ADITYA CHAODHARY, B-48

8/8/2019 ADITYA CHAODHARY, B-48

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TIME WORK TITLE: -

HANDLING STRESS & WORK PLACE POLITICS

DECLARATION :

I declare that this term paper is my individual work. I have

not copied it from any other students work or from any other source except where due

acknowledgement is made explicitly in the text, nor any part been written for me by another person.

Student signature: - ADITYA CHAODHARY

STUDENT ROLL NO. : - B-48.

COURSE INSTRUCTOR: - MR. DEVDHAR SHETTY.

COURCE CODE: - MGT.512.

SECTION NO. : - 1901.

DATE OF ALLOTMENT:-

DATE OF SUBMOSSION: - 10/12/ 2009.

Evaluators comments:

Marks obtained: - out of:-


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ACKNOWLEDGEMENT

First of all I would like to take this

opportunity to express my gratitude towards all those

people who have helped me in the successful

completion of this term paper, directly or indirectly. I

would also like to express my sincere gratitude

towards MR. DEVDHAR SHETTY (my term paper

guide) for her guidance and help which she willingly

provided at every step of my term paper.

Next, I would like to express my sincere ineptness to

Wikipedia.org, and Google for providing us with all

necessary information for completion of this term

paper.

Finally, I would like to thank all my family and

friends for their encouragement, support and goodwishes


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INTRODUCTION:

Stress is the way that you feel when pressure is placed on you. A little bit of

pressure can be productive, give you motivation, and help you to perform better at something.

However, too much pressure or prolonged pressure can lead to stress, which is unhealthy for the mind

and body. Everyone reacts differently to stress, and some people may have a higher threshold than

others. Too much stress often leads to physical, mental and emotional problems. In the UK, anxiety

and depression are the most common mental health problems, and the majority of cases are caused by

stress. Research by mental health charities also suggests that a quarter of the population will have a

mental health problem at some point in their lives.

Understanding and Dealing with Stress

Stress is a common problem that affects almost all of us at some point in our lives.

Learning to identify when you are under stress, what is stressing you, and different ways of coping

with stress can greatly improve both your mental and physical well being.

This course provides you with some basic information on stress and some simple

recommendations for dealing with stress. It is not intended to take the place of advice from a physician

or counsellor, but it can be the first step in deciding how to manage your stress and increase your well

being.

The index below lists the different sections of this course. To take the course and learnmore about stress management, click on the link at the bottom of this page titled "Begin: Class I: What

is Stress?" As you continue, each section of the course will link to the next section at the bottom of the

page.

If you have any questions about this course, about stress management in general, or

about other services offered by the Mountain State Canters for Independent Living, contact the centre

nearest you.

What Is Stress

Stress is your body's way of responding to any kind of demand. It can be caused by

both good and bad experiences. When people feel stressed by something going on around them, their

bodies react by releasing chemicals into the blood. These chemicals give people more energy and

strength, which can be a good thing if their stress is caused by physical danger. But this can also be a

bad thing, if their stress is in response to something emotional and there is no outlet for this extra

energy and strength. This class will discuss different causes of stress, how stress affects you, the

difference between 'good' or 'positive' stress and 'bad' or 'negative' stress, and some common facts

about how stress affects people today.


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What Causes Stress?

Many different things can cause stress -- from physical (such as fear of something

dangerous) to emotional (such as worry over your family or job.) Identifying what may be causing you

stress is often the first step in learning how to better deal with your stress. Some of the most common

sources of stress are:

Survival Stress - You may have heard the phrase "fight or flight" before. This is a common response

to danger in all people and animals. When you are afraid that someone or something may physically

hurt you, your body naturally responds with a burst of energy so that you will be better able to survive

the dangerous situation (fight) or escape it all together (flight). This is survival stress.

Internal Stress - Have you ever caught yourself worrying about things you can do nothing about orworrying for no reason at all? This is internal stress and it is one of the most important kinds of stress

to understand and manage. Internal stress is when people make themselves stressed. This often

happens when we worry about things we can't control or put ourselves in situations we know will

cause us stress. Some people become addicted to the kind of hurried, tense, lifestyle that results from

being under stress. They even look for stressful situations and feel stress about things that aren't

stressful.

Environmental Stress - This is a response to things around you that cause stress, such as noise,

crowding, and pressure from work or family. Identifying these environmental stresses and learning to

avoid them or deal with them will help lower your stress level.

Fatigue and Overwork- This kind of stress builds up over a long time and can take a hard toll on

your body. It can be caused by working too much or too hard at your job(s), school, or home. It can

also be caused by not knowing how to manage your time well or how to take time out for rest and

relaxation. This can be one of the hardest kinds of stress to avoid because many people feel this is out

of their control. Later in this course we will show you that you DO have options and offer some useful

tips for dealing with fatigue.

How Does Stress affect us?

Stress can affect both your body and your mind. People under large amounts of stress

can become tired, sick, and unable to concentrate or think clearly. Sometimes, they even suffer mental

breakdowns.


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Long-term stress or stress that is occurring over long periods of time can have an even

greater effect on your body and mind. Long-term stress can affect your body by:

Changing your appetite (making you eat either less or more)

Changing your sleep habits (either causing you to sleep too much or not letting you sleepenough)

Encouraging 'nervous' behaviour such as twitching, fiddling, talking too much, nail biting,

teeth grinding, pacing, and other repetitive habits

Causing you to catch colds or the flu more often and causing other illnesses such as asthma,

headaches, stomach problems, skin problems, and other aches and pains

Affecting your sex life and performance

Making you feel constantly tired and worn out

Long-term stress can also have serious effects on your mental health and behaviour. If

you are under stress for long periods of time, you may find that you have difficulty thinking clearly,

dealing with problems, or even handling day-to-day situations as simple as shaving, picking up clothes

or arriving somewhere on time. Some mental signs of long-term stress include:

Worrying and feeling anxious (which can sometimes lead to anxiety disorder and panic

attacks)

Feeling out of control, overwhelmed, confused, and/or unable to make decisions

Experiencing mood changes such as depression, frustration, anger, helplessness, irritability,

defensiveness, irrationality, overreaction, or impatience and restlessness

Increasing dependence on food, cigarettes, alcohol, or drugs

Neglecting important things in life such as work, school, and even personal appearance

Developing irrational fears of things such as physical illnesses, natural disasters like

thunderstorms and earthquakes, and even being terrified of ordinary situations like heights or

small spaces

While occasionally experiencing one or two of the above symptoms may not be causefor concern (everyone has a few nervous habits and difficulties in their lives!), having a number of

these symptoms may mean you are under more stress than you think. But realizing you are under

stress is the first step in learning to deal with stress. We recommend you take our stress test then read

on to learn more about dealing with stress.

Yes, I'm stressed -- "Help!"

You've recognized you're stressed, but what can you do? There are a number of long-term strategies

you can take that include changing your lifestyle, removing yourself from stressful situations, and


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accepting the times when you will be under stress, but for immediate stress relief -- STOP.

BREATHE.

Feel a little better?One of the most immediate and easiest ways to deal with stress is responding to your body's physical

symptoms. Sometimes this can be as easy as stopping what you're doing and taking a few deep,

relaxing breaths. Sound too easy? Well try it.

Are the kids or family getting on your nerves?

Go into another room, or even the bathroom or closet if you need to get away! Shut the door.

Experience the quiet. Take a few deep breaths. Feel the tension go out of your head, neck and

shoulders. Try not to feel too silly for hanging out in the coat closet.

Had another bad day with your boss or another office worker?

Shut the door to your office if you have one and take a few minutes for yourself. No door? Stroll down

the hall, rinse your face in cool water in the bathroom, or head outside for a few lungfulls of fresh air.

Just getting away for a few minutes can be calming and help you relax.

Spent too long studying over the books or trying to finish that report for work?

Push back from your desk. Roll your head and shoulders. Rub your hands together quickly to warm

them and place them over your weary eyes, or just close your eyes and let your face and neck relax.

Breathe in and out deeply. Remember the time your boss / co-worker / teacher / you sat on the jelly

donut.

There -- you've already lowered your stress and your blood pressure in just a few seconds. Because our

first reaction to stress is physical (our body releases chemicals, our heartbeat and breath become faster,

and muscles get tense as we prepare for 'fight or flight'), your first line of defence against stress is

convincing your body to relax again.

Responding to the immediate physical effects of stress can help lessen the long-

term and mental effects of stress. Developing a healthier lifestyle and building activities into your

schedule that help you relax can also help your body, and mind, bounce back from stress. Here are

some other 'quick fixes' and long-term tips for helping you deal with the physical effects of stress.


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Avoiding Office Politics

Yesterday, as I was interacting with one of the senior guy in one of the

well known company in Bangalore, as per his suggestions, if you cannot avoid work-place politics, wea part of it. Well, that was really shocking. My point is very clear:

If you don't know the problem; you are INNOCENT. If you know the problem, but

don't know the solution; you are IGNORANT If you know the problem, you know the solution, but

you don't want to use or implement; you are a CULPRIT. Like every problem, there is a solution to

workplace politics as well, provided you want to be fair in your dealings. To reduce the impact of

politics in your organization, consider the following:

Stress Performance. Rewards must be earned --not granted in return for favours. Base

promotions, assignments and pay increases on performance. This implies that you must develop a

reliable basis for measuring performance.

Accept recommendations based upon their merits -- not on whether you personally

like persons making the recommendations. Reject recommendations because they are unsound -- not

because persons making the recommendations have a history of fighting your proposals. Communicate

everything. Secrets keep organizations sick. Open communication about promotions, new plans,

changes, and bad news -- anything that affects the workplace -- makes it hard for rumor and innuendo

to thrive.

Managers who fully explain their decisions help immunize their culture against deal

making and favouritism."It is sometimes tempting," said a manager, "to make a deal with the devil. To

tell you the truth, I've thought about buying off the leader of the opposition by offering her a good

promotion."

Of course the long-run result of a deal with the devil is the loss of your soul.

Another leader reported, "I knew he was not the best qualified, but I can depend on him to support me

and to do what I ask him to do."Such political decisions by the leaders crush teamwork and

commitment to the overall good.

A short list for reducing politics is:

Measure performance.

Pay off on performance.

Publicize performance data.

Reveal the reasons for decisions.

Openly consider all good ideas.

Shun deal making.


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Do not enter into secret deals.

Avoid all political behaviour.

Why work politics are inevitable:

Some people have more power than others, either through hierarchy

or some other basis of influence for many people, gaining promotion is important, and this can create

competition between individuals, or misalignment between the team's objectives and those of

individuals within it

Most people care passionately about decisions at work and this encourages political

behaviour as they seek to get their way Decisions at work are impacted by both work-related goals and

personal factors, so there is further scope for goal conflict People and teams within organizations often

have to compete for limited resources; this can lead to a kind of "tribal conflict" where teams competeto satisfy their needs and objectives, even when this is against the greater good

ARTICLES

i. Resources and coping with stressful events

Gil Luria, Amram Torjman. Journal of Organizational Behaviour. Chichester: Aug 2009.

Vol. 3.

Abstract

This longitudinal, quasi-field experiment tested whether perceived stress and increase in

perceived stress are related to the resources of the individual, namely, personality (core self

evaluation scale (CSES)), physical fitness, social support (acceptance and/or rejection by

peers), and cognitive abilities. Perceived stress scale (PSS) was administered at two points in

time to participants in a two-day selection process for a military unit, whose stressfulenvironment formed the manipulation in this study. Baseline PSS was obtained from soldiers

before the selection activity, when threatened with resource loss. PSS was next administered

during the selection activity, when individuals had to cope with actual loss of resources and

difficulty in regaining them. As expected, participants perceived more stress during the

selection activity. Participants with higher CSES, higher cognitive abilities and higher levels

of social support perceived lower stress levels prior to the activity. The increase in stress level

was lower for participants with better fitness levels, but greater for participants rejected by

their peers. Exploratory analysis of resource overlap was conducted and revealed a

contribution of few key resources to coping, even in the presence of other resources.


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ii. Psychological capital: A positive resource for

combating employee stress and turnover

James B Avey, Fred Luthans, Susan M Jensen. Human Resource Management. Hoboken:

Sep/Oct 2009. Vol. 48,

Abstract

Workplace stress is a growing concern for human resource managers. Although considerable

scholarly and practical attention has been devoted to stress management over the years, the

time has come for new perspectives and research. Drawing from the emerging field ofpositive organizational behaviour, this study offers research findings with implications for

combating occupational stress. Specifically, data from a large sample of working adults across

a variety of industries suggest that psychological capital (the positive resources of efficacy,

hope, optimism, and resilience) may be key to better understanding the variation in perceived

symptoms of stress, as well as intentions to quit and job search behaviours. The article

concludes with practical strategies aimed at leveraging and developing employees'

psychological capital to help them better cope with workplace stress.

iii. Resources and coping with stressful events

Gil Luria, Amram Torjman. Journal of Organizational Behaviour. Chichester: Aug 2009. V

Resources and coping with stressful events

Abstract

This longitudinal, quasi-field experiment tested whether perceived stress and increase in

perceived stress are related to the resources of the individual, namely, personality (core self

evaluation scale (CSES)), physical fitness, social support (acceptance and/or rejection by

peers), and cognitive abilities. Perceived stress scale (PSS) was administered at two points in

time to participants in a two-day selection process for a military unit, whose stressful

environment formed the manipulation in this study. Baseline PSS was obtained from soldiers

before the selection activity, when threatened with resource loss. PSS was next administered

during the selection activity, when individuals had to cope with actual loss of resources and

difficulty in regaining them. As expected, participants perceived more stress during the

selection activity. Participants with higher CSES, higher cognitive abilities and higher levels


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of social support perceived lower stress levels prior to the activity. The increase in stress level

was lower for participants with better fitness levels, but greater for participants rejected by

their peers. Exploratory analysis of resource overlap was conducted and revealed a

contribution of few key resources to coping, even in the presence of other resources.

iv. Do Social Stressors Impact Everyone Equally? An

Examination of the Moderating Impact of Core Self-

evaluations

Kenneth J Harris, Paul Harvey, K Michele Kacmar. Journal of Business and Psychology. New

York: Jun 2009. Vol. 24, Iss. 2; pg. 153, 12 pgs

Abstract

The purpose of this study was to investigate the relationships between social stressors and the

outcomes of job satisfaction, altruism, and turnover intentions. Additionally, this study

examined the moderating impact of individuals' core self-evaluations on these relationships.

Data were obtained from a branch of the state government in the southeast. Responses were

received from 144 employees. Supervisors provided responses as well, and the matched dyads

where both supervisor and subordinate responses were received numbered 133. We found that

social stressors were negatively related to job satisfaction and altruism and positively related

to turnover intentions. Results also indicated that higher core self-evaluations buffered the

negative influence of social stressors on job satisfaction and turnover intention, but not

altruism. Our results reinforce the notion that social stressors exhibit significant negative

associations with desired job consequences. Another managerial implication relates to

managers when filling vacant positions. When completing this task, managers need to

honestly and accurately assess the social stressors present in their organization. When social

stressors are high, managers should seek to hire individuals who possess higher core self-

evaluations. This study employed a different theoretical perspective, conservation of

resources theory, and extended the nomological network related to social stressors.

Additionally, this study showed the important moderating impact that core self-evaluations

can have on other relationships, whereas the large majority of previous studies have examined

core self-evaluations as a main effect predictor of important organizational outcomes.


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v. Psychosocial work conditions and work stress in an

innovating addiction treatment centre. Consequences

for the EFQM Excellence Model

Udo Nabitz, Paul Jansen, Sandra van der Voet, Wim van den Brink. Total Quality

Management & Business Excellence. Abingdon: 2009. Vol. 20, Iss. 3; pg. 267

Abstract

In the Job Demand Control Model (JDCM) and the EFQM Excellence Model, psychosocial

work conditions are regarded as critical factors for the functioning of the personnel and theorganisation. In order to gain insight into the role of work conditions for the development of

work strain and well-being, an empirical study was conducted in an innovating addiction

treatment centre in Amsterdam, the Netherlands. The Work Stress Monitor on Mental Health

(WSMMH) was used as a measure of the JDCM. A cohort of 209 employees of an addiction

treatment centre, in which a far-reaching innovation programme was carried out, participated

in this study. With the exception of physical demands, job demands, were high, whereas job

controls and the organisational supports were low. Seven out of the 18 work condition scales

significantly predicted work strain and well-being. Age and educational level were positive

related to well-being. Compared with other health care sectors, work in this addiction

treatment centre can be characterised as high-demand low-control and thus as a high strain

job. Seven important predictors for this undesirable situation were identified. These predictors

can be translated into criteria for the EFQM Excellence Model and can be used to enhance the

overall quality of addiction treatment services

vi. State or trait: effects of state optimism on job-related

outcomes

Donald H Kluemper, Laura M Little, Timothy DeGroot. Journal of Organizational Behavior.

Chichester: Feb 2009. Vol. 30, Iss. 2; pg. 209

Abstract

State optimism was hypothesized to be significantly related to six organizationally relevant

outcomes above and beyond the effect of trait optimism. Moreover, state optimism was

hypothesized to have effects on these six outcomes beyond the effects of positive and

negative effect. Conversely, trait optimism was expected to be unrelated to the six outcome


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variables when controlling for state optimism as well as when controlling for affect. These

hypotheses were tested with two samples. First, 772 undergraduate students were assessed to

determine the impact of state versus trait optimism on task performance in the form of course

grade. From this sample, the 261 students working at least 20 hours per week were similarly

assessed with regard to work related distress, burnout, affective commitment, and job

satisfaction. Then, a field sample of 106 employees assessed distress, burnout, affective

commitment, job satisfaction, and supervisor rated task and contextual job performance.

Results indicate state optimism (but not trait optimism) is a potentially powerful indicator of

important organizational outcomes, even after controlling for the effects of positive and

negative effect. Implications of these findings and directions for future research are discussed

vii. Perceived organizational support's role in stressor-

strain relationships

Hettie A. Richardson, Jixia Yang, Robert J. Vandenberg, David M. DeJoy, Mark G. Wilson.

Journal of Managerial Psychology. Bradford: 2008. Vol. 23, Iss. 7; pg. 789

Abstract

The purpose of this study is to examine when perceived organizational support (POS) may be

more likely to play a mediator versus moderator role in stressor and strain relationships byconsidering POS relative to challenge and hindrance stressors, cognitive/emotional and

physical strains. This cross-sectional survey research was conducted in two samples (n=720,

829) of employees working for a large retail organization in the USA. Hypotheses were tested

using structural equation modeling. As hypothesized, results indicate POS mediates

relationships between hindrance stressors and cognitive/emotional strains, but does not

mediate relationships between challenge stressors and physical strains. POS does not

moderate any of the relationships examined. This paper is one of few studies to examine

challenge and hindrance stressors and to examine POS relative to physical strains.

viii. The Interaction of Work Stressors and Organizational

Sanctions on Cyberloafing*

Christine A Henle, Anita L Blanchard. Journal of Managerial Issues. Pittsburg: Fall 2008.

Vol. 20, Iss. 3; pg. 383, 19 pgs


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and quality management. Australians and Singaporeans experienced similar pressure from

superiors concerning financial, organisational, data, planning and external relations

management. Singaporeans reported more pressure from peers in all work domains. In

Singapore superior and peer managers applied pressure to similar activities but areas targeted

by Australian peer and superior managers were not significantly related. Singaporean

superiors were more likely to apply pressure through deadlines and appraisals. Convenience

samples from one occupational sector may limit the generalisability of the results. Knowledge

of the degree and sources of stress encountered by middle managers in an Anglo and a

Confucian-Asian culture may enhance organisational communication both within and

between these cultures. Although it is a crucial issue, pressures exerted on managers by

superior and particularly peer managers regarding specific managerial work pursuits has

received little attention, particularly from a cross-cultural perspective.

xi. Indirect leadership under severe stress: a qualitative

inquiry into the 2004 Kosovo riots

Gerry Larsson, Thorvald Haerem, Misa Sjberg, Aida Alvinius, Bjrn Bakken. International

Journal of Organizational Analysis. Bowling Green: 2007. Vol. 15, Iss. 1; pg. 23, 12 pgs

Abstract

The purpose of this research is to develop a theoretical understanding of indirect leadership in

a severely stressful peacekeeping context, focusing on the perspective of subordinates.Peacekeeping missions in recent decades have led to increased exposure to acute danger.

Retrospective in-depth interviews were carried out with 17 Norwegian officers and soldiers,

who were involved in the handling of a violent riot in Kosovo during a peacekeeping mission.

The interviews were analyzed using a grounded theory approach. A model emerged with three

categories: Situational Characteristics, Organizational Characteristics, and the Commander's

Intent. A related core category was labeled Subordinates' Appraisal or Sensemaking. During

the climax of the riot, a strict following of the ordinary chain of command was impractical.

Local initiatives at lower organizational levels were needed, but these, in turn, required

competence and a trustful organizational environment.

xii. Humanizing work: surviving in the culture of

technology


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John Renesch. Foresight : the Journal of Futures Studies, Strategic Thinking and Policy.

Bradford: 2006. Vol. 8, Iss. 6; pg. 26

Abstract

Purpose - The purpose of this paper is to demonstrate the trends toward work being moresuitable for machines than people, which promotes more addictive lifecycles. This paper

suggests ways people can reverse this trend to cut them off from their humanity and create

ways of working that are more natural, uplifting, life-affirming and healthier for people.

Design/methodology/approach - The approach is to cite evidence of growing dysfunction,

including facts and studies that support the trends; to explain how this has occurred; to

describe how systems behave and misbehave; and to call for transformation. Findings - This

paper finds that people are suffering more stress, experiencing a reduced quality of life,

getting sick more often and are less happy. And most of them don't realize why they are less

happy because they seem to have so much (material wealth) to be grateful for. The findings

include a way to reverse these trends and return to a life more suitable to human beings.

Practical implications - The practical implications are that people will start working in ways

that are consistent with these new values and consciousness, finding newfound excitement

and enthusiasm for their work, and reawakening their passions for living and working. This

will produce happier people, more effective organizations and a healthier society.

Originality/value - The value of this paper is to provide a "wake-up call" to those who find

themselves entranced by convention and numbed by pressures from the systems they live and

work in, so they start thinking less obsessively, working less mechanically and demanding

more people-friendly work and ways of living.

xiii. Relationships Among Burnout, Job Involvement, and

Organizational Citizenship Behavior

Su-fen Chiu, Miao-Ching Tsai. The Journal of Psychology. Provincetown: Nov 2006. Vol.140, Iss. 6; pg. 517, 14 pgs

Abstract

R. Cropanzano, D. E. Rupp, and Z. S. Byrne (2003) found that emotional exhaustion (i.e., 1

dimension of burnout) negatively affects organizational citizenship behavior (OCB). The

authors extended this research by investigating relationships among 3 dimensions of burnout

(emotional exhaustion, depersonalization, and diminished personal accomplishment) and

OCB. They also affirmed the mediating effect of job involvement on these relationships. Data

were collected from 296 paired samples of service employees and their supervisors from 12hotels and restaurants in Taiwan. Findings demonstrated that emotional exhaustion and


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diminished personal accomplishment were related negatively to OCB, whereas

depersonalization had no independent effect on OCB. Job involvement mediated the

relationships among emotional exhaustion, diminished personal accomplishment, and OCB.

xiv. Management Are Aliens! RUMORS AND STRESSDURING ORGANIZATIONAL CHANGE

Prashant Bordia, Elizabeth Jones, Cindy Gallois, Victor J Callan, Nicholas DiFonzo. Group &

Organization Management. Thousand Oaks: Oct 2006. Vol. 31, Iss. 5; pg. 601, 21 pgs

Abstract

Rumors collected from a large public hospital undergoing change were content analyzed, and

a typology comprising the following five broad types of change-related rumors was

developed: rumors about changes to job and working conditions, nature of organizationalchange, poor change management, consequences of the change for organizational

performance, and gossip-rumors. Rumors were also classified as positive or negative on the

basis of their content. As predicted, negative rumors were more prevalent than positive

rumors. Finally, employees reporting negative rumors also reported more change-related

stress as compared to those who reported positive rumors and those who did not report any

rumors. The authors propose that rumors be treated as verbal symbols and expressions of

employee concerns during organizational change.

xv. Cooperation and stress; Exploring the differential

impact of job satisfaction, communication and culture

Rachid Zeffane, Dominic McLaughlin. Management Research News. Patrington: 2006. Vol.

29, Iss. 10; pg. 618

Abstract


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xvii. Work as a Human Activity

Terrence Fernsler. Nonprofit World. Madison: Mar/Apr 2009. Vol. 27, Iss. 2; pg. 28, 1 pgs

FULL TEXT

Employment is often viewed as a purely economic relationship. But for

most employees, work is a human activity. We commonly identify with it ("What do you

do?"). We spend more time at work than most, if not all, other activities, even sleep.

Achieving economic prosperity, human dignity, and appreciation for human rights

requires that we balance efficiency with equity (fair treatment) and voice (employee input).

The question is how to govern the workplace to achieve this vital balance. In most

workplaces, employment is an economic transaction, with employees and employers

considered equals in the labour market. In reality, we know they're not equals, because

property rights are still favoured over labour rights, and because employers typically have far

greater resources.

Unions and government regulations are supposed to equalize the power between

workers and management. Indeed, classical labour relations studies rely on unions to provide

equity and voice in the workplace. Unions in the United States concentrate on making

organizations efficient while providing equity, but their focus has narrowed to obtaining

decent working conditions and a fair share of the profits. That's perhaps why few nonprofits

have unions - profits aren't a motivator in non-profit organizations, and equity is often

achieved through other means. Unions tend to be inflexible in a rapidly changing

environment. Sometimes they actually remove employee decision making. Today, according

to John W. Budd, unions represent only about 10% of workers, shifting the focus of many

workplaces toward efficiency at the expense of not only voice but equity as well.

Budd examines various systems of employee relations, and how each fares with

efficiency, equity, and voice. He indicates the appropriate system toward which an

organization might shift if there's a need for greater efficiency, equity, or voice.

These three essentials - efficiency, equity, and voice - are often in conflict. But if

we believe in democracy, adding equity and voice to the human activity of work is important.

Doing so is supported by major philosophies and religions, as Budd demonstrates. Balancing

equity and voice with efficiency is what most nonprofits work for; indeed, it is the purpose of

many.

As the need for greater equity and voice becomes increasingly recognized, our

organizations can be role models for adding a human face to employment. Employee

satisfaction and participation have always been important in the non-profit sector, and fairness

and participation have long been viewed as vital parts of our workplaces. This is an area

where we'll be looked to as leaders, so it's important that we understand how to balance

efficiency, equity, and voice in our workplaces and this book shows us how.


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xviii. Workaholism

Bonnie A Osif. Library Administration & Management. Chicago: Summer 2008. Vol. 22, Iss.

3; pg. 155, 6 pgs

Abstract

Osif discusses some of the many resources pertaining to workaholism, which has a real and

important implications in all of people's lives. Among others, Spence and Robbins define a

workaholic as "a person who exhibits three properties: In comparison to others, the

workaholic is highly work involved, feels compelled or driven to work because of inner

pressures, and is low in enjoyment of work." Work enthusiasts, on the other hand, score high

on work involvement and work enjoyment, and low on feeling driven to work. Enthusiastic

workaholics score high on all three components.

xix. Creativity and workplace attractiveness in professional

employment

Abigail Marks, Tony Huzzard. Journal of HRCA: Human Resource Costing & Accounting.

Bradford: 2008. Vol. 12, Iss. 3; pg. 225

Abstract

The purpose of this paper is to investigate the notion of attractive workplaces in the specific

context of creative professional employment. Based on observations and interview data at

knowledge-based firms in the UK, the paper looks at the extent to which employees are

"rewarded" with the offer of creative work and the degree to which this offer really involves

greater benefits for employees in terms of professional prestige and the confirmation of theiridentities as professional workers in the creative industries. The paper finds that creative

needs remain important components of the attractive workplace, but increasingly also of

importance are the extrinsic rewards of an acceptable work-life balance as the age profile of

the technology worker changes and technology stagnates. This research focused on one group

of workers within one specific country. Whilst it was found that work in the software sector is

becoming less creative, this may not be the case across all contexts. There is clearly a

problem, of developing young technology specialists within Scotland. In order to maintain the

"Smart, Successful Scotland" propounded by the Scottish Government, drastic steps need to

be taken to educate the IT workers and indeed, entrepreneurs of the future. This paper is new


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as there has been little recent research undertaken examining the IT sector in Scotland. More

generally, there is a scarcity of work focusing on workplace attractiveness for IT specialists.

xx. Organizational politics and employee attendanceGilmore, David C,Ferris, Gerald R, Dulebohn, James H, Harrell-Cook, Gloria. Group & Organization

Management. Thousand Oaks: Dec 1996. Vol. 21, Iss. 4; pg. 481, 14 pgs

Abstract

Organizational politics has been conceptualized as a source of stress and conflict in the workenvironment, with the potential for dysfunctional outcomes at both the individual and organizationallevel. One possible consequence of politics is the exercise by employees of withdrawal behaviors,particularly absenteeism. Further, the likelihood of negative outcomes may be substantially enhancedby the lack of understanding. A study investigated the extent to which such understanding, measuredas tenure working for supervisor, moderated the perceptions of politics-employee attendancerelationship. Moderated regression results (after controlling for quality of supervisor-subordinaterelationship) provided support for the hypothesis, demonstrating that under conditions of lower tenure

working for supervisor, increases in perceptions of politics were associated with lower attendance,whereas no relationship was found between politics and attendance under conditions of higher tenureworking for supervisor. Implications of the results are discussed.

xxi. Perceptions of politics: Does measuring different foci matter?John M Maslyn, Donald B Fedor. Journal of Applied Psychology. Washington: Aug 1998. Vol. 83,Iss. 4; pg. 645

Abstract

Whether organizational members make a distinction between work-group and organizational politics isinvestigated. Additionally, whether the two foci make independent contributions to explain outcomes towhich political behavior has been previously associated is explored. The results indicate that it can beimportant to distinguish political activity at different levels in the organization. The confirmatory factoranalysis supported the measurement of politics at the organizational and work-group levels, and theregression results indicated that they are related to different outcomes. Employees did not perceivethe same mean level of politics for the group and the organization, adding support to the notion thatemployees experience separate political environments at work and do draw distinctions between

them. It is suggested that there may be unique foci-related relationships.
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xxii. Risks of war: Preventing battles on the home frontMichael Prine.Business Insurance. Chicago:Mar 31, 2003. Vol. 37, Iss. 13; pg. 1, 2 pgs

Abstract

Even though the war in Iraq is thousands of miles away, it can create issues in workplaces in the US.Workforces frequently encompass a wide range of political and moral opinions and, at a time ofheightened concern, employers should be sensitive to a host of issues, including the need to maintaina non-threatening workplace environment and worker productivity, employment specialists say.Employment attorneys agree that, currently, the main employment practices concern is the expressionof anti-Arab or anti-Muslim sentiments in the workplace. Although some employers can legally forbidall political speech, such action is not necessarily wise, lawyers caution. Taking action against anemployee that is involved in either a pro- or anti-war protest should be avoided, attorneys say.

xxiii. Politics & Economics: Philadelphia Sales Job; RetainingGraduates Has Been a Tall Order

Dean Treftz. Wall Street Journal. (Eastern edition). New York, N.Y.: Apr 2, 2007. pg. A.7

Abstract

First, along with area schools, Campus Philly works to boost applications and total enrollment, whichnow exceeds 350,000 students. Next, it tries to build up students' fondness for the area, starting eachfall with a festival for students. Last September's included a motocross rally, rapper Fat Joe and pop-punk band Saves the Day. It also reaches out with a booklet of coupons and event listings, severalcareer and internship fairs, and a Web site, www.campusphilly.org, featuring articles by students andlists of activities from sporting events to concerts. "A student might see [a link to a career fair] whenthey're looking for their party," Campus Philly Director Jon Herrmann says.

Finally, Campus Philly looks to seal the deal with internships, giving students a taste of what life couldbe like after graduation. "It's kind of a 'try it before you buy it' strategy," Mr. Thornburgh says.

Others retain a view of Philadelphia as a gritty place with a less- than-vibrant culture. Detroit nativeEldra Walker, in her second year of a masters program in historical preservation at the University ofPennsylvania, says she will focus her job hunt on Washington, D.C., where she previously worked."Even if it wasn't as well-paying a job, I'd still take it in D.C., because I just like it more," Ms. Walkesays. "There would just have to be more things to do, a wider variety of cultural attractions" to win herover.

i. Embodied Political Performativity in Excitable Speech:Butler's Psychoanalytic Revision of Historicism

Molly Anne Rothenberg.Theory, Culture & Society. London: Jul 1, 2006. Vol. 23, Iss. 4; pg. 71
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Abstract

The critical commentary on Judith Butler's Excitable Speech: A Politics of the Performative focusesprimarily on her use of speech-act theory for political purposes. Admitting the limitations ofAustin's work, she introduces an extended supplement to her linguistically based performative theoryin Excitable Speech: a discussion of embodied subjectivity presented in ways never before instanced

in herwork. That is, in this text, she continues to use speech-act theory articulated with Derrideaniterability (her usual practice) to ground performativity, while presenting a version of embodimentnewly derived from psychoanalysis to establish the political efficacy of the subject. Although this shifthas gone unremarked in the literature, Butler herself treats this psychoanalytic dimension as animatingthe entire argument. This article reviews her logic and the place that psychoanalysis holds in hertheory to establish the viability of the embodied political performative and its utility for historicism

ANALYSIS:

In this difficult economy, you may find it harder than ever to cope

with challenges on the job. Both the stress we take with us when we go to work and the stress

that awaits us on the job are on the rise and employers, managers, and workers all feel the

added pressure. While some stress is a normal part of life, excessive stress interferes with

your productivity and reduces your physical and emotional health, so its important to find

ways to keep it under control. Fortunately, there is a lot that you can do to manage and reduce

stress at work. For workers everywhere, the troubled economy may feel like an emotional

roller coaster. "Layoffs" and "budget cuts" have become bywords in the workplace, and the

result is increased fear, uncertainty, and higher levels of stress. Since job and workplace stress

grow in times of economic crisis, its important to learn new and better ways of coping with

the pressure. The ability to manage stress in the workplace can make the difference between

success or failure on the job. Your emotions are contagious, and stress has an impact on thequality of your interactions with others. The better you are at managing your own stress, the

more you'll positively affect those around you and the less other people's stress will negatively

affect you. When stress on the job is interfering with your ability to work, care for yourself, or

manage your personal life, its time to take action. Start by paying attention to your physical

and emotional health. When your own needs are taken care of, youre stronger and more

resilient to stress. The better you feel, the better equipped youll be to manage work stress

without becoming overwhelmed.

Taking care of yourself doesnt require a total lifestyle overhaul. Even

small things can lift your mood, increase your energy, and make you feel like youre back in

the drivers seat. Take things one step at a time, and as you make more positive lifestyle

choices, youll soon notice a noticeable difference in your stress level, both at home at work.

A reader asks about the pervasive problem of office politics. I'll begin my

answer with some introductory remarks. Then I will share her e-mail so you get a sense of her

overall situation. After that I will respond point by point. I have numbered the paragraphs in

her e-mail so I can refer to their number, instead of repeating what she wrote. Finally, I will

end with some concluding remarks.

I thank our reader for raising the important issue of office politics. The

office environment is like a family environment. Coworkers, like family members, may


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experience rivalry, frustration, a struggle for recognition, and a desire to become leader of the

pack. In the struggle to assert oneself, harsh words and devious deeds may take place. Yes,

the struggle may be painful, but in your heart, how can you blame family members or

coworkers for lashing out at you? After all, their criticism says less about you than it does

about them. They act spitefully not because they are vicious at heart, but because they are

scared, insecure, and feel under attack. When we awaken to this fact, it becomes easier to

accept others and realize that we've got to learn how to get along if we wish to succeed in

life.Enough of an intro, let's move on to our reader's e-mail.

"I read about manipulative people and how we should not let them take

advantage of us, and I read 'Nasty People' and how we should look at them (1).

"What if a colleague pretends to be busy. She told our boss that I am not

working as hard as I should, and that I come to work late. She destroyed the opinion that my

boss had of me, which was excellent. And she spends half of the day on the phone or working

on her second job, which nobody knows about (2).

"What do you do when she decides to do only the work she thinks is

important? And she even has the nerve to ask me to do trivial things. What do you do in such

a case? Do you let her be or do you talk to somebody (3)?

"How do I erase the feelings of unfairness that destroy my peace of mind, undermine my

status at work (4) and rob me of the benefits I should have (5)?

"This problem has been going on for four years now and it's a source of

great stress and sadness for me. I often wanted to go to the boss and open his eyes but I don'twant to nail anybody, and I would look like the one at fault. When I get compliments from

people I work with or people that I help, she becomes unbearable. And I'm five years older

than her with much more experience, and a higher I.Q. and E.Q. (6)

"Something else, I love people and my nature is to help them. That's why when I read articles

and books about personal development, I want to share the word with all the people I know

(7)."

Here are my comments to our reader. 1) Who do you suppose will be more

successful in life, Mr. X who is reading "How to Get along with Others" or Mr. Y who isreading "How to Protect Yourself from Manipulative People"? Can you see how Mr. X is

thinking about WE while Mr. Y is thinking about ME? Can you see how Mr. X is working

from the assumption that all people are decent and worthy of friendship while Mr. Y believes

others are out to get him and cannot be trusted? Are you surprised that Mr. X has many

friends and feels in control of his life while Mr. Y is under stress, unhappy, and feels like a

victim?


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http://www.mtstcil.org/skills/stress-intro.html.


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http://www.citehr.com/17896-workplace-politics-its-affect-organizational-

culture.html.


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ADITYA CHAODHARY, B-48