Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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126 As already demonstrated AI is a relatively new methodology and one of the major drawbacks with much AI research is that it is very rarely evaluated, and when it is evaluated the methodology used is often poor. Inherent within similar research techniques, such as AR, are an evaluative step to each intervention cycle. This is lacking in the original AI conception as put forward by Cooperrider and Srivastva in 1987, and as such is a problem that is to be addressed in the current study, with the addition of a fifth ‘D’. The addition of this fifth ‘D’ is a new component to the AI process, introduced to the AI cycle in order to ensure efficient and effective evaluation of the change process inherent in the project design. The present project is one of the first of its kind to introduce this new step thus bringing the AI cycle design into line with other, more widely used cyclical research paradigms such as Action Research. The moniker ‘Deliberate’ was chosen for two principle reasons: first of all it begins with ‘D’, harmonising the use of the letter ‘D’ throughout the research process. Secondly, the Cambridge Online Dictionary (2011) describes ‘Deliberate’ as: “Describes a movement, action or thought which is done carefully without hurrying.” Evaluation of the AI techniques and methods that have been used is essential in order to discuss how effective the changes made had been, as well as what further interventions could be made to the process in order to make the changes more valuable. This can therefore lead to a new AI cycle, thus starting the process again. Therefore the amended AI cycle is as follows: Figure 9: AI Cycle with 5 th ‘D’
127 2) Dream 3) Design 4) Destiny 5) Deliberate 1) Discover Affirmative topic choice 1b.4) AI, Organisational Stress & Organisational Change As previously explored, Appreciative Inquiry is drawn from the more widely utilised Action Research methodology, and a number of studies have successfully utilised AR approaches in order to work on workplace stress. However to date few, if any, studies have utilised an AI method in order to address stress in the workplace. Indeed a thorough literature search by the researcher revealed no AI studies relating to occupational stress and strain, when utilising key word searches such as “stress”, “occupational stress”, and “workplace stress” in conjunction with “appreciative inquiry” when searching all possible databases (including PsycINFO, PsycARTICLES, and Business Source Premier) in the EBSCOHost online journal resource.
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Managing Workplace Stress: An Appre
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3 ABSTRACT ANGLIA RUSKIN UNIVERSITY
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Shelley and Eva - Love you both!Tab
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7 List of Figures Page and table nu
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9 Copyright of Thesis Managing Stre
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11 Chapter I: Introduction My overt
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13 4. Destiny - deliver the innovat
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15 Appreciative Inquiry methodology
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17 respectively present the quantit
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19 Chapter II: (Occupational) Stres
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21 on the use of the word stress wi
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23 Onset of resistance reaction can
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25 should the stress response not b
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27 1.a2.1) Critique of Stimulus-Bas
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29 within the person throughout sit
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31 Discussion Box 3: Example of Tra
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33 The transactional model is an im
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35 2. Active Jobs: high demands plu
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37 The first of a further two commo
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39 to investigate the time-dependan
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41 Chapter III: Types, Costs & Mana
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43 period, the threats are sufficie
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45 distinctly showing that stress a
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47 Melchior et al. (2007) found tha
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49 influenza. Similarly evidence fr
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51 The previous section has provide
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53 1d) Occupational Stressors Throu
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55 on stress-related outcomes was c
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57 Research has indicated that role
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59 they are to achieve career goals
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61 seriously, then stress in organi
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63 (1992), where the author notes t
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65 secondary and primary workplace
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67 the usefulness for the researche
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69 understanding of organisational
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71 Chapter IV: Organisations & Orga
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73 bureaucracy (Salaman, 2000). The
Page 75 and 76: 75 between departments, functions a
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Page 79 and 80: 79 buried but learned from, with th
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Page 85 and 86: 85 exploring their constituent part
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Page 90 and 91: 90 Chapter V: Conceptual Framework
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Page 97 and 98: 97 2) Organisational Background The
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Page 117 and 118: 117 develop a vision for change. Th
Page 119 and 120: 119 1b.2) Theoretical Foundations a
Page 121 and 122: 121 2. The Principle of Simultaneit
Page 123 and 124: Discussion Box 8: How the five prin
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Page 129 and 130: 129 Focus Groups Phase 1 Phase 2 Ph
Page 131 and 132: 131 work-related stress (Cousins et
Page 133 and 134: 133 2a.1) Psychometric Properties o
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Page 149 and 150: 149 2. Why did it go well Further e
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Page 155 and 156: 155 interview process, providing mo
Page 157 and 158: 157 2e.1) Critique of Focus Groups
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Page 165 and 166: 165 following this meeting the Huma
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Page 169 and 170: 169 researchers alike. Despite them
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Page 173 and 174: 173 The potential ethical issues fo
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177 Chapter VII: Survey Results The
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179 Table 8: Percentage demographic
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181 Table 10: Mean scores and stand
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183 Control .85 Exhaustion .93 Peer
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185 factors, it does not describe a
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187 statisticians recommending use
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189 Table 14: Raw threshold scores
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191 High Scoring 6.93 (15) 1.83 Cha
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193 41-50 13 (22.8%) 3-5 years 0 (0
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195 score as described by the origi
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197 and Professional Efficacy and C
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199 To summarise, a simple visual c
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201 5) Phase 1 vs. Phase 5 The purp
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203 With respect to the MSIT outcom
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205 Chapter VIII Part 1: Log Result
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207 Therefore by individuals provid
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209 2a.2) Peer Support Peer support
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211 2b.3) Communication Having the
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213 Finally individuals in some dep
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215 requiring improvement can be de
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217 to document verbal discussions
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219 Chapter VIII Part 2: Interview
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221 confidentiality and anonymity.
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223 As previously described, 13 ind
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225 4a.3) Creative Staff Throughout
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227 Example response 2 (Participant
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231 4c.1) Training Champions As abo
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235 Chapter VIII Part 3: Focus Grou
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237 Ravalier as lead researcher and
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239 6b) Email Throughout the log ph
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241 which improvements could be mad
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243 Table 25: proposed change actio
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245 The use of email was one of the
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247 Chapter VIII Part 4: Synthesise
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249 Chapter VIII Part 4: Synthesise
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251 ended, and further open-ended q
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253 In the same manner as emergent
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255 divergent similarities and diff
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257 flow chart which can be used to
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259 9a.1) What’s Working Well As
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261 workload, work patterns and/or
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263 As such only qualitative analys
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265 feature of the workplace which
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267 The design of a local stress th
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269
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Management Response 271
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273
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275 Help Available for Stress Feel
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277 concentrate on work while ignor
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279 employees can now access the co
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281 Access to IT; Access to Intrane
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283 Secondly was the task of a rese
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285
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287 Chapter X: Discussions The firs
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289 has been conducted in the major
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291 The first phase of the AI resea
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293 to the allotted schedule and ad
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295 2a) Research Question 1 “Can
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297 timescale. However, whether or
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299 ‘wasting’ training on those
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301 employees spread across six ‘
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303 Professional Efficacy. Similarl
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305 experience within the JDCS, and
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307 As is expected in research whic
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309 Houdmont, Kerr and Addley (2012
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311 3e) Phase 1 vs. Phase 5 As desc
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313 that individual employees can w
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315 experience of stress for employ
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317 impractical because there are t
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319 It is also assumed that the lea
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321 Figure 21: Diagrammatic represe
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323 The Job Demands-Control-Support
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325 Chapter XI: Conclusions
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327 organisational management there
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329 use of quantitative approaches
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331 research the relevant systemati
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333 dissertation completion. Having
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335 anonymous to remove any potenti
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337 To conclude and finally sum up
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339 Boddy, D., 2008. Management: An
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341 Chen, W-Q., Siu, O-L., Lu, J-F.
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343 Denis, D.J., 2011. Multiple Lin
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345 Goeders, N.E., 2002. Stress and
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347 in a Study of Health Care Refor
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349 Kompier, M.A.J., & Cooper, C.L.
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351 Mansell, A., & Brough, P., 2005
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353 Narayanan, L., Menon, S., & Spe
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355 Quine, L., & Pahl, J., 1991. St
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357 Senge, P., 1990. The Fifth Disc
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359 Theorell, T., 1996. Flexibility
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361 Yu, L., Chiu, C-H., Lin, Y-S.,
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363 Appendix 1: List of Abbreviatio
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Appendix 3: Hard Copy Survey Tools
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the workday. 3 I feel tired when I
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Appendix 4: Email Invitation to Stu
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Appendix 5: Hard Copy Invitation to
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Appendix 6: Survey 1 MSIT analysis
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8. Do you think aspects of either o
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What are the possible benefits of m
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Appendix 10: Focus Group Schedule 1
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Appendix 11: Focus Group Ground Rul
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Key Words: Stress, Management Stand
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Piloting the combined survey amongs
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[Table 2 near here] DISCUSSION The
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REFERENCES 1. Cousins R, Mackay C,
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Table 1: Comparison of total sub-sc
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Supplementary Table: Bivariate (Pea
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Appendix 14: AR Project Feedback 5
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arise and I was concerned that, pre
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