Companies all over the world come to Regus to find the flexible workspace that enables them to do business more effectively. We have over 800,000 customers using our business centres every day, this gives us a wealth of experience in all workplace issues. If you’re looking for an expert to speak at your event, big or small, we are happy to provide trained speakers to talk about the issues your audience want to discuss.
Please contact Henry Collinge at press.office@regus.com if you would like a Regus speaker to present at your event.
Find out more about Regus: http://www.regus.com/?utm_campaign=slideshare
The job stress is a relevany topic which Can useful for management studies, human resource management and organisation behaviour. Mainly focusing on mba and reserach students
Companies all over the world come to Regus to find the flexible workspace that enables them to do business more effectively. We have over 800,000 customers using our business centres every day, this gives us a wealth of experience in all workplace issues. If you’re looking for an expert to speak at your event, big or small, we are happy to provide trained speakers to talk about the issues your audience want to discuss.
Please contact Henry Collinge at press.office@regus.com if you would like a Regus speaker to present at your event.
Find out more about Regus: http://www.regus.com/?utm_campaign=slideshare
The job stress is a relevany topic which Can useful for management studies, human resource management and organisation behaviour. Mainly focusing on mba and reserach students
Understand about the attitudes
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare and contrast the major job attitudes.
Define job satisfaction
Importance of employee behavior in an organization
Work Stress - MBA Organisational Behaviour SeminarStuart Gow
Organisational Behaviour ; Robbins, S.P., Judge, T.A., Millett, B., Boyle, M. (2014) , 7ed.. NSW, Australia: Pearson Education Australia
“The Retention Bonus? Time,” S. Greenhouse, The New York Times(January 8, 2011), pp. B1, B7
“The Yawning of a New Era,” M. V. Rafter, Workforce Management (December 2010), pp. 3–4
“Deutsche Says It Does More with Less,” M. Turner, Financial News (June 2, 2011), efinancialnews.com
David J. Abramis (1994) Relationship Of Job Stressors To Job Performance: Linear Or An Inverted-u? Psychological Reports: Volume 75, Issue , Pp. 547-558
Mei-yung Leung, Yee-Shan Chan, Paul Olomolaiye. (2008) Impact of Stress on the Performance of Construction Project Managers. Journal of Construction Engineering and Management 134:8, 644-652
Job satisfaction is how content an individual is with his or her job.Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction.
The purpose of this paper is to discuss on the concept of job satisfaction and how job satisfaction can make impact on the performance of employees in an organization. The paper will be limited to the positive and negative effects of Job satisfaction. Secondly, the literature review will discuss the relationship between employee motivation, job satisfaction and employee performance.
A Proactive HR Approach To Workplace Stress ManagementBernie McCann
A Presentation to Human Resources Committee of a local Chamber of Commerce to illustrate the "big picture" of organizational development approaches to managing stress in the workplace.
Understand about the attitudes
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare and contrast the major job attitudes.
Define job satisfaction
Importance of employee behavior in an organization
Work Stress - MBA Organisational Behaviour SeminarStuart Gow
Organisational Behaviour ; Robbins, S.P., Judge, T.A., Millett, B., Boyle, M. (2014) , 7ed.. NSW, Australia: Pearson Education Australia
“The Retention Bonus? Time,” S. Greenhouse, The New York Times(January 8, 2011), pp. B1, B7
“The Yawning of a New Era,” M. V. Rafter, Workforce Management (December 2010), pp. 3–4
“Deutsche Says It Does More with Less,” M. Turner, Financial News (June 2, 2011), efinancialnews.com
David J. Abramis (1994) Relationship Of Job Stressors To Job Performance: Linear Or An Inverted-u? Psychological Reports: Volume 75, Issue , Pp. 547-558
Mei-yung Leung, Yee-Shan Chan, Paul Olomolaiye. (2008) Impact of Stress on the Performance of Construction Project Managers. Journal of Construction Engineering and Management 134:8, 644-652
Job satisfaction is how content an individual is with his or her job.Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction.
The purpose of this paper is to discuss on the concept of job satisfaction and how job satisfaction can make impact on the performance of employees in an organization. The paper will be limited to the positive and negative effects of Job satisfaction. Secondly, the literature review will discuss the relationship between employee motivation, job satisfaction and employee performance.
A Proactive HR Approach To Workplace Stress ManagementBernie McCann
A Presentation to Human Resources Committee of a local Chamber of Commerce to illustrate the "big picture" of organizational development approaches to managing stress in the workplace.
A company is facing high attrition rate. The major concerns being motivation and attitude of the employees.
There might be no clear links between attitude and attrition, in this study we will try to assume some attitudes of employees that could lead to attrition in an organisation. And also discuss some motivational measures that could be used to reduce the attrition rate in the company.
Work-life-balance is about striking a balance between the work for which a person gets paid and the personal commitments in his life, and how they impact on one another. Finding a suitable balance between work and daily living is a challenge that all workers face. An important aspect of work-life balance is the amount of time a person spends at work. Evidence suggests that long work hours may impair personal health, jeopardize safety and increase stress.
For an employer, work-life-balance is about creating a productive work culture where the potential for tensions between work and other parts of people's lives is minimised. This means having appropriate employment provisions in place, and organisational systems and supportive management underpinning them.
Occupational Stress at Workplace: Study of the Corporate Sector in Indiaiosrjce
The main focus of this study is to identify the level of frequency of the job stressors for corporate
individuals surveyed and trace out the distressing factor that affects most individuals. The paper also throws
light onto the areas explored where changes can be made by the employees, managers, and the Human
Resources (HR) department so as to reduce the stress factors by making a change. The emphasis was mainly on
the corporate sector of India to assess the degree to which indicators of job stress at workplace (Work timings
stretched, Inadequate break times, Repeated heavy workload, Unfair distribution of work, Monotony at work,
Deadline Pressures, under utilization of skills and working relationships) influences Indian native’s mental and
emotional well being. The data was collected by surveying employees of various Corporate through a
structured questionnaire. The sample size was 62. Both primary and secondary sources of data were extensively
used for analyzing this study. 87% of the respondents felt stressed due to work related issues, 79% felt flexible
working hours relieves tension
This document will give you information about Emotional Labour meaning, history, how it will affect the performance of the employee in the organisation and which gender shows more Emotional labour.
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How workplace events change employee emotions.docx
1. How workplace events change employee
emotions, behaviour
20 June 2011 07:56 am - 6 - 44459
AET states that work-related events, known as affective events, occurring in workplaces
cause specific emotional reactions in employees which in turn lead to attitudinal and
behavioural changes in employees. AET marked the beginning of the study of the person
level emotional changes in organizations and therefore is considered a seminal piece of work.
The study of emotions in the workplace and their implications for employee and
organizational wellbeing has been a major development in management studies in the 21st
century. Thanks to this advancement in management thought, employees are no longer
expected to leave their emotions behind when they enter their workplaces. An understanding
of emotions is important because once activated our emotions cause our goals to change from
their prior state to a new and different state based on the type of emotion felt. Therefore,
understanding the emotions that employees feel in the work setting is also important as
emotions determine employees’ subsequent thoughts, behaviours and attitudes. Although
emotions have usually been discarded as irrational and therefore disruptive, emotions for the
most part have a positive and adaptive function as they steer us towards the fulfilment of
important goals and needs in life. It is only when emotions bring about results that are
contrary to what the emotional person is trying to achieve, do emotions become troublesome.
Research has found that our emotions play a crucial role in our decision making process. The
emotional part of our brains work very closely with our thinking part of the brain to assist our
decision making and reasoning abilities. Therefore our emotions are a very important part of
our lives.
AET
One reason that emotions in the workplace have been ignored for so long by researchers is
because of their dynamic and short lived nature. Our emotions do not last very long and
change from moment to moment and this makes them difficult to study accurately. However,
it is these very moment to moment changes in emotions that affect cognitive and behavioural
changes in employees and are therefore worthy of study.
A theory that has been successful in capturing these momentary changes in employees’
emotions and their consequences and therefore has made the study of such a transient
phenomena much easier is the ‘Affective Events Theory’ (or AET) developed by Weiss and
Cropanzano in 1996. AET states that work-related events, known as affective
events, occurring in workplaces cause specific emotional reactions in employees which in
turn lead to attitudinal and behavioural changes in employees. AET marked the beginning of
the study of the person level emotional changes in organizations and therefore is considered a
seminal piece of work.
Work-related hassles and uplifts
According to AET, a work-related event can be any event, occurrence or incident that
happens in the work environment. Such events, depending on their impact can either be
hassles or uplifts. Hassles are those work related events that cause disruption or difficulties
for an employee to carry out their work tasks. Uplifts on the other hand are those events that
2. make employees’ work tasks much easier and fulfilling. For example possible hassles that
may exist in a workplace are difficult customers, an abusive supervisor or manager, noisy or
poorly lighted work environment, impossible deadlines or sales targets, poor company
policies and procedures, lack of proper recognition or rewards for work carried out, work
overload, time pressure etc. Possible uplifts may be supportive colleagues, strong mentoring
programs, work related incentives etc. It’s important to note that an event can turn out to be
either a hassle or an uplift based on the nature of its impact. For example, poor and unhelpful
supervision will be a hassle for employees while strong and supportive supervision will be an
uplift. Also each organization will have its own set of unique hassles and uplifts.
Emotional, behavioural changes
AET further states that due to the exposure to these hassles and uplifts employees will have
specific emotional reactions. Hassles will lead to the experience of negative emotions such as
anger, frustration, sadness, fear etc while uplifts will be associated with positive emotions
such as happiness, excitement, pride, contentment etc. These emotional reactions in turn will
lead to behavioural and attitudinal changes in employees. For example it has been found that
the occurrence of frequent hassles leads to frequent negative emotions in employees which in
the long run affect their job satisfaction, absenteeism and even decision to leave the
organization. Uplifts on the other hand have been found to increase job satisfaction and desire
to stay in the organization.
Hassles that occur occasionally are not strong determinants of employee behaviour.
Employees are capable of tackling disruptions that happen once in a while in their
workplaces. However, when hassles occur on a continuous basis, the employee will become
vulnerable to a downward spiral in emotions that will subsequently have a significant impact
on the way he/she views the organization and decides what to do about it. That is why in
organizations that are characterised by lousy leadership, poor pay and unfair treatment,
employees generally feel frustrated, display rebellious behaviour, have high rates of
absenteeism and have problems in retaining existing employees.
Similarly occasional uplifts do not have a lasting impact on employee’s subsequent
behaviour. Uplifts need to be frequent and strong for employees to feel satisfied with their
working environment. All these factors, ultimately affect the organization’s bottom
line. Therefore the message given to management by AET is strong and clear: ‘Pay attention
to employee’s emotions or else suffer the consequences’.
Next week we will look at the strategies that management can adopt to change work
environments for the better and thereby increase employee emotional wellbeing.