Creating Organizational Culture To Foster Resilient Workforce With Better Abilities To Sustain Stress


Studienarbeit, 2011

39 Seiten


Leseprobe

Introduction

The stress management is important for the companies because the modern work life has exposed the employees to the various forces. The employees need to be healthy and happy in order to build the culture of growth and productivity of the employees. The organizational cultures are the expression of the management and the employees in form of their faith and trust for each other’s. The employees need to be respected as they are the basis of growth and development of the organization. The organizational culture is the reflection of the work values I from security and reward given to the employees. The employees are the assets from the organizations. Enlightened companies recognize the importance of a healthy and satisfied workforce as a means of attracting and retaining staff, and achieving enhanced performance through enabling them to withstand the pressures associated with modern life.

Culture

The unsaid living and the professional life of the organizations designs the work culture for the organization. The organizational culture is the reflection of the values, ethics and mission of the origination displayed through the policy for employee welfare and growth .There are six categories of “undesirable work characteristics” or they are the potential “risk factors” that can arise within the workplace:

- Demands
- Control
- Support
- Relationships
- Roles
- Change

The organizations need to focus on the leaderships abilities and try to build the work culture which is favorable for the employees the focus area of attention relate to

- Leadership
- My manager
- Personal growth
- Well-being
- My team
- Giving something back
- My company
- Fair deal.

Create an environment where great people can do their best work and be on a path to realize their full potential.” Three areas are important to realize the vision:

1. Physical environment – staff are given the

- latest technology
- smart phones, enabling them to integrate their work and personal lives
- open-plan office space
- day nurseries,
- broadband access at home for all employees and their families
- Free fruit and drinks available to promote good health.

2. Emotional environment

- manage your health and wellbeing
- , giving you the knowledge and confidence to lead a healthy and balanced lifestyle.
- ” It has a well-being centre, an employee assistance

3. Intellectual environment. It provides staff with the

- latest technology
- laptops
- Software that has been designed to maximize productivity.
- development by on-the-job learning
- mentoring
- coaching
- Counselling services for all employees .

Employees are then able to take a pride and pleasure in their work, team

And company and want to stay with the company.

The Institute’s model (2004c) for a great place to work is based on five

Dimensions:

1. Credibility:

- Communications are open and accessible
- Competence in coordinating human and material resources
- Integrity in carrying out vision with consistency

2. Respect:

- Supporting professional development and showing appreciation
- Collaboration with employees on relevant decisions
- Caring for employees as individuals with personal lives

3. Fairness:

- Equity – balanced treatment for all in terms of rewards
- Impartiality – absence of favouritism in hiring and promotions
- Justice – lack of discrimination and a process for appeals

4. Pride:

- In one’s personal job and individual contributions
- In work produced by one’s team or work group
- In the organization’s products and standing in the community

5. Camaraderie:

- Ability to be oneself
- Socially friendly and welcoming atmosphere
- Sense of “family” and “team”

Key findings of the studies are outlined below:

1. The social gradient – the organization must support the employees and the social health is important to look after the mental health of the people in the organizations.

2. Demands and control at work –the demand for performance increases as the people work at higher level. Higher up the hierarchy demands increase, while the lower down the hierarchy you go, the lower the control .the control relates to the degree of authority over decision making and use of skills and opportunity to develop skills.

3. Social support at work – working with supportive colleagues and managers improves health and reduces sickness and absence. The levels of support have a protective effect on mental health of the employee’s .thee lack of support from the employees give the stress at work and it reduces the interest of the employees.

4. Effort–reward balance at work – the originations must have the right policy to support the employees with the incentives and rewards. The productivity of the employees needs to be supported with the recognition and acknowledgement. This increase the self-esteem, status, and interest of the employees.

5. Job insecurity – the job security has the impact on the metal peace of the employees. The organization need to understand and build the culture bases on faith and trust where the employees are sacred and are part and parcel of organizational working

6. Organizational change – the organization need to focus on the on the process of change build to manage the ethics of the modernization and up gradation. The changes relate to the nature and conditions of work, changes in management style.

7. An active social life outside work can have health benefits – the social activities are important in building the cultural wealth of the organization. These include the formal and informal involvement of people in the organization to build the friends and get involved in the organized groups and associations. Three dimensions support build:

- Confidence
- Emotional support
- Boost the self esteem
- Sharing of feelings
- Chatting
- Helps to overcome problems

8. The work–home interface – the work life balance is necessary to build the culture and the valuable support from the organization .the better family relations build the emotional support from the organization as the members of the family of the employees build the network to foster tort and faith in the society.

Building Blocks for Managers to Create a Culture and Climate to Build a Resilient Workforce

The organizations try to create the right culture and climate in order to build and sustain a healthy and resilient workforce. The criteria are:

- Social support at work
- Effort – reward
- Job security
- Organizational change
- Work–life balance
- Credibility
- Respect
- Pride
- Leadership
- Personal growth
- Organization culture

LITERATURE REVIEW

Even though many of the above responses are invisible, and despite the fact that people are good at hiding stress, there are usually visible effects from Stress. Managers (and colleagues) should look out for any of the following:

- Face looking tense, worried, pale
- Strained, higher pitched voice
- Severe fatigue
- Body tension; shoulders high, sitting and/or leaning forward
- “Protective” or closed body language, meaning chest covered or protected,
- shoulders turned away, little eye contact
- Withdrawal, little verbal communication
- Little contribution to team discussion
- Reduced productivity, creativity
- Increased rate of mistakes, accidents
- Missing deadlines, or renegotiating them at the last minute
- Irritability, aggression or violence
- Belligerence
- Negativity
- Sarcasm
- Weight loss or gain
- Increase in smoking or drinking
- Any change in personality
- Illogical or unreasonable behaviour
- Lack of self-care
- Excessive hours
- Recurrent lateness, leaving early
- Extended breaks.

Common stress-related conditions and behaviors and their link to stress

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Objective of the study

The basic objective of the study

- the impact of stress on people
- the stress management techniques
- To determine the impact of stress on organizational culture
- To frame the suggested strategy for providing the better services.

Hypothesis

Null Hypothesis -H01: There is no significant difference about stress and employee perception amongst people classified by age

Alternative Hypothesis -Ha1: There is a significant difference about stress and employee perception amongst people classified by age

Null Hypothesis- H02: There is no significant difference about stress and employee perception amongst people classified by gender

Alternative Hypothesis -Ha2: There is a significant difference about stress and employee perception amongst people classified by gender

Null Hypothesis - H03: There is no significant difference about stress and employee perception amongst people classified by education

Alternative Hypothesis- Ha3: There is a significant difference about stress and employee perception amongst people classified by education

Research Methodology - The researcher contacted the respondents personally with well-prepared sequentially arranged questionnaire. The questionnaire prepared, was divided into two parts, of which part one was used to gather demographic details of the respondents working in the various organizations of Jodhpur..

Sampling Area - The study is conducted on the respondents i.e. the people facing stress in the organization

Population- All the people working in the various organizations of Jodhpur.

Sample size – The research focused on the participants who were willing to participate. Total 150 respondents filled the questionnaire.

Sampling Design – The sample was designed by the convenience based random sampling method.

Primary Data - Most of the data collected by the researcher was primary data through a structured questionnaire, which was operated on the samples of the people working in the various organizations of Jodhpur.

Secondary data - The secondary information was collected from the published Sources such as Journals, Newspapers and Magazines and websites...

Research instruments - A summated rating scale format was used, with six choices per item ranging from "highly dissatisfied” to "highly satisfy ". In this all the questions were positively framed to study the impact of independent variable like age, gender and education on the dependent variable which is employee perception. The six dimensions of service quality where the average of the questions was taken into the consideration.

Analysis of Data - All the data collected from the respondents was feeded and tabulated and the analysis was done through the software of SPSS version 16.

Data analysis

ANNOVA analysis guidelines for one way ANOVAs:

1. Linearity and Non-Linearity Test by One Way ANOVAs:-

First of all it is necessary to use this test here and this test is given preference over vicariate correlation test because, we fear that our dimensions and demographic factor may bear a nonlinear relationship with Total consumer preferences and as we know to use the correlation coefficient correctly, a relationship between two variables must be approximately linear, when this assumption of linearity is violated, Pearson's product-moment coefficient of correlation or Spearman’s correlation coefficient will underestimate the strength of the relationship, that will ultimately result in completely wrong analysis. Therefore in our analysis we prefer to use One Way ANOVAs so as test both Linear as well as Non Linear Relationship. The dependent variable must be scale for accurate analysis. The independent variable cannot be Nominal. Therefore, the test cannot not be applied on Gender and education which are the part of Demographic variable.

(a) The test for linearity if has a significance value smaller than 0.05, indicates that there is a linear relationship between age and knowledge achievement level.

(b) The test for deviation from linearity if has a significance value smaller than 0.05, indicates that there is a non-linear relationship between age and customer satisfaction level.

(c) R is correlation Co-efficient for Linear Relationship. R2 is Co-efficient of Determination. ETA is Co-efficient for Non-Linear Relationship and ETA2 is called Correlation Ratio. If value of R and ETA are close to +1 or -1 it denotes strong relationship.

R2, coefficient of determination shows level of linear relationship and Eta2, correlation ratio is free of the assumption of linearity. In the case of linear relationships, correlation ratio equals the coefficient of determination. For nonlinear relationships, correlation ratio is not equal to the coefficient of determination, it will be always greater or equal to the coefficient of determinations, and for non-linear relationships coefficient of correlation is attenuated and underestimates the magnitude of the non-linear relationships. Squared Correlation is strong if value is close to 1 In the test for homogeneity of variance, if the significance value is less than 0.05 than Welch and Brown-Forsythe is to be checked for group difference, if significant value there is less than 0.05 then Tamhane Post-hoc comparison for individual group difference will be checked if it show significant value less than 0.05 than the individual groups differs.

(d) Now, if in the test for homogeneity of variance, if the significance value is more than 0.05 than simply One way anova table will be checked, if there the significant value is less than 0.05 then Tukey HSD Post-hoc comparison for individual group difference will be checked if it show significant value less than 0.05 than the individual group differs.

(e) It is mandatory to look for test for homogeneity of variance only when the group is of nearly equal size. Welch test is more accurate than Brown-Forsythe test hence it would be given priority during analysis. For all those independent variables where homogeneity constraints was satisfied Tukey table for Post hoc comparison is shown and where robust estimates of Welch and Brown-Forsythe are looked, there Tamhane table for Post hoc comparison is shown (Monday, Klein, Lee, 2005).

Frequency Table

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Details

Titel
Creating Organizational Culture To Foster Resilient Workforce With Better Abilities To Sustain Stress
Veranstaltung
Jai Narain Vyas University, Jodhpur
Autoren
Jahr
2011
Seiten
39
Katalognummer
V184347
ISBN (eBook)
9783656091011
ISBN (Buch)
9783656091240
Dateigröße
714 KB
Sprache
Deutsch
Schlagworte
creating, organizational, culture, foster, resilient, workforce, with, better, abilities, sustain, stress
Arbeit zitieren
Dr. Ashish Mathur (Autor)Dr. Meeta Nihalani (Autor), 2011, Creating Organizational Culture To Foster Resilient Workforce With Better Abilities To Sustain Stress, München, GRIN Verlag, https://www.grin.com/document/184347

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