Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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260 demonstrate the convergent ideas to come out of the qualitative and quantitative phases, with an emphasis on the areas which require improvement. Figure 17: Convergent MSIT and qualitative result factors for areas requiring improvement. (a) IT Email Communication Issues Demands (b) Help Available for Stress Don’t Feel Listened To Satellite Sites Feel Separate Managerial Support (c) Don’t Feel Listened To Change Upon combining qualitative and quantitative results, Figure 17 shows that there are a number of convergent areas which require improvement. As depicted in Figure 17 sub-diagram (a) the Demands factor inherent within the MSIT is clearly closely associated with both Email Communication and IT Issues. Demands in the MSIT are the
261 workload, work patterns and/or work environment. While the AI results found that neither work patterns nor work environment required improvement, both email communication and IT issues had the potential to add vastly to employees’ workload. For example, participants described the sheer number of emails as well as an over reliance on the use of email communication as adding vastly to individual employee workloads. Similarly, having problems with IT systems (both hardware and software) both added the amount of time taken to perform tasks as well as to the perceived workload. Managerial Support, or the support an employee feels that he/she received from management and the organisation as a whole, is a second area which required improvement. This quantitative result was corroborated throughout the qualitative process with three particular areas requiring improvement. The first of these, ‘Satellite Sites Feel Separate’, was described by individuals who work within the workplace which are removed from the main ‘hub’ of the organisation (see Chapter V Section 2 for a demonstration of the makeup of the organisation). They felt that they were underserved by management, and the organisation regularly failed to provide obtainable invitations to corporate events due to the geographical distance between the sites. Similarly many individuals felt that they had no idea as to the avenues available to them either through line management, Human Resources or senior management to provide help should an individual experience something that they could not effectively cope with such as stress or bullying. Therefore the support from the organisation on these kinds of issues did not appear to be forthcoming. Thirdly while it has been demonstrated that the participating staff had great enthusiasm and creativity in their work, they often felt that this creativity was underutilised. For example individuals often feeling that, should they put forward constructive criticism to management or suggestions for improvement, they may be criticised for doing so or otherwise the points made would be disregarded.
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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
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75 between departments, functions a
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77 purposes. As previously stated,
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79 buried but learned from, with th
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81 improvement drive. Individual em
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83 world as systematic and HSM evol
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85 exploring their constituent part
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87 intervening in workplace stress,
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90 Chapter V: Conceptual Framework
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92 interaction between demands, con
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95 primary techniques are proactive
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97 2) Organisational Background The
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99 emphasised Handy's four organisa
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101 2011 12.5% 3.4% 8.7% 7.5% 5.5%
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103 Musculo-Skeletal 1271.43 30.3 8
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105 Table 4 shows the number of all
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107 Chapter VI: Methodology The cur
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109 The study also uses the qualita
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111 interpretations of individuals
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113 and the use of qualitative meth
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115 method philosophies” (Maxcy,
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117 develop a vision for change. Th
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119 1b.2) Theoretical Foundations a
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121 2. The Principle of Simultaneit
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Discussion Box 8: How the five prin
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125 2) Dreaming Figure 1: The 4D’
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127 2) Dream 3) Design 4) Destiny 5
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129 Focus Groups Phase 1 Phase 2 Ph
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131 work-related stress (Cousins et
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133 2a.1) Psychometric Properties o
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135 hypothesis testing is difficult
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137 people in some capacity”. The
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139 education services. Table 6 sho
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Discussion Box 11: What the MSIT an
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143 the study of minor psychiatric
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145 2c) ‘Log’ Research Phase Ev
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147 contexts, for example in the wo
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149 2. Why did it go well Further e
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151 Participants were asked to comp
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153 validating instruments, or at t
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155 interview process, providing mo
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157 2e.1) Critique of Focus Groups
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159 also bringing in other members
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161 the use of an Action Research a
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163 again to Jermaine Ravalier at A
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165 following this meeting the Huma
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167 Along these lines the majority
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169 researchers alike. Despite them
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171 related themes were combined in
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173 The potential ethical issues fo
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175
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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
Page 209 and 210: 209 2a.2) Peer Support Peer support
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Page 219 and 220: 219 Chapter VIII Part 2: Interview
Page 221 and 222: 221 confidentiality and anonymity.
Page 223 and 224: 223 As previously described, 13 ind
Page 225 and 226: 225 4a.3) Creative Staff Throughout
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Page 231 and 232: 231 4c.1) Training Champions As abo
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Page 239 and 240: 239 6b) Email Throughout the log ph
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Page 243 and 244: 243 Table 25: proposed change actio
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Page 247 and 248: 247 Chapter VIII Part 4: Synthesise
Page 249 and 250: 249 Chapter VIII Part 4: Synthesise
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Page 253 and 254: 253 In the same manner as emergent
Page 255 and 256: 255 divergent similarities and diff
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Page 267 and 268: 267 The design of a local stress th
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Page 271 and 272: Management Response 271
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Page 275 and 276: 275 Help Available for Stress Feel
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Page 283 and 284: 283 Secondly was the task of a rese
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Page 287 and 288: 287 Chapter X: Discussions The firs
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Page 295 and 296: 295 2a) Research Question 1 “Can
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Page 301 and 302: 301 employees spread across six ‘
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Page 305 and 306: 305 experience within the JDCS, and
Page 307 and 308: 307 As is expected in research whic
Page 309 and 310: 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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