They may want that new experience in order for them to grow, or to find better jobs, or as a preparation for promotions. This fault as a negative is a fault on how some people think. After all of these, Job Rotation programs that are aimed for the improvement of all employees to reduce boredom, increase knowledge and experience could still be difficult to unaware, under-informed, and unprepared employees and will become a problem for them if they aren’t educated for their own good. Job rotation is overall a good thing for employees however, if this is the only problem, then companies should do seminars, orientations and programs that helps their employees get the idea, get informed and stop their conventional thinking about things. Reducing boredom, increasing work experience, cultivating job knowledge and exercising more theories learned from college to work are indeed things that job
They might pressure their workers in order to do works perfectly. Thus the works will not be as high quality as they thought it will be. Further hindrances that might stand in the way of effective delegation is the dual responsibilities of a manager. Managers are responsible towards their action and also their subordinates. If the employee at fault, managers will purely take the responsibilities towards their employee’s failure.
With the negative outcome of job enrichment in HIS Department, it is a signal that employees are not motivated with the changes that was put in place. Another factor that may have led to the poor outcome in HIS Department is knowledge of task. When employee is not trained and lack basic knowledge of his task, it will result in frustration, absenteeism and low productivity. Organization that has such negative experience should consider consultation that could help the stability of employees. In that case, it is proper to see how management of HIS Department
The workplace is the employee stock source, while the attention is more focused on bureaucratic aspects than on clinical parameters. The worker is in a constant state of tension which, if not be able to manage it properly, may lead to frustration and resignation. ‘Defense trailing’ phase: This is the stage where it made changes in attitude and behavior of the worker, who gradually disinvestment emotional work and expresses cynicism and apathy for others. These changes help reduce the physical and psychological consequences that occur, hoping to enable the worker to survive professionally. (Cherniss, 1980, as cited in Theophilus, 2009) 5) The Model of Pines
Mergers may have affected negatively the employees’ wellbeing and behaviour as they have caused stress, concern, low level of job satisfaction and staff turnover. Nevertheless, some people consider merger as an opportunity to ameliorate the current situation, albeit the feelings of stress and precariousness still exist.
It occurs in the workplace and is a conflict in role expectation. For example, when a staff member expects another staff member to perform an activity that is not part of the his or her role. By expecting someone to do an activity that he or she is not supposed to do, it creates stress and hostility between staff members. The staff member may feel that he or she is doing an activity that is not responsible for. Another type of conflict is interpersonal conflict.
For example, when an organization decides to make an organizational change such as reducing employees to reduce financial cost, the employee may resist the change because he or she is scared of job loss. Additionally, an organizational change is a factor that she has no control of. Stress due to physical work condition such as noise and temperature, can also affect employee’s tasks. Certain level of noise can negatively effect someone’s ability to focus or concentrate. Therefore, a decrease in job performance creates more stress.
Just speaking to a coworker can solve the problem, but if you do feel uncomfortable or if they do not listen to you. Then talks to a supervisor in charge, human resource or someone else in the chain of command. In other words, they should work it out among themselves and if that does not work then to seek
Introduction One of the major aims of organisations is to retain the best of their workers in order to benefit from their ability, skills and knowledge (Cortese, 2012). While performing their duties, some employees come across various problems inside the workplace and these problems somehow may increase high intentions to leave their jobs. Intention to leave is described as a psychological and emotional process (Imran, Asghar, Irfan, Hashim, & Ur, 2010). It is hard for many researchers to comprehend such thinking but it has been defined as a sensitive and considerate grate to actually leave the organization (Imranet al, 2010). Hussain, Yunus, Ishak, and Daud, (2013) observed that some intentions to leave have caused high levels of turnover among workers in many organisations.
Employees show their resistance in terms of turnover, disengagement, reduction of output, quarrelling and hostility. This adversely affects the growth of the organisation (Razali and Vrontis, 2010). Employees resist to the changes implemented in the organisation due certain emotional aspects such as loss or power, frustration and disturbance in their field of work (Ullah et al, 2012). The resistance to the change is due to the emotional effects of the individual towards their fears of facing the unknown. The employees clearly oppose the change implemented by the organisation as it alters their position and affects their zone of specialisation and comfort.