A New Lens: Psychological Ownership as an Element to Promoting Organizational Change

Much of the change management literature has focused on change from the perspective of the organization as a whole. However, researchers have begun to explore the impact change has on employees, as well as employee perceptions of organizational change. The current study explored the role psychological ownership has in the context of organizational change, by using it is as a moderator between employee openness to organizational change (EOOC), and organizational commitment, job stress, and turnover intentions. Results revealed a significant positive correlation between EOOC and organizational commitment, a significant negative correlation between EOOC and job stress, as well as turnover intentions. Results further revealed that psychological ownership moderated the relationship between EOOC and job stress, such that when psychological ownership is high, the relationship with job stress was weakened. Implications and directions for future research are discussed

Pengaruh Budaya Organisasi Dan Stres Kerja Terhadap Kinerja Karyawan Pada PT. Kawasan Berikat Nusantara (Persero) Jakarta Utara

This study aims to determine how much the relationship between Organizational Culture and Work Stress on Employee Performance at Pt. Nusantara Bonded Zone (Persero) North Jakarta. The purpose and research is to obtain a systematic description of organizational culture and stress as independent variables and performance as included variables, verificatively aims to test the hypothesis with statistical calculations. In this study using descriptive and verification research methods. The population in this study were employees of PT Kawasan Berikat Nusantara (Persero) which was planned to be 104 people divided into several divisions and positions. The sample used in this study is saturated sample, saturated sample is also often interpreted as the maximum sample, because added no matter how much will not change the population representation. In the research sample, all employees who work at PT Kawasan Berikat Nusantara (Persero). The types of data used by researchers in research on the influence of organizational culture and work stress on performance are primary and secondary data. Data collection techniques conducted by researchers are, questionnaire interviews, observation. Berikat Nusantara (Persero). Organizational culture contributes partially by 15.6% to performance. Meanwhile, work stress contributed partially by 9.7% to performance. Because 15.6% is greater than 9.7%, it can be stated that the Organizational Culture variable contributes more to performance than the Work Stress variable. The effect of the simultaneous influence of Organizational Culture and Work Stress on Employee Performance at PT Kawasan Berikat Nusantara (Persero) is 25.3%. Keywords: Organizational Culture, Work Stress, Employee Performanc

Organizational Change and Change Readiness: Employees’ Attitudes during Times of Saudi Electric Organizational Shift

The study aimed to assess the Organizational Change and Change Readiness in Saudi Electric Company: Employees attitude during time of Company Organizational Shift. Specifically, the study answered the level of implementation of change management at Saudi Electric Company as perceived by the respondents in terms of communication, employee Involvement, employee Training and stress Management. Also, the study answered the Level of Effectiveness of change management at Saudi Electric Company as perceived by the respondents in terms of employee motivation, decision making and employee performance. This study further focused on the relationship between status & level of effectiveness of implementation of change management at Saudi Electric Company. The study also analyzed the employee attitude and readiness for change management in the organization. According to the limitation of this study are shortage of time and shortage of available data, moreover the result of this study is related to Saudi Electric Co in Saudi Arabia only, so it may not fit with all other organizations that may have different in size and different in nature of business

Health Coaching Case Report: Optimizing Employee Health and Wellbeing in Organizations

Abstract Health and wellbeing of employees has a direct correlation to organizational performance. It is essential that organizations and successful leaders prioritize the health and wellbeing of all employees – from the C-suite to entry level positions. As rates of stress, chronic illness, and unhealthy lifestyle choices continue to increase, it is imperative that organizations discover strategies that cultivate employee wellbeing. Employees with high wellbeing are more engaged, productive, and energized and directly affect a company’s bottom line; it is in the best interest of employers to invest in human capital and wellbeing of employees. Health and wellness coaching demonstrates encouraging potential as a cost-effective catalyst to optimize employee wellbeing. Rooted in science-based research with the foundation in relationships, communication, and connection, health coaches partner with employees as they build self-awareness around a holistic view of health. As employees build self-awareness, they increasingly recognize the importance of managing stress and self-care, connecting to their vision and values, taking active steps towards change, and addressing barriers and obstacles. With these strategies, individuals build resilience as they gain energy, empowerment, and work towards positive growth. This paper outlines the challenges that leaders and employees are facing, describes the intervention of health and wellness coaching, and provides a group coaching case study that demonstrates how health and wellness coaching can foster employee wellbeing. This case study provides evidence that health coaching shows promise as an intervention to optimize employee health and wellbeing. Keywords: employee health and wellbeing, wellness, stress management, health and wellness coaching, group coaching, leader wellbeing, self-awareness, case repor

Examination of the Antecedents, Reactions, and Outcomes to a Major Technology-driven Organizational Change

The goal of this study was to test a multi-level model of organizational change that examined how various antecedents, employee reactions, and organizational and personal outcomes relate to one another. The research was conducted via online surveys and as a longitudinal study. Participants were employees at a large supply distribution company, and were a part of the Pilot implementation of a new Enterprise Resource Planning (ERP) system. Results from the study revealed that job stress was closely related to organizational commitment, job satisfaction, and psychological well-being, while change commitment was associated with higher organizational commitment and job satisfaction. Positive training reactions were linked to increased change commitment and organizational commitment, and change-specific self-efficacy also predicted commitment to change. Additionally, change self-efficacy and principal support significantly moderated the relationship between coping and organizational commitment. These results only partially supported the hypotheses of this study; thus, calling for further research in corroborating this model

The impact of organizational justice on stress and the role of work-family balance in this relationship

Mestrado Bolonha em ManagementAs employment demographics and environments change, organizational justice, workfamily balance, and stress are becoming increasingly important topics of study in the modern workplace. It is essential to study the relationship between organizational justice, work-family balance, and stress, because it contributes to employee well-being, retention, productivity, organizational effectiveness, and legal/ethical compliance. It is possible for organizations to create a supportive work environment that benefits both employees and the organization at large by understanding these dynamics. The purpose of this study was to investigate the direct and indirect effects of organizational justice on employee stress, with work-family balance serving as a mediator. A questionnaire with measures about stress, work-family balance, and organizational justice was administered to a sample of 50 participants. Regression analysis was used to investigate the direct effects, while Baron and Kenny's Mediation Analysis was used to analyse the mediating relation. Regarding the direct influence of perceptions of organizational justice on stress, the results showed no evidence of them existing, since the variables lacked statistical significance. However, the findings found statistical significance on a direct impact of perceptions of organizational justice on work-family balance, proposing that higher levels of perceived organizational justice are associated with better work-family balance. Regarding the mediating relation, considering work-family balance, the results also did not prove its existence, since the variables did not show statistical significance. Linked to sustainable development goals, promoting organizational justice and workfamily balance aligns with various SDGs, including Goal 3 (Good Health and Wellbeing), in the way that the study discusses aspects of stress and mental health, which are integral to ensuring healthy lives and promoting well-being for all. A decent work environment requires organizational justice and work-family balance, which are key components of Goal 8 (Decent Work and Economic Growth). Finally, Goal 10 (Reduced Inequalities) emphasizes how organizational justice plays a crucial role in reducing inequalities within organizations.info:eu-repo/semantics/publishedVersio

Employee work and health behaviors : the role of leadership support for health promotion and organizational health climate.

Worksite wellness programs have historically focused on the modification of individual employee behavior (e.g., Shepard, 1981). Scholars have recently engaged in a discussion about the role the workplace environment plays in employee health behavior (e.g., Golaszewski, Allen, & Edington, 2008). The present correlational study contributes to this conversation by defining the relationship between employees’ perceptions of leadership support for health promotion and employees’ perceptions of organizational health climate and its impact on employee health and work behaviors and attitudes; and by examining the extent to which variance in work and health behaviors may be accounted for by employees’ perceptions of leadership support for health promotion and by employees’ perceptions of organizational health climate. Online and paper-based surveys were used to collect data from the employees (n = 621) at four organizations in the southeast United States. Study findings indicated that employees’ perceptions of leadership support for health promotion were predictive of employee participation in wellness program activities. The study also found that employees’ perceptions of organizational health climate were predictive of job satisfaction, job stress, and employee engagement. Overall, the results of this study confirm the importance of leadership support for health promotion and organizational health climate in the strategic development, management and continuation of workplace wellness. These findings have important implications for practice as employees’ perceptions of leadership support for health promotion and employees’ perceptions of organizational health climate were found to be key leverage points for employee participation in wellness activities and for employee health behavior change. Future research can extend these findings by continuing to bridge the organizational behavior, management, and human resource development research with the public health research on workplace wellness

Pelatihan Stress Management Untuk Meningkatkan Employee Engagement Pada PT. VST

Stress management training, which is carried out by selecting training sessions in the form of symptoms and professional stressors, management of irrational beliefs, time management, and assertiveness, is expected to increase employee engagement (job engagement, job satisfaction, and affective organizational commitment). Symptoms and professional stressors are in the form of understanding stress in general, such as its definition, sources of stress experienced, and symptoms of stress. Furthermore, management of irrational beliefs carried out is the existence of cognitive restructuring so that there is a change in positive views of stress. The existence of a positive individual view of the stressor faced by both the challenge and the hindrance stressor through the cognitive restructuring process will help him to do the right coping. On the stress management program aims to improve coping skills which can have an effect on individual core beliefs. There are several practical techniques in stress management, apart from cognitive restructuring, namely time management and assertive communication skills to improve employee engagement

Leadership Strategies to Reduce Employees\u27 Occupational Stress

Job-related aspects of the work environment may cause occupational stress and increase costs to organizations. Grounded in the job demands–resources model theory, this single-case study explored strategies that some bank managers use to reduce employees’ occupational stress. Organizational protection and leadership, supportive organization, occupational health and well-being, and prevention emerged as successful strategies to reduce job-related stress factors and the negative consequences of occupational stress. The implications for positive social change include the potential for improving employee health, thus reducing the burden of health care cost to employees, their families, communities, and organizations.https://scholarworks.waldenu.edu/symposium2019/1008/thumbnail.jp

Organizational Strategies to Reduce Workplace Stress in Oil and Gas Companies in Nigeria

Successful strategies are critical for managers in the oil and gas industry to reduce workplace stress while improving employee performance and organizational profitability. Failure of organizations to manage employee occupational stress may lead to employee dissatisfaction, poor morale, diminished performance, reduced productivity, and damaged organization image. Grounded in the stress management intervention framework, the purpose of this qualitative multiple case study was to explore strategies managers of oil and gas companies use to reduce employee occupational stress and improve employee performance. Semistructured interviews were conducted with three managers in the oil and gas industry who developed strategies to reduce employee occupational stress. Organizational documentation and artifacts were reviewed as a secondary data collection method. Using Yin’s five-phase data analysis, interviews, and secondary data led to three themes: quality work-life balance; employee competence, training, and development; and corporate communication. A key recommendation is that managers in oil and gas companies implement quality work-life balance initiatives to improve employees\u27 health, well-being, and performance. The implications for positive social change include the potential to create employment opportunities for members of society, improving their health and wellbeing, while enabling organizations to positively impact society through the implementation of projects arising from improved organizational profitability