Chesley (2005) found that technology use can cause decrease in quality of life, increase work boundaries, and cause negative spill over and distress. The areas that will be examined for possible negative effects are stress, life satisfaction and job satisfaction. Job Stress With the work world rapidly changing, employees are becoming more concern with their work life balance (Shivananda & Ashok, 2012). A study done by Shivananda, and Ashok (2012) found that there was a negative relationship between work life balance and stress level. This would mean that those who have a low level of work life balance would experience high levels of stress and vice versa.
This type of organizational change can cause companies to downsize and/or lay-off employees to cut costs (Lussier & Achua, 2015) which causes leadership and employees tremendous stress. Additionally, stressful organizational situations have a large negative impact particularly in situations that involve punishment and lack of rewards (Selart, & Johansen, 2011). Stress can cause decision makers to cut corners, become more prone to incidents, abuse, and deception (Selart, & Johansen, 2011). Several studies have connected stress to memory loss due to an increase in cortisol production. Moreover, employees can often respond to stress in a negative manner, and stress is known to lead to unethical decision making (Selart, & Johansen, 2011).
Workplace bully is a form of harassment at workplace that has severe impact on company profits and well-being of employees and their performance. Workplace bullying has been regarded as a significant and complex issue that presents a challenge for organizations to manage. Workplace bully can be explained as an important source of social stress at work. The situation of bullying is when someone disturbing with a serious negative action and behavior that are annoying and oppressing and the victims cannot defend themselves. Workplace bullying is repeated, health-harming mistreatment of one or more persons (the targets) by one or more offenders.
Furthermore, supervisor burnout is a matter of significant concern for organizations because it’s believed to be contagious. Research suggests that supervisor burnout can influence burnout in employees, which can significantly impact the performance of the employees, the unit, and thus, organization goals (Cullen, 2014). To address this phenomena, I, as an administrator would put in place policies, procedures, and strategies that select and provide clear and reasonable expectations of supervisors and employees, provide yearly training to maintain their competency, and give them recognition, thus, show that their work is valuable to the organization and its achievement of goals. References Chullen, C. (2014). Burnout contagion in supervisor-subordinate dyads.
It might come either from working conditions, management regulations or employees’ personalities including unequal treatment, late payment, polluting environment, violation in terms of health and safety, promotion and other disciplinary policies (Libreri, C., Novkovska, Band et al. 2013). These are the main factors that drive to the occurrence of grievance at workplace. If organization is not able to manage grievance appropriately, there will be several negative results arising such as poor quality of work performance, disobeying of employers leading to conflicting relationships, disruptive behaviors, low interaction among employees, and so
Therefore, in order to improve functioning and productivity of employees as well as to maintain good relationship with co-workers and employers companies have to undertake stress management programs. VARIOUS CAUSES OF STRESS IN AN ORGANISATION: The various factors that may causes stress among people of organization can be as follows: 1stHigh workload: If the work burden on people in an organization will be very high that is if burden will be far more than people’s capacity to do work, then people will feel frustrated and pressurized. And frustration at one or the other time will lead to stress. Examples for high workload can be: ▪ Unrealistic expectations and deadlines by company from employees. ▪ Under appointment of personnel’s for work already scheduled.
For example, Obeidat (2012) and others in the theoretical literature found that the functions re-design is estimated to provide HRM with a better opportunity to impact on strategic decisions in order to eventually improve organisational performance. These functions are: human resource planning, staff development and regulatory compliance, benefits administration, performance appraisal, and recruitment and selection. HRM practices affect the employees’ skills by focusing on development capital in the company, and through recruitment procedures which can secure a large group of qualified applicants for a job. When able to provide employees of the highest calibre, HRM will have an influence on the quality of work and the skills of the employees in action. The provision of formal training and informal employees will improve the quality of the work submitted and will increase the employees’ work experience, and therefore increase capital and further influence employees and development (Huselid, 1995).
It has been further suggested that ignoring or suppressing conflict may result in distrust and defensiveness as well as negative effects on group self-improvement and productivity (Robbins, 2001). Moreover if conflict in work settings goes unmanaged, organizations would suffer greatly as stress levels would increase, performance would decrease, and employees’ health and well-being would be threatened (Mckenzie, 2002). Other negative effects include dysfunctional behaviour, lowered productivity, and eventually the demise of the
Based on the study of Tian, Zhang, & Zou (2014), employees who experience job insecurity tend to turn to deviant work behaviors when they are experiencing high levels of stress. Therefore, this present paper aims to add to the literature by investigating the effects of job insecurity on deviant workplace behavior and how perceived organizational support (POS) will prevent or at least buffer the negative correlates associated with job