force to workers can be seen as soft. On the other hand, staff will not be happy with managers apply strict rules.
In order to overcome these challenges managers are supposed to use effective communication. Moreover, they are required to understand the rules and regulations of organization in order to avoid controversies when dealing with bosses and staff (Bhagat, Segovis and Nelson 2016, p.70). More significantly, they should adopt consultative strategies especially when making critical decision that affects their staff. The strategy can be effective used especially during workers transfer, or when reprimanding or rewarding them (Hughes and Ferrett 2015, p.43). It is also essential to inspire and mentor their staff instead of firing staff. Most companies are increasing the skills of their staff by introducing training programs.
Conclusion
Organizational stress is one of the major causes of poor performance and staff turnover in many companies. Many factors cause stress in a firm. Some of these include changes of responsibilities and task of worker, poor leadership, workload, working environment and differing organizational culture (Harrington 2012). When a firm is in transition, most workers are fearful because they are uncertain of the future. Some leaders can be a source of stress when their staff thinks that they do not provide suitable solutions to the existing problems (Hughes and Ferrett 2015). Finally, poor working environment can contribute to employees stress. Therefore, it is important to understand the challenges in an organization aiming to promote appropriate workplace.
References
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