This can be understood as an organisation recognising employee’s socio-emotional needs, efforts, commitment, loyalty as well as demonstrating concern for employee’s well-being (Jain, Giga & Cooper, 2013). Jain et al. (2013) put forward that social support within organisations lower employee’s stress and increases job satisfaction. Thus, resulting in support acting as a moderator between the different stressors experienced within work environments and buffering the organizational stress being experienced (Jain et al., 2013). These types of support acts as an emotional and financial support to counterbalance and reduce physical, psychological and behavioural reactions to stress (Jain et al., 2013).
Younger employees can assist older employees by sharing new ideas whereas older employees can share positive qualities including experience, judgment, strong work ethic and commitment to quality. By this way it is possible to reduce age discrimination in the workplace. But the main role will be played by organization by maintaining the good relationship between
The studied concluded that as a result of the leaders utilizing the LMX theory, it provided a clear impact on an employee’s emotional health as well as their commitment to that job. The article provides a clear objective to the LMX theory and greatly supports how the LMX theory can make those not included in the inner circle of the leader can impact not only their employment but their emotional and mental well being. Utilizing the study concluded by Cheol Young and Won-Woo will provide clear support towards the LMX research theory as a basis for emotional inadequacies. Graen, G. B., & Uhl-Bien, M. (1995, January 1). Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain
Stewart’s penchant for inviting feedback from her employees highlights her understanding and utilization of the Performance Improvement Cycle (Kreitner & Kinicki, 2013). An organization’s culture often dictates if employees have a voice in matters pertaining to their jobs. Employees who have a voice feel empowered. Perceived powerlessness reduces effort and creativity and increases job dissatisfaction. Working in an environment where employees do not fear being fired for making a mistake, but know that they have the space and the resources to learn from those mistakes to improve themselves is a recipe for a committed and productive workforce (Wilson, 2008).
A leader needs to adapt to situations and use techniques that are inclusive in order to avoid conflict and aids decision-making. Building relationships, considering others feelings and celebrating their successes with them can maintain strong leadership. By encouraging my team to participate in the decision making process I empower them, which inspires job satisfaction this reduces conflict, poor time keeping and absenteeism. I need to be able to help my staff team understand the need for change and I do this by being clear about my aims and objectives, the actions required and the part they need to play. Sometimes I need to take control especially where health and safety is concerned, these policies and procedures me adhered to at all times.
Leaders adopting a participative leadership model encourage the staff to participate in decision making and retains more staff compared to laissez-faire style negative leadership. Leaders can use a task oriented short term transactional model to intertwine negative feedback and use long term transformational model to establish a lasting staff relationships using positive communications and team building activities. In this model leaders give importance to the welfare of their staff and make a better workplace. Transactional model leaders empower their staff by delegating responsibilities. The “modeling and role-modeling leadership” theory, which uses the Maslow’s Hierarchy of Needs theory, suggests that once the lower levels needs- the physiological and security needs, are met then the staff can move to seek acceptance, self-esteem, and self-actualization (Jones & Bartlett Learning, 2016).
Such as dealing with aspects of work design, organizational structure and managerial problems such as improving communicative channels (Randall & Nielsen, 2010:91). Therefore, because PIs tackle problems head on they do not necessarily serve as a preventative measure but rather as an alleviative measure. In contrast, secondary interventions (SIs) are ameliorative and are aimed at modifying an individual’s perception of stressors by reducing/eliminating the harm to employees (LaMontagne et al., 2007; Randall & Nielsen, 2010:92). According to Randall and Nielsen (2010:92), SIs focus on training employees to respond in a positive way to taxing situations by either thinking or behaving differently. Alternatively, tertiary interventions (TIs) are reactive and are aimed at employees who are already experiencing problems with their well-being, like Pamela ((LaMontagne et al., 2007; Randall & Nielsen,
Introduction Organizational culture comprised of values, beliefs and ethics which motivate the employees to communicate with people. The main stability and outcomes of people based on organizational culture. The employees are expected to adopt these assumptions and innovation for precise their attitude and behavior according to the best alternative orientation. In every organization there is a positive environmental factors and some negative factors as will for example every employee in a organization not performing well due to some behavioral factors and lack of organizational commitment. The behavior of employees at workplace changes at certain level and the spiritual attachment like the desire to connect with other peoples and fairness, orientation at workplace.
This intervention can include mediation, role clarity and workload reviews, and redefining policies to ensure fair treatment. Also allowing the perpetrator and victim the chance to sit down through facilitated discussions, and creating a plan on how to move forward while looking at the future of the co-worker relationship. These interventions can also include counseling services which offer coping skills and provide adaptive emotional intelligence tips within the workplace. Employees with successful coping skills are better at recognizing and avoiding aggressive behaviors further on (Zapf & Gross, 2001). Consequences need balance, they shouldn’t always just be used when a person is needing reprimanded.
Providing employees with constant feedback should be given on a regular basis. Leaving the employee with the uncertainties can possibly decrease their work performance. Communicating with the employee will help them feel more comfortable and improve their performance. When making any types of changes within the organization make sure that it is communicated with a compelling reason for the change. This is important for the organization to communicate otherwise it can become associated by blaming individuals by the employee identification number.