...Generation Change: Is Managing Role Ambiguity The Number One Challenge Facing Employers in the Silicon Age? Generation Change: Is Managing Role Ambiguity The Number One Challenge Facing Employers in the Silicon Age? Are you struggling to keep your workforce motivated and harmonious in the face of constant change? Is your team struggling to deal with the ambiguity created by a fast-evolving market place? You aren’t alone, and a solution may be closer to home for your workforce than perhaps they first thought. A recent study conducted by Dr. Ben Searle of Macquarie University in Sydney has found significant links between workplace role ambiguity and an employees’ reported level of anger, anxiety and threat perception. Dr. Searle’s study involved 602 participants across a range of companies and industries fulfilling duties all the way up to managing director. The participant group was asked to self-report on perceptions of role ambiguity, experienced levels of anger, anxiety and workplace threat appraisal. In this study, participants were asked questions as to whether they fully understood what was expected of them at work on a day-to-day basis regarding particular tasks, or a range of tasks. This data was then compared with responses to questions which probed whether they had felt anxious or angry at work. Threat appraisal was determined by whether the respondent felt it was more or less likely that their work day was going to be a negative experience for them...
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...career development, their work efficiency and the organizations turnover. Stress in organizations is a wide spread phenomena can be defined as “an employee’s awareness or feeling of personal dysfunction as a result of perceived conditions or Happenings in the workplace, and the employee’s psychological and physiological reactions caused by these uncomfortable, undesirable, or threats in the employee’s immediate workplace environment”. The purpose of this study is to check the impact of this stress on the performance of the employees. In carrying out the study, relevant data was collected to check the relationship between stress and performance. The findings revealed that job stress highly impact employees’ job performance. INTRODUCTION Stress is a universal element and persons from nearly every walk of life have to face stress. Employers today are critically analyzing the stress management issues that contribute to lower job performance, lower work efficiency & high turnover ultimately affecting organizational goals and objectives. INDEPENDENT VARIABLE: “STRESS” is an independent variable with following determinants: * Job overload: Having more work to accomplish than time permits. * Role ambiguity: It occurred where the employee lacks information regarding his authorities, tasks to be performed, duties and powers. * Career development: managing your (and your employees) work experience within organization. DEPENDENT VARIABLE: “EMPLOYEES PERFORMANCE”...
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...2006 Litzky, Eddleston and Kidder 91 The Good, the Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors by Barrie E. Litzky, Kimberly A. Eddleston, and Deborah L. Kidder* Executive Overview Recent estimates of the costs associated with deviant behavior in the workplace are staggering. While part of the managerial function requires the establishment of rules and policies that promote good customer service and product consistency, managers who lead with a firm hand or place too much pressure on sales quotas, may be unknowingly contributing to their employees’ deviant behaviors. Managers must learn to identify the role that they play in triggering employee deviance. Once recognized, there is much that managers can do to ameliorate the triggers that encourage otherwise honest employees to engage in deviant behavior. M “I wouldn’t say what I did was unethical. Rather, it was more, say, questionable. But hey, my manager says, ‘The customer is always right.’ So basically, I was following her orders.” “Come on – everybody does it. It’s almost expected. I bet even my manager did it when he had my job.” “Considering how much money I bring into this place, I deserve it. They should be paying me more anyway.” anagers often face employees like these who try to justify their actions after being caught behaving inappropriately. Some managers may terminate these employees in an attempt to rid the organization of such unscrupulous individuals...
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...Organization Conflicts within the Clayton County Board of Education Course Project Outline Professor GM 591 21 June 2011 * * I. Introduction The organization that will be focused on is the Clayton County Board of Education. The board consists of nine citizens who are elected by the community. The Clayton County Board of Education is responsible for the programs, finances, education, employment, and other policies within Clayton County Public Schools (CCPS). CCPS is a school district located in Jonesboro, Georgia. The system is the fifth largest school district in Georgia and is comprised of over 50,000 students. The district is considered a Title 1 school because of its high percentage of low-income families (SACS Report).. Although the district receives government grants and various allocations to improve school conditions, the Southern Association of Colleges and Schools (SACS) revoked accreditation for the district in 2008. The Clayton County Public School system was the third school district to lose accreditation in over forty years (SACS Report). As a resident of Georgia, it is important the school systems are effective and can adequately educate children. I have family and friends that live throughout the state of Georgia. The loss of accreditation hinders children and their education. Students attending CCPS faced difficulty being accepted into colleges and universities. They also faced dilemmas retaining various scholarships. Not only were students...
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...Summary 1. This paper examined the effects of coworkers and supervisor interactional fairness on employees' job satisfaction, distress, and aggressive behavior. 2. Surveys were employed to elicit data from 270 extension personnel from two Agricultural Development Programs in Nigeria. - All data was collected at a single point in time - Causality cannot be inferred from the results. - Future research investigations might need to collect data at different time points or employ experimental designs 3. Research shows that employees are able to identify sources of unfair treatment in the workplace (i.e. supervisor or coworkers) and these can promote employee dissatisfaction, distress, and aggressive behavior. -organizations can improve employees' perceptions of interactional fairness through deliberate policies and initiatives that recognize the worth of employees and treat them with respect and dignity. 4. An employee who is stressed on the job is much likely to experience dissatisfaction with the job and distress could lead to reactions of aggressive behavior towards the supervisor, coworkers and clients. - Hierarchical regression analyses indicated that fairness from both supervisors and coworkers were negatively related to job distress aggressive behaviors and employees would respond with dissatisfaction to unfair treatments from their supervisors. - Results showed that after controlling for the influence of personal factors (age, tenure...
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...Personnel ............................................................................................. 5 Physical Effects ................................................................................................................. 5 Behavioural Effects ........................................................................................................ 5 Effects of Stress on Organizational Behaviour .................................................................. 5 Stress Management ............................................................................................................. 6 Managing Stress: Personnel ............................................................................................... 6 Managing Stress: Workplace .......................................................................................... 7 Case Study: ScottishPower ................................................................................................. 8 Conclusion...
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...S E C T I O N II Understanding White-Collar Crime Definitions, Extent, and Consequences S ecti on Hi g h l i g h ts •• •• •• •• •• •• White-Collar Crime: An Evolving Concept Modern Conceptualizations of White-Collar Crime Extent of White-Collar Crime Consequences of White-Collar Crime Public Attitudes About White-Collar Crime Characteristics of White-Collar Offenders A 34 s noted in the introduction, Edwin Sutherland created the concept of white-collar crime more than 70 years ago to draw attention to the fact that crimes are committed by individuals in all social classes. As will be seen in this section, one of the largest difficulties in understanding white-collar crime has centered on an ongoing debate about how to define white-collar crime. After discussing various ways that white-collar crime can be defined, attention will be given to the extent of white-collar crime, the consequences of this illicit behavior, public attitudes about white-collar crime, and patterns describing the characteristics of white-collar offenders. Section II Understanding White-Collar Crime 35 As a backdrop to this discussion, consider the following recent white-collar crimes described in the media: •• A jury convicted [then-Baltimore mayor Sheila] Dixon . . . of embezzling about $500 worth of gift cards donated to the city for needy families. Dixon then pleaded guilty last month to lying about thousands of dollars in gifts from her former boyfriend, a prominent developer...
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...African Journal of Business Management Vol.5 (8), pp. 3063-3070, 18 April 2011 Available online at http://www.academicjournals.org/AJBM ISSN 1993-8233 ©2011 Academic Journals Full Length Research Paper A study on occupational stress experienced by private and public banks employees in Quetta City Nadeem Malik Commerce Department University of Balochistan Pakistan. E-mail: nadeem_malik_uob@yahoo.com. Accepted 18 February, 2011 Stress is a universal element and persons from nearly every walk of life have to face stress. Stress can have negative impacts on both the employee and the organization. Actually, in this research paper it was checked that what the impact occupational stress produced upon employees. The study describes the occupational stress in public and private banks. A randomly selected sample of 200 employees from private and public banks shows that occupational stress is found higher among private bank employees compared to public bank employees. Among different occupational stress variables role over load, role authority, role conflict and lack of senior level support contribute more to the occupational stress. Bank employees cannot afford the time to relax and "wind down" when they are faced with work variety, discrimination, favoritism, delegation and conflicting tasks. Key words: Occupational stress, pubic bank employees, private bank employees, employees’ health, increased competition, organizational behavior. INTRODUCTION People react to stress in...
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...relevant to the class. Upon conclusion of this analysis, my hope is that the reader will have a better insight of different aspects of management and management conflicts in this workplace. Case Synopsis The particular case at hand involves change in management in the workplace. When a new manager replaces a manger that has been a part of an organization for a while, conflicts can and almost always occur for the manager. The new manager in the particular case simply came in and tried to do his job. He tried to enforce the rules that were in place, but before he was there, these rules were not enforced as much. Once the rules were enforced, conflicts began to arise. After such conflicts arose, a large number of employees left. When the employees left, the star employees that stayed decided to give advice to the mew manager on his working skills and he listened. He implemented what the employees told him and there was almost an immediate change. The branch started performing even better than they were before the other employees left and even became one of the highest performing branches in the company. This case highlights several factors discussed in the readings related to this course. In this analysis I will discuss some of the factors including: job satisfaction, change in the workplace, stress, and motivation. Scholarly Framework When employees are satisfied in their work in their work environment, there is a trend of fewer absences and they are likely to experience...
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...Summary of Key Learning Experiences - Leadership In The Workplace • Leadership is The ART of Understanding Oneself First and Then Understanding Others • The Present Day Leader is faced with the challenges of a fast changing environment & complexities of wide varied and often unclear and misunderstood human motivations and emotions. To manage these it is important for a Leader to understand others’ psyche – their Project To Live (PTL) • Leaders must be able to understand an individual’s Power Map and Power Map of a team / company. The Present Day Leader must be able to play upon one’s emotions, apply controlled stress and be able to use ambiguity to stimulate and foster creativity. This is the key to harness the power of Passion in the workplace • The Present day Leader must ideally have a Balance of these four major Leadership Orientations or at least ensure that the team has such a balanced mindset – “Action”, “Process”, “People”, “Ideas” • The Leadership style now required is again a balance of the following four styles with an ability to change to suit the occasion and taking into account risk factors involved: - 1. Leadership by Doing 2. Leadership by Teamworking 3. Leadership by Inspiring 4. Leadership by Empowering • Fostering Customer and Staff Loyalty is the key to ensure business success • Staff have to be given a positive and clear stake in the company’s business and its future strategies. There should be a celebration via sharing of the fruits...
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...that a prospective employee is productive and upright. Many of the traits associated with an ethical individual are highly sought by hiring managers and human resources and are desired in the workplace. The scale that we’ve created below measures the ethical nature of a person, based on our definition. In order to operationalize our definition, the following set of questions will show one’s standard of ethics by assessing their actions and reactions to particular situations that arise in the business world, both regularly and conceptually. The following statements should be answered with Agree/Disagree Honesty: 1. I do not concern myself with lying, cheating, or stealing. 2. When I make a mistake in my work, I do not lie about the incident to make myself seem less at fault. 3. You receive a duplicate payment from a customer. You cash the extra check, hoping the customer will not notice. If he does notice, you fake cluelessness and provide a refund. 4. The prices for your product will rise in three weeks. You intentionally organize a client’s automatic shipment for January 1 even though it could have been completed in December, in an effort to receive funds for the higher rate. 5. It is okay for me to sometimes bring home a small amount of office supplies from my workplace. They’ll never notice - and what they don’t know can’t hurt...
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...The results received in task assess the extent to which I help others in areas of defining their roles and what their expectations are. A score of 25 means I fall in a comparative low range in my task oriented leadership style. The relationship result assesses the extent to which I allow subordinates to feel comfortable, with themselves, among others and in a group. A score of 47 means I fall in a comparative very high range in relation to how people think oriented I am. These results indicate that I fall within acceptable thresholds in my leadership style in relation to how task and people orientation. Discussion: The results indicated above supports my leadership style in my workplace. I believe that effective results are better attained when leaders emphasizes more on relationship than spending a good portion of the time monitoring subordinates to meet target. To this end, I have an open door policy at work where my staffs are encouraged to meet and share ideas on what, in their opinion, constitute the right course of action. I encourage my team leaders to consult with team member in the developing strategies of meeting set goals. I have an inclusive culture at my work where employees are made to feel they are a part of decision making- and that their contributions are of a greater value to how we collectively solve problems, how we function well as a group and what it takes for us to attain set goals. I do invite my staff to after work activities such having dinner...
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...Gender Matter in Negotiation? Hannah Riley John F. Kennedy School of Government, Harvard University 79 JFK Street, Cambridge, MA 02138 (617) 496-4717 Kathleen L. McGinn Graduate School of Business Administration, Harvard University Soldiers Field, Boston, MA 02163 (617) 495-6901 The authors thank Linda Babcock, Max Bazerman, Jim Sebenius and the reviewers of the 2002 Academy of Management meeting for their helpful comments on this paper. 2 3 Abstract We propose that two situational dimensions moderate gender effects in negotiation. Structural ambiguity refers to potential variation in a party’s perception of the bargaining range and appropriate standards for agreement. Gender triggers are situational factors that make gender salient and relevant to behavior or expectations. Based on a review of field and experimental data and social psychological theory on individual difference, we explain how structural ambiguity and gender triggers make negotiations ripe for gender effects. 4 Gender often appears to have economically material implications in negotiations in organizations and markets. But researchers’ attempts to tie the phenomenon down in the lab have produced a tangled web of largely contradictory results. By the mid-1980s, the leading experimental researchers in negotiation had tossed the gender variable into a heap...
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...in the employment environment over the next 20 years? The Conflicting Roles of Unions, Management, and Government Overview The roles of unions, management, and government often have conflicting roles and goals concerning unionization and the workplace. Unions are champions of employee rights; they fight and negotiate for increased wages, ‘fair’ hours, and a safe working environment (among other things). The roles of an employer, however, include ensuring efficiency and productivity within their organization. Since the goals of unions and management differ, an inherent ambiguity exists regarding a ‘fair’ compromise between efficiency and terms of employment. Generally speaking, unions often request higher wages, more hours, or a safer workplace than the employer feels is necessary. The role of government in the unionized workplace is a complex one. On one hand, the government is a large employer and must strive to be both efficient and productive. On the other hand, a government represents its constituents and must protect their interests; the majority of constituents are also employees. Because of these two competing interests, our government must strive to act as fairly as possible when dealing with unions in the workplace. Unions Unions exist in a wide variety of industries across Newfoundland; these industries include airlines, medicine, fishing, and everything in between. These unions support employees by negotiating terms of employment, educating members, and providing...
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...recognized in respect to human actions of a particular group or culture (medical ethics, law enforcement ethics), or the moral principles of an individual. Further definition says that ethics is a branch of philosophy that deals with the values related to human conduct in respect to the rights and wrongs of certain behavior (Dictionary.com, 2014). Ethics in the workplace is something that is a system of moral principles, or how a workplace culture views what is acceptable and what is not. In this article, we will discuss ethics and their effects during a change implementation, most importantly, how they change with the ever-changing business environment. Despite the hundreds of pages in an organizations code of conduct manuals, ethics, and the ethical culture is something that is often over looked during a change implementation. With everything that is changing in the business environment, often ethics and morals is the last thing management and upper echelon management tends to overlook. When the business changes, everything changes, including the culture of the environment. In the event of an environmental culture change, workplace ethics will have to change along with it. Ethics and Change During the initial stages of change, there is always resistance to change. One perceived reason of resistance to change is the perceived clash with ethics. Management and front-line employees are both subject to this resistance. Research on obedience to authority reveals that resistance to...
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