Case Study Approach about Work Stress Prevention in Europe
Work stress has become a major issue among European employees. The current practice of its prevention seems disappointing, as work stress prevention pro- grammes are predominantly reactive and biased to the individual. The lack of organization-level intervention studies is a barrier to progress in reducing work-related stress.
In addition to the “true experimental approach”, multiple case studies may provide an adequate research strategy for addressing the potential impact of stress interventions in organizations. The study aim was to obtain more knowledge with respect to evidence-based work stress prevention in Europe, by focusing on both content (cause–effect relationships) and process. Keep reading…
A Case Study about Farmers, Farm Workers and Work-Related Stress
This research explores the ways in which stress affects farming communities, how this has changed in recent years, and the degree to which work-related aspects of stress may be assuaged by support interventions. A qualitative case study research approach was employed to address these issues, involving 60 interviews in five locations across England and Wales. In examining farming stress, a distinction is made between its intrinsic, extrinsic and workrelated dimensions. While interviewees tended to associate day-to-day worries and acute stress with farming’s intrinsic demands (such as disease and adverse weather conditions), external causes of tension (such as competition and regulation), together with worries about finances and family, were associated with more sustained anxieties.
By contrast, work-related aspects of farming stress, such as workload issues and farming practices, involved a combination of physical and mental health effects. Notably, work-related and extrinsic dimensions of stress have increase d in recent years in relation to organisational and policy shifts, price fluctuations, mounting paperwork demands, workload intensification, and changes in agricultural regulation. These have prompted an escalation in the aspects of their work that farming communities feel powerless to control, and represent a major area for policy intervention. Keep reading..
A Case Studies about Occupational Stress and Its Effect on Job Performance
Medical House Officers of District Abbottabad
Background: Doctors especially house officers are under a great deal of stress related to a variety of occupational stressors. Occupational stressors contribute to organizational inefficiency, high staff turnover, absenteeism due to sickness, decreased quality, and quantity of practice, increased costs of health care, and decreased job satisfaction. One of the organizational outcomes thataffected by occupational stress is job performance. The purpose of the present study was to investigate the effect of job stress on job performance. Methods: The universe of the study is District Abbottabad and the complete population of house officers was targeted which were present at that time were 55. The data obtained through questionnaire was analyzed using the statistical methods including descriptive statistics, Spearman’s correlation and multiple regression.
Introduction: The current turbulent environment in the health care field requires doctors and organizations to reexamine their practices. Medicine is an inherently stressful profession with long working hours, ethical dilemmas, difficult patients and conflicting demands. Professionally, in true sense the doctors are on 24-hour duty. Many physicians and surgeons work long, irregular hours; over one-third of full-time physicians worked 60 or more hours a week in 2004. The physical and psychological demands of the profession often make physicians more vulnerable to high levels of stress. The effects of stress on practice are evidenced as increased errors in prescribing, limited team working, more patients’ complaints and sickness absence.Stress has been defined in different ways over the years. Originally, it was conceived as pressure from the environment, then as strain within the person. The generally accepted definition today is one of the interactions between the situation and the individual. Keep reading…
Case Study aboout Harvesting for the future – Bokamoso ESOP
In October 2006, AngloGold Ashanti Limited, the National Union of Mineworkers (NUM), Solidarity, UASA and Izingwe Holdings (Pty) Limited (Izingwe Holdings) jointly announced the launch of an employee share ownership plan (ESOP), together with a black economic empowerment (BEE) transaction. These transactions will result in 1.9% of AngloGold Ashanti’s share capital – worth some R1.8 billion – being transferred into the hands of non-managerial employees and a BEE consortium. Shareholders voted in favour of the transactions at a general meeting in December 2006. Managerial employees currently participate in a share participation scheme.
AngloGold Ashanti CEO Bobby Godsell says that this transaction is intended both to align employee rewards more closely with the company’s share price, and simultaneously to give effect to the undertakings made to the Department of Minerals and Energy (DME) at the time the company gained its mineral rights conversions in August 2005. The company undertook to establish an ESOP and a BEE transaction equivalent to at least 6% of the value of the company’s South African operations. The establishment of the ESOP involved an in-depth process of consultation between AngloGold Ashanti and the three representative unions making the process adopted unusual in the South African context. These consultations lasted for almost a year and were marked by attempts to reach consensus on all material issues, a goal which the parties believe was achieved. Keep reading…
Case Study about Reducing labour turnover in Australia
Owing to its remote location in the Eastern Goldfields of Western Australia, the Sunrise Dam Gold Mine sources the majority of its labour from the Perth area. Employees have been engaged on a fly-in/fly-out (FIFO) basis, which until recently, in an arrangement common in the Australian Mining industry, followed a roster of 14 days work duty, followed by seven days at home. The mine has experienced difficulty retaining its workforce and replacing nearly half of its employees each year was proving to be a difficult and costly process. This problem had been exacerbated by the labour shortage in Australia, more particularly in Western Australia where turnover figures at Sunrise Dam reflect the difficulties facing the resource sector as a whole as the availability of skilled labour struggles to keep pace with the resource boom.
In order to investigate ways of ameliorating the difficulties associated with the reality of having employees working in remote locations, AngloGold Ashanti Australia commissioned a study in 2005 and 2006 that explored the trends of FIFO operations. The report emanating from the study established that a 14/7 roster was no longer viewed as competitive when compared with other job opportunities, as employees looked to improve their quality of life. Although the mine facilities were seen as excellent, the roster only allowed employees to return home every third weekend, and the time spent away from family and friends was viewed as significant. The lack of competitiveness of the roster was confirmed by the labour turnover statistics. keep reading…
Case Study about Performance Appraisal and Career Opportunities
Abstract: Purpose – This study explores perceptions of performance appraisal and career opportunities among leaders and employees in an large international oil company. The purpose is to provide robust empirical insights on the individual and organisational determinants of perceived performance appraisal Design/methodology/approach – Based on a powerful set of survey data (n > 12,000), we specify and estimate ordered probit models for individual perceptions of performance appraisal and career opportunities. Explanatory variables include individual background variables, and characteristics of the local working environment. Findings – Our results indicate that performance and payoff is better balanced among women than among men. Moreover, perceptions of performance appraisal and career opportunities depend on characteristics of the local work environment, with positive influence from key phenomena like change capability, competency focus, trust and identity.
Introduction: The role of human capital, competence and people issues is ascending on the strategic agenda of both public and private enterprise. On the back of a period with heavy focus on capital efficiency, asset values and shareholder returns, managers of private corporations and public organisations now seem to augment their approach through an upgrade of issues relating to human capital management. The path-breaking development of new technologies is no longer limited to the technology, media and telecom industries. Rather, new innovations have made their way into virtually all sectors of the modern economy. Keep Reading…
A Case Study on Performance Appraisal System and Analysis
Abstract: Researchers, Barbara Alston and Dr. Eleanor Marschke conducted an investigative performance appraisal system audit for the position of Administrative Specialist for EB Payroll and Human Resource Services, Inc.’s (a fictitious name) branch location in Seattle, Washington. The Administrative Supervisor gave oral authorization for this audit team to conduct this research. The current performance appraisal system in the Administrative Department received a grade of “D”, below standard, as assessed with the established criteria and compared with other departments within the organization as outlined in the pages to follow.
Introduction: Performance Management is an organization’s capacity or capability of developing the human resources of an organization to achieve their goals to not only keep up with the competition but to outshine their competitors. Cascio and Aquinis (2005) define performance management as a continuous process of attracting, hiring, motivating and assessing the performance of individuals in an organization in achieving their goals. Both Cascio and Aquinis (2005) and Grote (2002) state the performance appraisal is defined as the process in which an organization defines responsibilities and assesses the performance of individuals or teams as a measure against performance standards set by the organization. Keep reading..
A Study for the Relation between Employer Satisfaction and Optimizing Business Results: Effective Performance Appraisal
Introduction: As an organization struggle to remain sustainable and competitive, strategic planners and human resources professionals need to collaborate more intensely in designing strategies that are productive and humane. According to many researchers, the most successful organizations in the 21st century will be those to adopt a focused and integrated HR processes and systems. “The art and science of empowering people, organizations and communities to create maximum productivity, quality, opportunity and fulfillment has never encountered so many challenges and opportunities”.The enormous transformation processes that take place in the social, political and economicareas drive the need for organizations to become more responsive to the rapid developmentof the global strategies and the local operational levels
Background: The evaluation of job performance have been called by many different names throughout the years – a tool of management, a control process, a critical element in human resources allocation and many others. The first appraisal systems were just methods for determining whether the salary of the employees in the organizations was fair or not. Later, some empirical studies have shown that reduction or future pay were not the main effects of the process. Performance appraisal was recognized for a tool for motivation and development in the United States in the 1950s. (Cardy & Dobbins 1994) The practice to formally appraise workers has existed for centuries, but the interest in the area has grown rapidly in the last forty years. As early as the third century A.D. Sin Yu, an early Chinese philosopher. Keep reading…
Study about Employee Performance Evaluation By Ahp
Summary: Employee performance evaluation is designed to assess each individual’s contribution to the organization. The performance of individuals against organizational goals determines whether the organization meets its goals. The basic objectives of performance evaluations are two-fold: firstly to reward employees for meeting organizational objectives and secondly to identify which objectives are not met and to develop action plans to ensure they are achieved in future. The present paper uses analytic hierarchy process (AHP) to evaluate employees performances based upon the criteria: quantity/quality of the work, planning/organization, initiative/commitment, teamwork/cooperation, communication and external factors.
Introduction: In the organizational context, performance is usually defined as the extent to which an organizational member contributes to achieving the goals of the organization. Performance appraisal is defined as “the process of identifying, evaluating and developing the work performance of the employee in the organization, so that organizational goals and objectives are effectively achieved while, at the same time, benefiting employees in terms of recognition, receiving feedback, and offering career guidance” (Lansbury, 1988). The terms ‘performance assessment’, ‘performance evaluation’, ‘performance management’ are also used to describe the process. Employee performance appraisal has been practiced by numerous organizations since centuries. Keep reading…
The Forestry Commission is a government department, making it a public sector organisation. Its mission is ‘to protect and expand Britain’s forests and woodlands and increase their value to society and the environment’. It is Britain’s largest land manager and is responsible for some of the UK’s most spectacular landscapes. Over the last 20 years it has expanded Britain’s woods by an area more than three times the size of Greater London.
The case study will show how training and development is central to the work of the Forestry Commission and how it benefits the career development of its people. It will particularly highlight the work of Julie McMorran, a civil engineer with the Forestry Commission, for whom training and development has provided the springboard to promotion. Read more….