<address id="xrfrx"><listing id="xrfrx"><menuitem id="xrfrx"></menuitem></listing></address>
    <address id="xrfrx"><listing id="xrfrx"><menuitem id="xrfrx"></menuitem></listing></address>

    <noframes id="xrfrx">
    <noframes id="xrfrx"><listing id="xrfrx"><listing id="xrfrx"></listing></listing>
    <form id="xrfrx"><nobr id="xrfrx"><meter id="xrfrx"></meter></nobr></form>
    <address id="xrfrx"><listing id="xrfrx"><menuitem id="xrfrx"></menuitem></listing></address>

      指導
      網站地圖
      英國作業 美國作業 加拿大作業
      返回首頁

      管理學essay寫作模板——How to Reduce Employee Stress

      論文價格: 免費 時間:2022-09-09 16:45:45 來源:www.ourpropertyvalue.com 作者:留學作業網

      管理學essay范文參考——如何降低員工的壓力,本文是一篇留學生管理專業的Essay寫作格式參考范文。壓力是現代企業和管理者在當代工作環境中的一個主要問題。與壓力相關的疾病不僅會讓組織損失工作時間和生產力,而且更高水平的壓力還與較低的滿意度、較差的服務交付質量和較高水平的人員流動有關(George和Zakkariya, 2015)。因此,這篇文章將尋求對各種可用于管理員工壓力的選擇和方法的理論和研究進行批判性的審查,并確保它不會達到一個可能損害組織績效和結果的過度水平。以下是管理學essay范例寫作的全部內容,是一篇符合國外大學Essay寫作格式要求的范文,供參考。

      管理學essay范文結構

      Stress is a major issue for modern businesses and managers in the contemporary working environment. Not only do stress related illnesses have a cost for organisations in terms of lost working hours and productivity, but higher levels of stress have also been associated with lower level of satisfaction, poorer quality service delivery, and higher levels of turnover (George and Zakkariya, 2015). This essay will thus look to carry out a critical review of theory and research into the various options and approaches which can be used to manage employee stress and ensure it does not reach an excessive level which could harm organisational performance and outcomes.

      One of the main themes in the literature is the important role that an employee’s immediate managers, and particularly line managers, can play in the management of stress. According to Donaldson-Feilder et al (2008), as line managers are responsible for organising employees and directly supervising their work, they are ideally positioned to address their psychological needs and manage work related stress. This indicates that line managers need to ensure they have developed and are able to apply the necessary skills to the management of employee stress in order to maintain levels of moral and performance. At the same time, research indicates that senior managers need to focus on empowering line managers and giving them the necessary support and delegated authority to manage stress among their teams, in order to help employees “manage their stress proactively through planning, prioritizing and delegating work” (Moyle, 2006, p. 48). This is an important issue, given recent findings that many line managers are themselves too stressed to help their employees deal with work related stress (Crawford, 2013). This indicates that the management of stress is an issue which requires managerial involvement at all levels, as build ups of excessive stress in any layer of an organisational hierarchy can trigger additional issues and performance problems.

      其中一個主要的主題在文獻是重要的作用,員工的直接經理,特別是直線經理,可以發揮在管理壓力。根據Donaldson-Feilder等人(2008)的觀點,由于部門經理負責組織員工并直接監督他們的工作,他們處于解決他們的心理需求和管理工作相關壓力的理想位置。這表明部門經理需要確保他們已經發展并能夠應用必要的技能來管理員工的壓力,以保持道德和業績的水平。與此同時,研究表明,高級經理需要關注授權部門經理,給予他們必要的支持和授權,以管理團隊中的壓力,以幫助員工“通過計劃、優先排序和授權工作來主動管理他們的壓力”(Moyle, 2006, p. 48)。這是一個重要的問題,鑒于最近的研究發現,許多部門經理本身壓力太大,無法幫助他們的員工處理工作相關的壓力(克勞福德,2013)。這表明,管理壓力是一個問題,需要管理參與在所有層面,因為在組織層次的任何一層建立過度的壓力可以觸發額外的問題和業績問題。

      In addition to the direct management of stress, it is also important to recognise the role of leadership styles in creating an organisational environment in which the causes of stress are minimised. As noted by Huczynksi and Buchanan (2010), many managers continue to follow traditional supervisory leadership theories, through which they look to encourage and reward good performance and reprimand employees who fail to perform. However, there is a risk of this type of leadership resulting in an overly autocratic approach to the management of employees. A research study by Castledine (2004) showed that this style of leadership is associated with higher levels of stress, leading to a lack of commitment and risk of employee burn-out. This thus indicates one of the primary paradoxes in the management of stress, namely that a degree of stress is required in the form of pressure to perform and penalties for failure if employees are to be motivated to work hard, but above a certain level this stress can become destructive. As such, one of the core options for managing stress without eliminating it is to use transformational and participative leadership styles which will motivate employees to perform whilst providing them with support and motivation to avoid any issues of excess stress, and preventing a long term accumulation of stress which can cause damage to employee outcomes (Northhouse, 2011).

      essay范文參考

      In addition to the specific style of leadership, it is also important to recognise the role of individual employee factors, both inside and outside the organisation, in influencing levels of stress and the negative impacts which can result. This is particularly important in light of recent developments in the nature of work, including flexible labour markets and the rise in knowledge work. According to Robbins et al (2010), this has resulted in a growth in employee expectations around the rights and the obligations of organisations and employees, and a demand for organisations to also recognise these rights. This can cause conflict between organisational and employee priorities, particularly in the area of work life balance, and the extent to which demands placed on employees by organisations are fair and reasonable (Sturges and Guest, 2004). This is of importance in the context of employee stress, given that research has shown that a positive work life balance is one of the major factors in preventing the build up of stress and helping support healthier lifestyles for employees (Gregory and Milner, 2009). Ensuring a positive work life balance, which does not place excessive demands on employees, is thus also key to managing levels of employee stress.

      除了具體的領導風格外,認識到員工個人因素在組織內外影響壓力水平和可能產生的負面影響方面的作用也很重要。鑒于工作性質的近期發展,包括勞動力市場的靈活性和知識性工作的增加,這一點尤為重要。根據羅賓斯等人(2010),這導致了員工對組織和員工的權利和義務的期望的增長,并要求組織也承認這些權利。這可能會導致組織和員工優先級之間的沖突,特別是在工作生活平衡方面,以及組織對員工的要求在多大程度上是公平合理的(斯特奇斯和Guest, 2004)。這在員工壓力的背景下是很重要的,因為研究表明,積極的工作和生活平衡是防止壓力積累和幫助員工支持更健康的生活方式的主要因素之一(Gregory和Milner, 2009)。確保工作和生活的積極平衡,不給員工過多的要求,因此也是管理員工壓力水平的關鍵。

      The role of work life balance in controlling organisational stress is also linked to the general literature around the growing importance of the psychological contract. Evidence from the literature indicates that the formation of a strong psychological contract between an employee and their manager and organisation can help to boost levels of motivation and thus drive higher levels of performance (Watson, 2001). However, the psychological contract is also based on a strong recognition of the role of the organisation in supporting the employee with any specific issues or circumstances, in order to make them feel more valued (Abendroth et al, 2012). A failure to manage the psychological contract can result in perceptions by employees that the organisation and its managers have broken the contract, which can increase levels of stress and the negative impacts of stress on organisational outcome (Houston et al, 2006). This indicates that managers must be attuned to the implied promises in the psychological contracts they have developed with their employees and must honour these promises or risk high levels of employee stress and associated dissatisfaction.

      工作與生活平衡在控制組織壓力方面的作用,也與心理契約日益重要的一般文獻有關。文獻證據表明,員工與經理和組織之間形成強有力的心理契約有助于提高激勵水平,從而驅動更高水平的績效(Watson, 2001)。然而,心理契約也建立在對組織在任何特定問題或環境中支持員工的角色的強烈認識的基礎上,以使他們感到更有價值(Abendroth等人,2012)。未能管理好心理契約會導致員工認為組織及其管理者已經破壞了契約,這可能會增加壓力水平以及壓力對組織結果的負面影響(Houston et al, 2006)。這表明管理者必須適應他們與員工建立的心理契約中隱含的承諾,必須遵守這些承諾,否則就會面臨員工高度壓力和相關不滿的風險。

      The ability of managers to identify and address these issues is also linked strongly to the level of managerial understanding around stress as an emotional issue. This in turn leads to the argument that managers who are able to deal better with stress and other emotional issues will be better at controlling them and reducing any associated negative impacts, causing Goleman et al (2002) to argue that emotional intelligence is now a vital competence for modern leaders. This argument is supported by Hughes et al (2005), who use theory to argue that emotional intelligence will help leaders to improve their level of understanding of the emotional behaviours and needs of employees, and thus allow them to respond to these issues in a supportive manner, building a more genuine relationship. This will thus improve the ability of managers to understand and address the causes of stress, helping to pre-empt the emergence of stress in the workplace. Managers can thus look to develop their emotional intelligence in order to improve their management of stress.

      Unfortunately, whilst emotional intelligence is one of the areas of management competence which is seen as amongst the most prominent in the management of stress, it is also one of the most controversial. On the one hand, Sadri (2012, p. 535) states that “the components of emotional intelligence integrate with contemporary leadership development practices”, which supports the argument that emotional intelligence is key to the development of effective leadership which can help manage stress. However, research and arguments by both Antonakis et al (2009) and Lindebaum (2009) indicate that whilst there are strong theoretical arguments for emotional intelligence, there is very limited statistical evidence to support these arguments. In particular, Lindebaum (2009) argues that the value of emotional intelligence is generally supported through the use of hyperbolic claims around the value of this competence in the management of stress and achievement of positive employee outcomes, however the empirical support for these arguments is very limited. As such, whilst the management of emotional issues and their potential negative impacts is widely supported in the literature as a method of managing employee stress, the existence of a single competence or capability which can ensure effective management of these complex issues is less clear.

      不幸的是,盡管情商是管理能力的一個領域,在壓力管理中被視為最突出的領域之一,但它也是最具爭議的領域之一。一方面,Sadri (2012, p. 535)指出,“情商的組成部分與當代領導力發展實踐相結合”,這支持了情商是有效領導力發展的關鍵,有助于管理壓力的觀點。然而,Antonakis等人(2009)和Lindebaum(2009)的研究和論點都表明,雖然情商有強有力的理論論據,但支持這些論點的統計證據非常有限。特別地,Lindebaum(2009)認為,情商的價值通常通過使用這種能力在管理壓力和實現積極的員工結果方面的價值的雙曲線主張得到支持,然而,對這些論點的實證支持非常有限。因此,雖然情緒問題及其潛在負面影響的管理作為一種管理員工壓力的方法在文獻中得到了廣泛的支持,但是否存在一種單一的能力或能力可以確保有效管理這些復雜的問題還不太清楚。

      In conclusion, the literature indicates that there are a number of methods, techniques and approaches which can be used to ensure the effective management of stress. These include ensuring that line managers are empowered and trained in dealing with stress and are themselves protected from stress, and also ensuring that leadership styles are participative and transformational to ensure pressure to perform does not turn into high levels of stress. In addition to this, the organisation and its managers must support positive individual level factors such as work life balance and a psychological contract which establishes clear expectations and meets said expectations. There is also a strong argument that leaders and managers need to develop higher levels of emotional intelligence if they are to understand employee needs and emotional requirements and thus develop appropriate responses to address these needs and the stress they may cause. However, this argument is not well supported in the empirical literature, which indicates that the development of emotional intelligence may not be possible or feasible. Instead managers should look to respond to each situation individually and manage the stress which can result in order to keep overall levels of stress in their organisation at an acceptable level.

      總之,文獻表明,有許多方法,技術和方法可以用來確保有效的管理壓力。這包括確保部門經理在處理壓力方面獲得授權和培訓,使他們自己免受壓力的影響,同時確保領導風格是參與式的和變革性的,以確保執行壓力不會轉化為高水平的壓力。除此之外,組織及其管理者必須支持積極的個人層面因素,如工作與生活的平衡,以及建立明確的期望并滿足預期的心理契約。還有一個強有力的論點認為,如果領導者和管理者想要了解員工的需求和情緒需求,并因此制定適當的反應來應對這些需求和他們可能造成的壓力,他們就需要發展更高水平的情商。然而,這一論點在實證文獻中并沒有得到很好的支持,這表明情商的發展可能是不可能或不可行的。相反,管理者應該單獨應對每一種情況,管理壓力,從而使組織的整體壓力水平保持在可接受的水平。

      References參考文獻

      (略)

      留學生Essay相關專業范文素材資料,盡在本網,可以隨時查閱參考。本站也提供多國留學生課程作業寫作指導服務,如有需要可以咨詢本平臺。

      此論文免費


      如果您有論文代寫需求,可以通過下面的方式聯系我們
      點擊聯系客服
      推薦內容
      • 歷史Essay要求:Hist...

        ?本文是歷史專業的Essay范例,題目是“HistoricalInvestigationofCanada’sFailureattheBattleofDieppe......

      • 社會學Essay格式:Sui...

        ?本文是社會學專業的留學生Essay范例,題目是“SuicideinNorthernCanada:ASociologicalPerspective(加拿大北部的......

      • 文化研究Essay范文:Ca...

        本文是文化研究專業的留學生Essay范例,題目是“Canadaacceptsimmigrants(加拿大接受移民)”,加拿大接受來自世界各地的移民,其中最重要的......

      • 護理學Essay參考案例:A...

        本文是護理學專業的留學生Essay范例,題目是“AnalysisofSickleCellDisease(鐮狀細胞病分析)”,隨著來自發展中國家的人把加拿大當成自......

      • 政治Essay寫作:Pros...

        ?本文是教育專業的Essay范例,題目是“ProsandConsoftheQuebecSeparationIssue(魁北克分離問題的利與弊)”,魁北克的分離在......

      • 文化研究Essay范文:It...

        本文是文化研究專業的留學生Essay范例,題目是“ItalianImmigrationtoCanada(意大利人移民加拿大)”,加拿大的東南海岸是在1947年6......

      色欲日日摸夜夜爽

        <address id="xrfrx"><listing id="xrfrx"><menuitem id="xrfrx"></menuitem></listing></address>
        <address id="xrfrx"><listing id="xrfrx"><menuitem id="xrfrx"></menuitem></listing></address>

        <noframes id="xrfrx">
        <noframes id="xrfrx"><listing id="xrfrx"><listing id="xrfrx"></listing></listing>
        <form id="xrfrx"><nobr id="xrfrx"><meter id="xrfrx"></meter></nobr></form>
        <address id="xrfrx"><listing id="xrfrx"><menuitem id="xrfrx"></menuitem></listing></address>