| It is a common argument that 'a fit
| |
| | (Nankervis et al, 2002)
|
| worker is productive worker'. It is
| |
| | So keeping publication's in view, after
|
| becoming a universal realization that
| |
| | taking first step of realizing concept
|
| demands modern organizational practice
| |
| | and sources of bad stress, second step
|
| has increased chances of stress
| |
| | for managers is to reduce it
|
| breakthrough among employees and it's
| |
| | (Papers4you.com, 2006).
|
| becoming crucial for managers to identify
| |
| | Mejoa (et al, 1998) has given interesting
|
| sources and formulate strategies to
| |
| | 10 points guidelines for managers to
|
| reduce it (Papers4you.com, 2006).
| |
| | follow quoting from Solomon's 'Manager's
|
| It is argued that stress can be good as
| |
| | Note Book'. It includes allowing
|
| well as bad however bad stress is what
| |
| | employees to talk freely with each other,
|
| causes adverse effects in employee's
| |
| | reduce personal conflicts in the job,
|
| productivity. Bad stress is 'a mismatch
| |
| | giving employees enough empowerment and
|
| between a person's self-image, their
| |
| | control over their own work process,
|
| attributes and talents and organizational
| |
| | ensuring adequate staff budgets, open
|
| environment they work in' (Nankervis et
| |
| | communication with employees, supporting
|
| al, 2002). Moreover 'burn out' is taken
| |
| | employees' efforts, provision of
|
| as the extreme form of stress that is a
| |
| | competitive leave and vacation benefits,
|
| stress syndrome characterized by
| |
| | maintaining current benefits, reducing
|
| emotional exhaustion, depersonalization
| |
| | red-tapism and recognizing and rewarding
|
| and reduced personal accomplishment
| |
| | employees for their accomplishments.
|
| (Mejia et al, 1998).
| |
| | Similarly reducing stress should be a
|
| Bad stress has become such a serious
| |
| | permanent part of policy for new
|
| aspect that in Japan, stress (karoshi) is
| |
| | employees. ROPES (Realistic Orientation
|
| perceived as a destructive national
| |
| | Programs for New Employees' 'Stress')
|
| dilemma and issue. In order to reduce bad
| |
| | method is best way to address
|
| stress it is important to know the
| |
| | orientations; stress reduction role
|
| reasons behind it. Just imagine an
| |
| | (Dessler, 2003). It is argued that its
|
| example where a middle manager and
| |
| | more easy to reduce stress if new
|
| publication officer working in a
| |
| | employees are being told from the
|
| publication company. She is responsible
| |
| | orientation about the disappointments
|
| for the regular publication of two
| |
| | they may experience and the way to tackle
|
| monthly journals, research for yearly
| |
| | them.
|
| statistical reports as well management of
| |
| | Hence, there is no second argument on the
|
| short term contracted staff. Such huge
| |
| | fact that bad stress can be detrimental
|
| workload resulted in forgetfulness,
| |
| | for organizational progress and
|
| irritability, lower productivity,
| |
| | employee's productivity that however can
|
| postponed deadlines and spread of such
| |
| | be reduced and managed by identifying
|
| melancholy across the organization
| |
| | sources and effective policy making.
|
| (Nankervis et al, 2002). So sources of
| |
| | References
|
| bad stress can be climate, change, rules,
| |
| | Dessler, G, (2003), 'Human Resource
|
| work pace management style, work group
| |
| | Management', New Jersey: Prentice-Hall,
|
| characteristics and many other reasons
| |
| | Inc
|
| (Mejia et al, 1998). Similarly bad stress
| |
| | Mejia, L, R, G, Balkin, D, B & Cardy, R,
|
| in workplace can be caused by long hours
| |
| | L, (1998), 'Managing Human Resources',
|
| working, repetitive and distasteful
| |
| | New Jersey: Prentice-Hall, Inc
|
| tasks, isolations, job hazards, poor
| |
| | Nankervis, A. Compton, R., & Baird, M.,
|
| public image of organization, lack of job
| |
| | (2002) 'Strategic Human Resource
|
| security or any conflicting demands
| |
| | Management'.
|
