essential-guide-to-qualitative-in-organizational-research

Table 20.3Collective stressors and coping mechanisms in divisions A, B and C and work unit XDivision A Division B Division C Work Unit XStressors – fluctuation – constantly changing customer – risk of unemployment – work overload– risk of unemployment needs combined with shortage – social undervaluation, – pressure towards more extensive– social undervaluation of time ‘penal colony’ reputation autonomy (blue-collar workers)– poor client satisfaction – implementation of group – culture shock due to a restructuring– intra-company competition bonus system of the organizationCoping – collective responsibility – ‘workaholism’ – rely on hierarchy – weekly meetingsproblem-focused – rotation of employees – providing and relying on getting – watching and controlling peers, – providing and relying on– rely on hierarchy help labelling lazy ones getting help– active sharing of information – solidarity in dividing aversive weekend work– clinging to ‘own group’appraisal- and emotion- – climate (= few conflicts – climate (= ‘perfect’, everyone – climate (= few destructive – climate (= people get along well)focused in the own group) gets along) quarrels in own work group) – belonging to a good work unit (pride)– blaming others – belonging to an ‘all stars’ division – gossiping, creating conflicts with – high degrees of freedom in the– storytelling (‘good old compensates for sacrifices other groups own jobdays’, ‘bun eating’) – stress interpreted as normal – pottering – storytelling (good old days withand as an admired state – enhancing isolation, attributing no hurry)‘badness’ outside of own division – ‘making Porches’ -metaphor– storytelling (‘good old days’, ‘we’rebetter’ measured by other indicators)252 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––