Employee Stress And How Stress Relates To Retention

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Employee Stress and How Stress Relates to Retention Nancy Dowdle HRD 880 Dr. S. Bronack Various Sectors April 27,2009

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Stress in my society is very prominent in both my personal as Ill as professional life. None of my occupation is free from stress. But the occupations that I consider more stressful are medical, teaching, office work, labors and police. The aim of this paper was to identify the sources and consequences of stress. For this purpose I select sample size of 125 in which 25 Ire doc tors, 25 Ire teachers, 25 Ire employees working in office, 25 Ire labors and 25 Ire police officers. Doctors Ire from Shifa International hospital, Teachers Ire from Educators, Comsats, Beacon house, Employees Ire from NPSL and PEPAC and also from NPB, and police officers were from Rescue 15 and police line. Main focus of our study is on gender, hierarchy and age.

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Combatting High Employee Turn Over Rates 6 COMBATTING HIGH EMPLOYEE TURN OVER RATES Niesha Turner DeVry University Professor O’Keefe Technical Writing November 29, 2015 Executive Summary This document tackles the issue of employee turn over. Reasons behind employee turnover are numerous including poor working environment, lack of compensation, failure to reward employees, failure to involve employees in decision making among other reasons. This can have a negative impact on the performance of an organization noting that employees constitute the most important department to any organization; Human resource. Taking corrective measure thus is a must for any organization that notices the situations of employee turnover becoming prevalent. Such include among others rewarding employees, minding their health and welfare as well as taking interest in their development. Organizations ought to take care to avoid employee turnover and retain their work force for enhanced productivity. Introduction Employee turnover is a situation whereby employees leave a company by way of resigning, being laid off or having their contract terminated. Contracts can be renewed and being laid off can as well mean that there are problems within the organization. If mostly employees make personal decisions to leave an organizations especially by way of resigning, and then this happens to be done by many employees within an organization and within short durations of time, then it is usually a clear indicator that there I a problem that should be addressed. High employee turnover can lead to a negative image about a particular organization and it could lead to a problem by regulators if the situation looks massive. Every organization thus needs to ensure that there are measures in place to ensure that its employees are retained and as well act as ambassadors of the organization even when at work. This is only achieved when the employees are treated well and are satisfied with their jobs. When employees are happy and more satisfied with their work, they are usually more productive. Hiring the right people is the beginning point of employee retention since people that are unfit for a particular role can’t be satisfied with it especially if they do not perform according to their expectations. Besides hiring the right people, offering opportunities for growth and development of employees as well helps combat high employee turnover and so does offering flexibility in working, recognizing and rewarding employees and keeping compensation and benefits packages current. Description and Background information Several authors have looked into the issue of employee turn over. Almost all authors that look into the issue concur that organizational psychology can easily be used to explain the problems associated with employee turnover. With this regards, factors of motivation and demotivation are a wide range of individual elements that are very si.

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purpose of this article is to discuss workplace engagement. The word engagement has been used to refer to two different things in the HR literatures, personally and organizationally. Engagement from personal perspective is the Psychological state in which the person experiences the feeling of being engaged to something he loves, the feeling of being enthused, and the enjoyment. There are different models and definitions of workplace engagement, such as the definition by Bakkar et al. (2006).This paper highlights on the advantages and disadvantages of engagement.

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1 Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to: 4. Relate the concepts of work design, motivation, and information flow. Reading Assignment Chapter 5: Leading with Strategic Intelligence and Profound Knowledge, pp. 61-76 Unit Lesson Healthcare delivery is very procedure-driven and has a high degree of human touch. Unlike some industries where a product is produced, in health care we are providing care for people who are often in their greatest time of need. To create an organization where compassionate care is provided by a motivated team, we must foster a collaborative environment, and we must have great support systems. In this unit, we will focus on motivation, workflow design, and information flow. Motivation Any department or facility can have great systems, but what happens if the team lacks motivation? It is often said that people leave bad bosses, not bad jobs. With that in mind, let’s explore practical ways you can create a highly motivated team: Believe in others: There is a term called the looking glass self, coined by early sociologist Charles Cooley (1902), who put forth that people will often behave as they perceive others perceive them. In other words, we tend to perform to the level we think others think we are capable. To put it differently, people often “play their part.” When you think back to great leaders or coaches in your life, are they not the people who believed in you the most and saw your greatest potential? People often put a lot of stock into what they perceive their manager thinks of them, so believing in others is absolutely critical to bringing out the best in your employees. Understand that input = output: People in management positions cannot have favorites, giving that positive energy to some and only casually noticing others. Imagine seeing two staff members in the hallway, asking the one warmly how she is doing and providing praise from about her, then briefly saying to the other, “Oh hi.” The employee given the cold reception was given a low energy input, and that is likely the same type of low energy output she will show in her work (i.e., she is more likely to have low productivity and morale). The energy managers input into their staff is usually the type of energy and output they will bring about. Understand hygiene (extrinsic) versus higher level (intrinsic) motivators: Some base-level factors such as pay or unsafe working conditions can prevent an employee from feeling a sense of satisfaction, while higher level factors such as recognition, achievement and advancement lead to higher motivation. In other words, when base level and extrinsic factors that affect motivation are present (good pay, safe work environment), higher levels of motivation (intrinsic) are more likely to come about (productivity, engagement, etc.). Base-level motivators are often called hygiene factors, a concept coined by Maslow (194.

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Employees are increasingly recognising that work is infringing on their personal lives and they are not happy about it. Evidence indicates that balancing work and life demands now surpasses job security as an employee priority. They want a life as well as a job. The purpose of the study is to assess the occupational stress, job satisfaction and mental health of employees belonging to two professions namely bank and IT firms comprising of both private as well as private sector. The need was felt so as to aid the personnel to combat with various dimensions of occupation stress and job dissatisfaction and to inculcate feelings of organisational citizenship behaviour and commitment and reduce employee turnover costs and attrition which is on the rise these days. Design and Methodology – An attempt was made to study 60 bank employees each from private sector and public sector. Similarly, from the IT firms 60 each employees were taken from private as well as public sector of Kolkata following simple random sampling.The total sample size was 240. For this purpose the following scales were used- 1.Job Satisfaction Questionnaire by Dr. B.C. Muthayya 2.The Occupational Stress Index by Dr. A. K. Shrivastava and Dr. A.P. Singh - It purports to measure the extent of stress which employees perceive in terms of 12 domains. 3.Employee's Mental Health Inventory (EMHI) by Dr.Jagdish Results – The occupational stress has been found out to be maximum in terms of role overload ,powerlessness, underparticipation ,low status and unprofitability for banks in private sector. Least occupational stress has been reported by employees working in IT private sector. Considering job satisfaction bank private sector face maximum job dissatisfaction. Whereas, IT govt sector encounters least job dissatisfaction. Lastly, taking into account employee mental health ,good mental health prevails among employees from IT govt sector and worst among bank private sector. Conclusion - Experiencing high levels of organisational stress has negative effects on task performance. It also adversely affects ones’ physical and mental health in a wide variety of ways. Stress and job dissatisfaction is a major cause to disrupt worklife balance , desk rage and burnout.

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Stress has been defined in different ways over the years. Originally, it was conceived of as pressure from the environment, then as strain within the person. The generally accepted definition today is one of interaction between the situation and the individual. It is the psychological and physical state that results when the resources of the individual are not sufficient to cope with the demands and pressures of the situation. Thus, stress is more likely in some situations than others and in some individuals than others. Stress can undermine the achievement of goals, both for individuals and for organisations

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