LJob insecurity is something that each of us has experienced at some point in our career. There are varying levels of job insecurity and multiple predictors directly related to job insecurity. Some of these predictors are change within the organization, level of higher education and communication of expectations (Keim, Landis, Pierce, & Earnest, 2014). Job insecurity is directly linked to negative psychological outcomes in employees (Keim, Landis, Pierce, & Earnest, 2014). Change in an organization, especially a growing organization like the one I currently work for is expected. This change can cause stress which can lead to job insecurity among employees. This is something I am currently dealing with. Our company is quickly growing and adapting
to the changing federal laws and guidelines. This has caused employees to voice concerns regarding the stability of our company and industry. To counteract this, we have openly communicated changes and provided any needed training or education as these changes occur. Employees with less education seem to have a higher level of job insecurity (Keim, Landis, Pierce, & Earnest, 2014). This can be seen in my industry where a nurse practitioner may feel more secure in their job because they have their own specific patients and are also under contract. Whereas a front desk employee or nurse is not a contract employee and do not have a set of patients that are specifically theirs. We are combatting this insecurity by streamlining the needs for each office and clearly defining roles. Job insecurity has negative outcomes in the workplace. It can lead to unnecessary stress if the insecurity is from a perceived threat. The best way I have found to combat this is through clear, concise communication. Another way to combat job insecurity is with positive reinforcement of a job well done.
Every organization will experience a change of leadership at some point or another. CEO’s of organizations will move on to take on different challenges in their lives or many of them will retire. There are few changes that can occur in an organization that could have a larger impact than a change at the top of the management chain. According to Firoozmand (2014) resistance from employees is an occurrence that is a part of the natural process of change. This is no different in the event of a change of leadership. New leaders will bring in a new vision, culture, and expectations that employees may not be ready or willing to accept.
...itive and negative affectivity in job performance: A meta-analytic investigation. Journal of Applied Psychology, 94(1), 162-176. doi:10.1037/a0013115
Despite its negative effect EL contributes to the job description of frontline employees (e.g., Brotheridge and Grandey, 2002; Johnson et al., 2007; Montgomery et al., 2006. Workers performance can be increase through indentifying factors that help the EL channels. People lean to show right behavior in compliance to set of rules that shows their job (Ashforth and Humphrey 1993). A shy seller may for example display out going behavior in order to achieve high sales during his/her line of duty.
She examines the psychological dynamics of individuals hesitate in communication and face threatening information freely in organizations. Hence, inner-psychological safety relates to emotional aspects of an employee. Moreover, Baer and Frese (2003) argue that in developing climate of psychological safety and climate for initiative, an employee have to feel comfortable and not be blamed by other. It can be concluded that the employees should be safe and feel comfortable to be them self not only as individual but also as a team and they want to express their opinions at work in case of an uncomfortable condition at work. Thus, it means that the inner-psychological safety affects psychological safety of an employee when he/she becomes a team member (Baer & Frese, 2003; Edmondson, 1999; Idris et al.,
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Organizational change affects all levels and individuals of the organization in question. Although a change effort can originate in any part of the organization, it will eventually require strategic effort from the top and buy-in from the bottom in order to be sustained.
Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and maintain a climate and culture that does not support resistance and rewards acceptance and support ( as cited in Bolognese, 2010).
Roessler, R. T., Rumrill, P. D., & Fitzgerald, S. M. (2010). Predictors of employment status for
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
Employment relations refer to the relationship between the employer and the employee. Employment relations are governed by the provisions of the employment contract and/or collective agreement where applicable, common law principles and legislative provisions governing specific situations. Many factors in the external environment have an effect on the employment relations within an organization, which they need to monitor and possibly adapt to the necessary changes. The external environmental factors that would influence employment relations are political, economic, social, technological, legal and environmental.
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
The problem of job dissatisfaction is a global workplace issue. Although Americans are happier in their jobs, satisfaction in the United States is declining due to downsizing and overburdening. (Robbins & Judge, 2009). Before outlining job dissatisfaction a definition of job satisfaction is needed. Job satisfaction is “[an] individuals’
Organizational change and stress management are widely accepted as two major issues in organizational life today (Vakola & Nikolaou, 2005). If there is one constant in the business world, it is change (Washington & Hacker, 2005). But with change, stress will normally follow. Change is defined as making things different while stress is defined as a dynamic condition in which an individual is confronted with an opportunity, a demand, or a resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important. This paper will focus on the results of research from experts who have analyzed the influence that resistance to change, potential sources of stress, and the consequences of change and stress have on organizations. As part of the results of each study, the authors’ conclude that there is an apparent need for additional research to be performed and the provided recommended approaches suggested in managing change and stress may not address all issues. The first of these topics explored will focus on individual resistance to change in organizations.
Organisational change can cause stress for employees at all levels of an organisation, one of the main causes of increased employee stress during organisational change is employees’ perception of organisational change as a threat; many employees feel that there may be a threat to their job security, their status, or their ability to achieve if the conditions of their work are altered (Dahl, 2011). Employees may face changes in their written contracts and also in their implicit psychological contracts during organisational change, the change to these unwritten contracts can result in increased stress due to feelings of anger or betrayal by employees as they feel that they no longer know what to expect from their employer (Robinson & Rousseau, 1994). In addition, if employees do not feel that the organisation acts in a fair and just way they are more likely to
There are many aspects in change leadership and people’s fear is one of them. Working as team member in a company takes a long time to adapt to other team members and work productively. Those employees who cannot accept changes fast and adapt to new team members may have troubles to work effectively and may be causing stagnation of other workers and a...