Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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team meetings. Team meetings were identified as the ideal method of employee to management, management to
employee and lateral communication across departments but it was felt that often team meetings were not fit for
purpose. Therefore by making agendas and actions from team meetings available to other departments
throughout the organisation, and as such making team meetings transparent, a two-way communication process
would be ensured.
Results of the interview phase suggested that should individuals experience a negative reaction due to
chronic workplace stress they would not have a clear idea as to the organisational avenues available to them with
respect to overcoming these reactions. In order to deal with this issue it was suggested that the help available to
employees to deal with these stress outcomes is made clear. Therefore hard- and online-copies of the particular
policies designed to deal with these wellbeing problems are to be made available, as well as any other possible
avenues that individuals may turn to for help.
The final area in which the focus groups were concentrated was done so for those employees who worked
outside of the main ‘hub’ of the organisation. Participants based within these satellite sites had a feeling of
isolation from the rest of the organisation due to physical geographic distance. Therefore individuals felt that
holding corporate functions at sites outside of the main hub, or partially paying for travel expenses for employees
to be able to get to these functions, would help with this feeling of isolation. Similarly, a perceived lack of
management attendance in these outer sites was also cited as an exacerbating feature. Therefore by having
‘proportional attendance’ by management across all sites, rather than focussing time and effort on the main
building, would improve the feeling of isolation.