Industrial and Organizational Psychology- myassignmenthelp.com

Question: Discuss about theIndustrial and Organizational Psychology forAbsenteeism. Answer: Introduction Employee stress level increases illness, absenteeism which in turn decreases morale, negatively impacting business productivity (Ganster Rosen, 2013). Robert Half, 76% of Singaporean CFOs expect the stress level of their finance staff to rise over the next three years. Ms Ng, the Finance Manager of SS Pte Ltd, has asked to give a talk to its finance executives. The talk would be outlining possible stressors (organizational and individual), faced by finance executives, as well as possible coping strategies (organizational and individual) that finance executives can employ to deal with stress. The scope of this analysis deals with the talk that will be provided across to employees. Analysis High competitive business environment with prolonged working hours has been associated with growing stress levels at workplace (Griffin, et.al., 2010). Stress has been associated with negative impacts on an employees well-being and organization productivity as well. While there remains plenty of factor that causes stress within the organization environment, some can be categorized as job related factors, role related factors, interpersonal or group related factors. Other factors include organizational structural factors, organizational leadership factors, and organization life style factors along with individual stressors. Job related factors can include characterizes of the job by itself that can cause anxiety or stress. In case of hazardous jobs or job being too dull or boring, duties being strenuous, lacking job security or having too much of job overload (Anitha, 2014). Role related factors can create stress in case there is a role conflict, role ambiguity or role overload. In an y of these cases an individual is expected to do too many things that can add to stress or even burnout. Interpersonal and group related factors can be a source of constant stress. In case of group conflict, unpleasant relationship, poor communications and fear of being ostracized can lead to lack of social support from senior managers or colleagues leading to stress. Organizational structural factors as rules and regulations, differentiation can lead to organization stress. Organizations leadership factors can also add to cultural characteristics creating anxiety, tension and fear. Organizations life cycle is an integral factor that can create enormous amounts of stress. An organization at a mature state is bound to create lesser amounts of stress compared to those at their declining stage (Avey, Luthans Jensen, 2009). Individual stressors within the organization can arise in case an individual works for 14 to 16 hours a day. Factors that are related to individual stressors can be from job concerns, changes made to career, relocating, economic problems, changes in life structure, and pace of life, traumas, personality and ability to cope with changes. Job security is a major concern that can create anxiety or frustration on the prospects over losing a job, especially in cases of family obligations or social obligations. Relocation, which has become another mandatory aspect of globalization, disrupts routine life causing stress. Employees experiencing burn out or chronically frustrated and stressed are more prone to illness and absenteeism, and generally show signs of decreased morale which all negatively impact business productivity. Therefore, an organization has to create ways and means that can allow handling or coping with such stress situations to reduce impact on the organization. Individual and organizational strategies that allow a person cope and deal with stress. Individuals can combat stress by adopting strategies at individual level as well as at organizational levels. There are three basic procedures for stress management strategies that has negative effects on persons behaviour and his performance (Ton Huckman, 2008). Identification of stressors that affect ways in which stressors impacts individual behaviours and performances. Third step involves including constructive measures to cope with stress. Problem focused strategy helps identify core reason for stress and then modifying stressors. These strategies are based on time management, requesting others to help in coping with stress and final measure involves changing to another job. Emotion focused strategy involves controlling emotions such that they are not negatively affected by stress factors. They include exercise, relaxation, recreation, psychological strategies and companionship. Organizational strategies for overcoming stress and increasing employee productivity involves problem focused strategies and emotion focused strategies. Problem based strategies involves redesigning of the job, appropriate selection of placement such that employee has to deal with minimum changes, training of employees such that they are ready to take up challenges of the job, team building and providing day care facilities for women candidates. Emotion based strategies are focused on open lines of communicating within the organization, which provides a conducive culture to address employee challenges. Mentoring and employee assistance program that typically addresses issues an employee is facing. Such programs greatly benefits employees, as they feel that the organization cares for them. Wellness programs or allowing for personal time off can greatly reduce individual levels stress. Employees can feel relaxed in various manners in case organization allows some time off for their per sonal wellness and indulging in activities that tone down their nerve levels. Recommendations and Conclusion Organizational stress has become a major deterrent of organizational productivity across multiple organizations. Organizations are working in various manners to ensure that employees feel less levels of stress to reduce absenteeism and turnover from work. There are multiple factors that are conducive to stress levels amongst individuals in organization that causes stress. While individual factors have separate methodologies to deal with stress, organizational methods are considered more effective in nature. When organization reduces stress they are considered to be more effective in nature as it has a positive effect on employee commitment. This in turn is beneficial for the organization as it is seen to indirectly enhance organization retention. Reference Lists Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance.International journal of productivity and performance management,63(3), 308. Avey, J. B., Luthans, F., Jensen, S. M. (2009). Psychological capital: A positive resource for combating employee stress and turnover.Human resource management,48(5), 677-693. Ganster, D. C., Rosen, C. C. (2013). Work stress and employee health: A multidisciplinary review.Journal of Management,39(5), 1085-1122. Griffin, M. L., Hogan, N. L., Lambert, E. G., Tucker-Gail, K. A., Baker, D. N. (2010). Job involvement, job stress, job satisfaction, and organizational commitment and the burnout of correctional staff.Criminal Justice and behavior,37(2), 239-255. Staff Reporter, (2017, Jun 17). HR Education. Singapore Business Review. Retrieved from : https://sbr.com.sg/hr-education/news/top-4-causes-workplace-stress-in-singapore Ton, Z., Huckman, R. S. (2008). Managing the impact of employee turnover on performance: The role of process conformance.Organization Science,19(1), 56-68.