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MANAGING PEOPLE AND STRESS

Lecture 10. MANAGING PEOPLE AND STRESS. Four models of HR practice: Fombrum et al begins with the view that people represent one of a number of resources Beer et al suggest that a stakeholder view of people within an organization provides a more effective way to manage

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MANAGING PEOPLE AND STRESS

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  1. Lecture 10 MANAGING PEOPLE AND STRESS

  2. Four models of HR practice: Fombrum et al begins with the view that people represent one of a number of resources Beer et al suggest that a stakeholder view of people within an organization provides a more effective way to manage Schuler and Jackson suggest a link between competitive strategy (cost or innovation) and people management approaches Hendry et al suggest five interlinked contexts (outer, inner, business strategy, HR context and HR content) Models of people management practice

  3. Ethics Culture People planning Training and development Reward and performance management Employee involvement Downward communication Upwards problem solving Financial participation Representative participation People management – issues and activities

  4. Employee involvement – consequences and issues

  5. The unwritten but powerful expectations and obligations between employer and employee French et al suggest nine organizational expectations from employees: Organizational objectives take precedence over personal objectives Appropriate levels of involvement, commitment and initiative are expected Acceptance of authority and taking responsibility Compliance with leadership direction and influence Fulfil expected role within organization Deliver high effectiveness and efficiency Co-operate with others in pursuit of organizational objectives Adhere to rules, policies and procedures Display loyalty to entire organizational system The psychological contract

  6. It is debateable how much influence employees have on the implication of balance in the psychological contract Perhaps the limited ability of employees to influence the psychological contract leads to ‘underground’ and ‘covert’ actions on the part of employees Managers also report that their psychological contract had been broken by their employers Bratton and Gold report challenges as: Organizations do not communicate with one voice It reaffirms that employment relationship is based on exchange Its effectiveness is based on many factors in the social, organizational and economic context The psychological contract

  7. Stress - a preliminary review Protection for the individual against overloading themselves physically mentally or emotionally Many adults deal with stress by removing themselves physically or psychologically from the situation 23% of 118 chief executives (Cooper and Sutherland survey) were thinking of resigning because of stress levels

  8. Stress - what is it? A reaction within the individual to events that are experienced McKenna (1994) - ‘stress arises because of the impact of an environmental force on a physical object; the object undergoes strain and this reaction may result in temporary distortion,but could equally lead to permanent distortion’ Positive effects of stress – eustress; negative - distress

  9. Sources of stress • Most common sources: • Environmental • Competitive • Organizational • Job • Personal • Interpersonal • Professional

  10. Sources of stress • Major determinants of an individuals response to a • stress experience: • Personality • Experience • Profile • Support

  11. Effects of stress • Interactive • Self-reinforcing • Cumulative

  12. Individual consequences of stress • Three main areas in which stress would impact • on the individual: • Psychological • Behavioural • Medical

  13. Burnout and Post-traumatic stress disorder (PTSD) • Burnout - situation when some individuals are unable to carry on: • a type of stress characterized by emotional exhaustion, depersonalization • and diminished personal accomplishment • more likely amongst individuals who display high aspirations and who • are highly motivated • more likely in organizations where initiative is restricted and there is an • insistence on particular goals being achieved in a particular way • PTSD - Frost (1990) - features of PTSD: • Nightmares/Flashbacks • Sleeplessness • Edginess and outburst of anger • Alcohol and drug abuse

  14. Organizational consequences of stress • Attitude • Performance • Withdrawal

  15. Individual stress management strategies • Time management • Relaxation and meditation • Behaviour control • Counselling • Role management • Biofeedback • Exercise • Networking

  16. Organizational stress management strategies Moral and legal obligation to deal with occurrences of stress • Job design • Involvement and communication • Awareness programmes • Health programmes • Organizational design • Personal development • Personnel policies • Employee assistance programmes • Procedural frameworks • Conflict management • Planning • Culture design

  17. Managing people and stress: an applied perspective • Performance • Cost • Protection • Personal • Fashion • Reputation • Morality • Legislation Reasons why managers take an interest in stress:

  18. Sparks et al suggest four major concerns currently facing organizations and employees: Job insecurity Work hours Control at work Managerial style Managing people and stress: an applied perspective

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