Health and performance in any organisation are of paramount importance. Therefore, factors that may enhance effectiveness within the organisational context warrants consideration. According to Bakker & Oerlemans (2010), employees need to be energetic and dedicated in organisations. Thus, engagement within the workplace is a relevant area to address. The health and well- being of employees has become a huge priority in organisations (Harter, Schmidt, Keyes, 2002). An organisations ability to promote well- being while discouraging the factors hindering well- being increase the meaning and development of work in employees and therefore performance (Iaffaldano & Muchinsky, 1985; Judge, Harter et al., 2002). In the following essay, a comprehensive …show more content…
This means that employees that find the environment at work too challenging or not challenging enough will experience increased levels of strain (Harter et al., 2002). Therefore, decreases in well- being result from demands within the environment exceeding or falling short of an individuals resources available to them through the increased strain or boredom as a result (Harter et al., 2002). Caplan and Van- Harrison’s (1993) ‘person- environment fit’ theory explains this perspective. According to Caplan & Van Harrison (1993), when studying the workplace environment, a consideration of the whole environment needs to be taken into account- both the individual and the environment. A person- environment fit results when the employees’ mental and physical abilities and attitudes are congruent with the demands placed on them in the sphere of their work (Edwards, Van Harrison, 1993). Fit can also occur as a result when the environment meets the needs of the employee through being encouraged to utilise their abilities and skills within the work environment (Edwards, Van Harrison, …show more content…
These four emotional states occur through daily interactions and experiences within the workplace that result in deeper relationships between employees, their work and their broader environment (Harter et al., 2002). These improvements in action, cognition and attention result in increases in general organisational health (Harter et al., 2002). An important dimension of organisational health is employee engagement, which may be fostered and developed to enhance performance and quality of life and therefore health in organisations (Harter et al.,
Ovid’s Metamorphosis vs Harrison Bergeron All our life we have been taught to follow the rules, but what happens when we don’t? Two examples of this are the Icarus tales, the original source, “Metamorphoses” by Ovid and the short story “Harrison Bergeron” by Kurt Vonnegut. They both tell the story of a son who pushes gets too greedy and overcome with emotion and in the long run that ends up killing him.
It is most efficient to address stress at its origin before the problem advances too much; thus, assessments such as these aim to address the stress levels early (Houdmont and Stravroula 80). After individuals are aware of problems talking more openly and confronting the aspects of mental and emotional health will decrease the progression of work-related stress (Armson 5). A few ways to reduce work place stress include making the most of workday breaks and setting reasonable standards. Even a small amount of personal time for a snack, walk, or a chat can improve mood in the workplace ("Mind/body Health: Job Stress"). In order to produce a real change specific resolution need to be focused
Establishing Professional Presence to Promote a Healthy Work Environment Reflection Paper Trisha Nicole Delos Reyes College of Health Professions, Western Governors University D024: Professional Presence and Influence Professor Kristin Lemmerbrock August 14, 2023 Establishing Professional Presence to Promote a Healthy Work Environment As nurses, we exemplify authentic leadership by not only providing high-quality care to our patients, but also by ensuring that we work in a healthy and joyful environment. To successfully achieve this, authentic leaders exhibit professionalism and a positive social presence. They promote mindfulness and a culture of joy in the workplace. And most importantly, they are equipped with social and emotional
Aside from an increase on health care expenditures used up by employees because of stress, disengagement is costly because disengaged workers had 37% higher absenteeism, 49% more accidents, and 60% more errors and defects. In organizations with low employee engagement scores, they experienced 18% lower productivity, 16% lower profitability, 37% lower job growth, and 65% lower share price over time. Importantly, businesses with highly engaged employees enjoyed 100% more job applications. Happy people are more satisfied with their jobs and report having greater autonomy in their duties (Boehm & Lyubomirsky,
In contrast Rafaeli and Sutton (1987) highlight the positive outcomes of emotional harmony, which they define as the match between experienced and expressed emotions, and emotional norms. Emotional harmony would be achieved in the case when a service employee expresses genuine positive emotions in the service encounter and Rafaeli and Sutton (1987) argue that emotional harmony is associated with employee well-being (Lings, I., Durden, G., Lee, N. and Cadogen, J.W.,
Erikson: Case Study 6 (pages 21-23) 1. Would Erikson’s theory suggest that Betty’s behavior is internally or externally motivated? What motivates it? Which system of personality is most involved in personality, according to the theory? a) Erikson’s theory suggests that Betty’s behaviors are externally motivated, that is to say what drives her comes from the outside and beyond her control.
Employment provides the financial security which a person can use to live a happy and healthy lifestyle. This is further enhanced when the work is good for example the hours of work are such that a person can have more family time and exercise. This can result in improved health outcomes of an individual. The condition of lower-status work tends to be poorer than higher status work. A flexible workforce is seen as good for economic competitiveness but brings with it effects on health (Benach & Muntaner, 2007).
Theory Y assumes that people have a psychological need to work and deserve achievement and responsibility; if management creates the necessary conditions to meet the needs of organization members, then they will be motivated to work towards the organization’s goals (pp.
The workplace had become a high stress environment in many organizations cutting across industries. Employees were experiencing high level of stress due to various factors
Employees will feel disengaged in their work and often fail to meet deadlines or accept additional responsibility. Disengaged employees will also negatively represent the company to potential or current clients, and contribute to negative thinking within the work place. These reasons alone give rise to creating a better work environment and encouraging employees to be engaged in their daily tasks using the ideas listed by the article. The benefits of an engaged workforce are astounding. Engaged employees are more likely to display company loyalty, commitment, trust and ve, overall, more motivated in their daily endeavors.
In one of my courses, social organizational psychology, it shaded light on organizational behaviors. In the class, there are many theories to improve well-being of the people in organization. To understand more about it and know how to apply those theories in real life organizational problem, I have a chance to interview my own mother about her problem in the work life. She works at PTT Public Company Limited, one of the most famous petroleum company in Thailand. It is the company which has large number of employees and contains many departments.
1.1 Occupational Stress in Health Care Profession The term occupational stress is used interchangeably with work stress and or job stress but its definition refers to the same thing (Larson, 2004). Job related stress has long been an important aspect in the study of worker’s responses to their work environments. Occupational stress, according to Malaysian Psychiatric Association (2009), is defined as the awareness of not being able to cope with the demands of one’s work environment with an associated negative emotional response. World Health Organization (2004) defines occupational related stress as the response individuals may have when facing with work loads and pressures that are way over their knowledge and abilities and which challenge their ability to cope.
Employee engagement is a role the employees play in creating a resilient environment for the organization. Employee engagement means that workers are committed to their jobs and switched on at work. This role consists of Career contentment- employees are content with what they are doing, Feasible management- workers display leadership qualities and become more innovative. This encourages resilience as employees are problem solvers and more innovative. " Tesla encourages employee engagement by creating a dashboard that conveys results from a valuable anonymous internal survey that let workers share reviews and concerns to better understand employees.
The first of which is, although there is legislature in place that ensures each and every organisation has health and wellness practices in place this does not mean that the organisation is actually adhering to them (Rick et al, 1997). Each organisation is different and has a range of people working for them, it is thus challenging to know how every single employee is doing and assessing whether they are coping with the work load and stress (Viljoen & Rothmann, 2009). It is also a challenge for the organisation as a whole to know if their management and leadership people are actually putting into play the support systems that are there for its employees (Rick et al, 1997). For example, if an organisation claims it has open lines of communication for employees to use if they are in need of assistance, whether that is through EPA’s or the needing of mentorship of someone from a management team, if the management itself does not cooperate then, the system is not being implemented, therefor it is there on paper but not in action. Another challenge for organisations is that although there may be practices in place to help people cope with stress, the employees themselves have to take it upon themselves to reach out and accept that help (Viljoen & Rothmann, 2009).
If employees don 't connect with the values of an organisation, appreciate the contribution they can make, or do not feel that their employer cares or values them; they will not feel committed to the organisation or motivated to perform well. The strength of this is its focus on a specific physical and psychological state of being, meaning that it can be reliably measured and acted upon. Employee engagement as a concept has become increasingly main stream in management thinking over the last decade. It proposes a ‘mutual gains’ employment relationship, creating a win-win for employees and their employers.