The Emerging Challenges in HRM

HR Managers face numerous problems in the current company climate, including globalization, workforce diversity, technological advancements, and changes in the political and regulatory environment.

All of these obstacles put more pressure on HR managers to find, keep, and develop outstanding employees. HR professionals must not ignore these issues; rather, they must devise and implement innovative processes for improving human resource skills and competences in order to prepare people to meet new challenges.

Ø Globalization

Globalization is the process of denationalization of markets, politics, and legal systems on a political and economic level, i.e. the use of the so-called global economy.

Globalization refers to the expansion of market forces that have existed for centuries at all levels of human economic activity (village marketplaces, metropolitan industries, and financial hubs) across national borders.

It means that global trade and financial markets are becoming increasingly intertwined. The growing globalization of company has ramifications for HRM in terms of unfamiliar laws, languages, practices, competitions, attitudes, management styles, and work ethics, among other issues.

HR managers face a difficulty in dealing with more functions, more diverse functions, and greater participation in the personal lives of employees.

 

Ø Workforce Diversity

According to Thomas (1992), dimensions of workplace diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience.

The capacity to manage a varied body of personnel that can contribute fresh ideas, perspectives, and opinions to their work is critical to any organization's future success.

If a business can leverage on this melting pot of varied skills, the challenge and challenges of workplace diversity can be turned into a strategic organizational benefit.

An organization can respond to business opportunities more quickly and creatively with a mix of talents from various cultural origins, genders, ages, and lifestyles, especially in the global market.

Ø Technological advances

The effort of adapting the workplace to rapid technology advances that alter the nature of work and cause obsolescence is difficult.

The move from touch labor to knowledge work has tended to diminish the number of jobs that require little expertise and increase the number of positions that demand great competence. There is cutting-edge operating technology available.

Organizations must adapt their technologies in this environment. New technology promotes joblessness, but it also creates a scarcity of skilled labor. Similarly, technology progress creates organizational obstacles and challenges.

Ø Changes in the Economic Environment

This includes looking at the effects of various factors on production. Scarcity of raw materials and other inputs, such as power and electricity, encouragement of consumerism, increasing consumer awareness and demand for quality products, continuing upward trend in inflationary pressures with decrease in the purchasing power of the rupee and its spiraling effects in the ever-increasing aspirations of workers for higher wages and other material benefits, and mounting costs on the employee welfare system are just a few of the key factors.

In an inflationary economy, resources become scarce, and machine, material, and labor costs rise dramatically. These factors raise capital and operating costs.

Ø Changes in political and legal environment

Changes in the political and legal environment result in changes in political parties and rules regulations, resulting in new laws that must be followed when doing business.

Many changes are taking place in the legal and political framework in which the country's industrial relations system now operates.

Human resource and labor relations executives must thoroughly study the implications of these developments and make required adjustments within the firm in order to maximize human resource utilization in the future.

Human Resource managers are responsible for anticipating changes and preparing the organization to deal with them without disrupting routine operations.

 

Ø How can we overcome these obstacles?

1. Cross cultural training of HR personnel so that they understand other cultural people

2. Motivate Professional personnel more and more so that do not change organization more frequently financial motivation is not always required you can motivate through non-financial motivation like encouragement, training of employee, job satisfaction

3. HR should adopt the change at internet speed.

4. Shifting HR strategy with changing economy – strategy of HR should be agile, capable of flexing and adaptive to changes in the economy.

5. Technical changes in the workplace often require the implementation of additional training for workers. As training and development is generally the realm of the HR department, this creates yet another challenge for human resource managers. HR must first determine what training is necessary and then implement training measures to ensure all workers can keep up with technical changes. Human resource managers must also determine when it may train existing employees, and when it must search for new workers to fill technical positions within the organization

6. Training of HRIS – Human resource information system should be given to the HR managers or HR professional so that they can overcome Information Technology challenges.

7. Proper performance evaluation system and proper career development plans should be used in the organization to reduce professional mobility.

 

References

1. http://www.fibre2fashion.com

2. http://www.scribd.com/ritesagarwall/d/19269071- Human-Resource-Mgmt

3. http://www.slideshare.net/birubiru/emerging-challenesin-hrm-7623957

4.http://www.citeman.com/12486-factors-influencing-thepersonnel-function.html#ixzz2jMX5dIrC

 

Role of HRIS in Improving Modern HR Operation

A Human Resources Information System (HRIS) is the integration of software, hardware, support functions and system policies and procedures into an automated process designed to support the strategic and operational activities of the human resources department and managers throughout the organization.

HRIS are system used to data collection, recording, storage, analysis, and retrieval systems for an organization's human resources. The human resource manager's job has traditionally included gathering data on various elements of work life, such as wage and payroll, compensation, leave, accidents, superannuation, and employee perks.

Functions of HRIS

Nature and Benefits of HRIS

Modern human resource information systems are comprehensive, accurate and accessible systems for recording employee and work data relevant to HRM, HR and organizational planning.

HRIS is the system used to acquire, store, manipulate, analyze, retrieve and distribute pertinent information regarding an organization ‘s human resources.

Its purpose is to facilitate, or support, straight, tactical and operational decision making, to avoid litigation, to evaluate programs, policies, or practice and daily operations Specific benefits of such systems include:

i.                 Improved planning and program development using decision support software. Faster information processing and improved response times

ii.               Decreased administrative and HR costs

iii.             Accuracy of information

iv.             Enhanced Communication at all levels. Not all systems fulfill all these requirements, nor is such a complete system suitable for all organizations. Essentially however all HRIS contain information on:

 

· Employees

· Jobs and work conditions

· Positions

· HR events (e.g. recruitment. training and development, performance

appraisals, and terminations).

Comprehensive and integrated HRIS can be used widely -in administrative, operational and strategic fields by HR and other managers.

HRIS enables the human resource department to make a more active role in organizational planning. Computerization will make forecasting more timely, cost effective, and efficient.

Integration and storage in a single database all of the human resources information. HRIS will accelerate the process of comparing costs and benefits of human resources activities.

An effective HRIS will facilitate the east storage and retrieval of human resources records that are very vital for operations. Human resources information systems (HRIS) can play an important part in a company’s HR function.

After all, we live, work and play in the information age. Implementing an effective HRIS can be sure-fire for HR to stay on the cutting edge in its bid to deliver more effective and streamlined service.

Types of Human Resource Information (HRIS)

Operational HRIS

These systems include information about the organization ‘s positions and employees and about governmental regulations.

1.    Employee Information Systems:

2.    Position Control Systems

3.    Applicant Selection and Placement Information Systems:

4.    Performance Management Information Systems:

5.    Government Reporting and Compliance Information Systems:

Tactical HRIS

Tactical information systems provide managers with support for decisions that emphasize the allocation of resources. Within the human resource management area, these decisions include recruitment decisions; job analysis and design decisions, training and development decisions, and employee compensation plan decisions.

1.    Job Analysis and Design Information Systems

2.    Recruiting Information Systems

3.    Compensation and Benefits Information Systems

4.    Employee Training and Development Systems

Strategic HRIS

1.    Information Systems Supporting Workforce Planning

2.    Information Systems Supporting Labor Negotiations

3.    Specialized Human Resource Information Systems Software

 

HRIS is developed around six main areas of human resource management viz., e-recruitment/applicant tracking, e-training, e- payroll, e-benefits, e-self-service and e-time and labour management.

1.0  E-recruitment / Applicant Tracking:

2.0  E-training

3.0  E-payroll

4.0  E-benefits

5.0  E-self-service human resource

6.0  E-time and labour

 

Reference

Mumford, E., (2003). Redesigning Human Systems. Idea Group, USA. http://www.citeman.com/8026-hris-implementation-pitfalls/#ixzz17xh9KkIx

Mercer Human Resource Consulting, (2007). HR transformation in Europe: A Mercer Study. Survey Report. http://www.proboards.nl/data_docs/HRT_Europe_Report_07.pdf

 

 

Basics of Employee Evaluation Process 

Employee Performance

Performance can be demonstrated in the improvement of production, easiness in utilizing new technology, or being a highly motivated individual (Nassazi, 2013). As organizational leaders strive to achieve higher levels of employee performance, they should establish goals and standards, which performance can be measured against. The training and development function is mainly responsible for employee performance (Asim, 2013).

 

Employee Performance Hypothesized

·      Employee performance is defined as the outcome of individuals with respect to process, results, relevance, and success (Nassazi, 2013).

·   According to Arinanye (2015), the measures of success are focused on productivity, efficiency, effectiveness, quality, and attendance of work. It is the overall achievement of a particular task measured against pre-selected standards of accuracy, cost, and speed; or the strategic approach to enhancing organizational effectiveness by improving the performance of individuals who work in the organization.

 

Factors Impacting Performance

Asim (2013) provided factors, such as lack of proper equipment and skills, high work load, inadequate more clerical hold, non-attendance of key human resources, insufficient routine of managers, undecided objectives or performance standards, deficient statement within the organization, pressure from coworkers to limited presentation, and lack of ability to get things done more.

According to Nassazi (2013), working conditions impact the manual or mental work on employees as they may become fatigued; thus, endangering organizational property and increasing the possibility accidents, low morale, or loss of life. As a result, organizations should provide noise-free working environments, adequate lighting systems and temperatures.

Developing a positive safety culture ensures good working environments; therefore, improving the overall employee performance.

In addition, organizations should contemplate on their reward systems. The main objective for implementing reward systems is to attract and retain quality employees. Organizations may opt to implement performance-based pay systems to reward individuals according to performance standards and profitable goals and objectives.

Furthermore, modeling teamwork in the workplace is of vital importance. Teamwork is the interaction of two or more individuals working toward achieving particular goals and objectives.

 

Employee Performance Evaluation

There are organizations that may not be using a systematic approach for assessing employee performance. Therefore, the concern of this action is that it produces unclear, inefficient, and ambiguous evaluation results (Ahmed, Sultana, Paul, & Azeem, 2013).

For this reason, it is vital for organizations to create a systematic approach for assessing performance. Typically, employee performance is measured in terms of outcomes and behaviors, according to predetermined standards set by the organization. Employee performance outcomes may be determined on personal, organizational, environmental, motivation, skill level, aptitudes, or role perceptions factors.

Nassazi (2013) and Arinanye (2015) provided four examples of employee performance assessment metrics used in organizations:

(1) Productivity which is the amount of input resources converted into goods and services.

(2) Efficiency and effectiveness which is the capacity of producing outcomes with minimal resources in order to achieve particular objectives.

(3) Quality which is a distinctive trait of a product or service that fulfills a need.

(4) Profitability which is the capability to consistently earn profit during a time period.

 

Performance Evaluation Guidelines

Commonly, organizational policies and procedures ensure that employee performance evaluations are accomplished in a timely and effective manner, since such documents provide the guidelines or courses of action in identifying and fulfilling employee developmental needs (Nassazi, 2013). Elnaga and Imran (2013, p. 143) provided some guidelines when assessing employee performance:

 

·       Ability: Assess abilities and issues, such as physical and health status. Consider how these factors impact job requirements and capabilities.

·       Standards: Assess perceptions in regards to work tasks, roles, responsibilities, relationships, time management, and how these elements impact organizational goals and objectives.

·       Knowledge and Skills: Assess if knowledge and skills are aligned to work tasks. If they are not aligned, identify training and development opportunities to fulfill this gap.

·       Measurement: Assess the actual employee evaluation approach in terms of unbiased task performance.

·       Feedback: Assess if leaders provide regular, continuous work performance feedback and its alignment to compensation.

·       Environment: Assess availability of resources, tools, and time necessary to perform work tasks.

·       Motivation: Assess the incentives or consequences for good or bad performance and how it impacts employee motivation.

 

Nassazi (2013) provided six different approaches for assessing employee performance in the workplace:

(1) Supervisory assessment is completed by the employee’s supervisor and reviewed by the senior manager.

(2) Self-assessment is achieved by the employee prior the performance interview session.

(3) Subordinate assessment is when a team member assesses the leader in order to develop the employee rather than for administrative reasons.

(4) Peer assessment is accomplished by colleagues and data is collected into a single profile so the supervisor can use it during the interview session.

(5) Team assessment is focused on team accomplishments rather than individual performance.

(6) Customer assessment is performed by both internal and external customers.

References

Asim, M. (2013). Impact of motivation on employee performance with effect of training: Specific to education sector of Pakistan. International Journal of Scientific and Research Publications, 3(9), 1-9.

Nassazi, N. (2013). Effects of training on employee performance: Evidence from Uganda (Unpublished doctoral dissertation). University of Applied Sciences, Vassa, Finland.

Arinanye, R. T. (2015). Organizational factors affecting employee performance at the College of Computing and Information Sciences (COCIS), Makerere University, Kampala, Uganda (Unpublished master dissertation). Uganda Technology and Management University, Kampala, Uganda

Ahmed, I., Sultana, I., Paul, S. K., & Azeem, A. (2013). Employee performance evaluation: A fuzzy approach. International Journal of Productivity and Performance Management, 62(7), 718-734.

Elnaga, A., & Imran, A. (2013). The Effect of Training on Employee Performance. European Journal of Business and Management, 5(4), 137-147

 

 

Importance and Benefits of Training and Development

Employee Training and Development

Organizations aim to be successful through distinguished plans, services, competences, and products. However, such elements need to be envisioned, developed, implemented, and sustained by well-trained individuals.

Though employee training and development could be a challenging task for many leaders, most of the organizations are investing significant amount towards the employee training and development activities.

These investments on employee training and development comprises diverse content areas, such as mandatory, compliance, managerial, supervisory, executive development, customer services, sales, interpersonal skills, and others.

Training and Development Theorized

Training and development is a function within Human Resources management used to fulfill the gaps between current and expected performance (Elnaga & Imran, 2013; Nassazi, 2013).

According to Business Dictionary (training, n.d.), training is an “organized activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill.”

Training is planned and systematic activities which are focused on enhancing the level of skills, knowledge, and competency (Nassazi, 2013).

Purposes of Training and Development

Employee training and development occurs at different levels of the organization and helps individuals in attaining diverse goals.

According to Elnaga and Imran (2013), this effort assists individuals in decreasing their anxiety or frustration encountered in the workplace.

When a task is not properly performed and the end results are not perceived as expected, the individual may not feel motivated to keep performing (Asim, 2013).

Individuals who are not able to perform at the expected level of performance may even decide to leave the organization, because they feel they are not productive and become dissatisfied with their job.

For this reason, employee training and development serves as the tool that not only enhances the competencies required to perform a job, but it also provides the means to assist individuals in feeling more satisfied with the results of their performance. Enhanced competencies lead to better performance and retention.

 

Benefits of Training and Development

The following are common benefits of employee training and development, according to Nassazi (2013):

 

(1) It increases employees’ morale, confidence, and motivations.

(2) It lowers production costs because individuals are able to reduce waste.

(3) It promotes a sense of security which in turn reduces turnover and absenteeism.

(4) It increases employees’ involvement in the change process by providing the competencies necessary to adjust to new and challenging situations.

(5) It opens the doors for recognition, higher pay, and promotion.

(6) It helps the organization in improving the availability and quality of its staff

  

Individual Benefits:

Training and development programs help individuals in learning the soft, functional, and technical skills necessary to perform their jobs.

They achieve higher level of job satisfaction, because they feel they are investing in their own future.

They feel that their role within the organization has a real purpose. Since the individuals’ loyalty tends to increase substantially, they invest more of their time and effort in achieving the bottom line for the organization.

Individuals tend to proactively seek opportunities to acquire innovative skills, to experience diverse roles and responsibilities, and to look for additional personal and professional development.

Such tendencies increase their confidence, self-esteem, and job gratification. Training and development enhance the overall performance of individuals.

Organizational Benefits:

Training and development programs assist organizations in staying competitive in the marketplace.

According to Wanger (as cited by Jehanzeb and Bashir, 2013), the American Society for Training and Development (now called the Association for Talent Development) found that there is a relationship between financing in employee training and development programs and higher revenues from stock market.

As a result, training and development programs help organizations in retaining their talent, differentiating themselves against other organizations, improving their appearance as best employer in the job market, and increasing the overall organizational effectiveness.

References

Elnaga, A., & Imran, A. (2013). The Effect of Training on Employee Performance. European Journal of Business and Management, 5(4), 137-147

Nassazi, N. (2013). Effects of training on employee performance: Evidence from Uganda (Unpublished doctoral dissertation). University of Applied Sciences, Vassa, Finland

Asim, M. (2013). Impact of motivation on employee performance with effect of training: Specific to education sector of Pakistan. International Journal of Scientific and Research Publications, 3(9), 1-9

Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits to employee and organization: A conceptual study. European Journal of Business and Management, 5(2), 243-252

 

Conflict Management Practices in Diverse Workplaces

What is a Conflict

A lot of people consider conflict as fighting, although it is important to realize that there are other sides of conflict. A conflict is often seen as a condition in which people experience a clash of opposing wishes, wants or even needs.

Organizational Conflict

Organizational conflict is “the discord that arises when the goals, interests or values of different individuals or groups are incompatible and those individuals or groups block or thwart one another’s attempts to achieve their objectives” (Jones & George, 2014, p. 532). The interference of another subjective opinion can cause diverse conflicts which are allocated into several types according to a place and number of participants:

1. Interpersonal conflict can easily degenerate into dysfunctional and lead to a disintegration of the team (Eisenhardt, 1997, para. 3).

2. Intragroup conflict arises within a group, team or department (Jones & George, 2014, p. 533).

3. Intergroup conflict with the allocation between groups, teams or departments with a possibility to grow into inter-organizational conflict.

Conflict Management Strategies

Historically, conflict management strategies have ranged from a basic face-negotiation theory by Ting-Toomey (1988) and competing theory among team members to manage intergroup conflict by Cohen and Ledford (1994) to the often-cited Thomas and Killman 5 model strategy (1974).

Thomas and Kilmann defined five modes for responding to conflict situations and which are used by managers in decision making process (Mujtaba and McCartney, 2010):

1. Competing is when an individual pursues his/her own concerns at the other person's expense (Kilmann, 2007, para. 5). This mode can be described as forcing and using a formal authority or power one possesses to satisfy his/her wishes and desires. A party should act in a very assertive way without any cooperation which might be necessary for emergency or time sensitive situations. Ethical dilemma is likely to occur in this type of conflict strategy as one of the parties could find it difficult to act in a way that helps the organization or others as it goes against his or her principles and interests (Jones & George, 2014, p. 101).

2. Accommodating is neglecting of an individual’s concerns in favor of some other person. This type of conflict solving technique appears when parties cooperate very well and one of the 19 members is an expert in the given situation, thus is able to provide a better solution even if it works against somebody else’s goals and desired outcomes.

3. Avoiding is when a person neither pursues his/her own concerns nor those of the other individuals (Kilman, 2007). This type of situation takes place when one of the parties does not want to participate in the conflict and pays no attention to it. It might happen when one of the parties has no interest in the conflict, does not wish to win the argument or is emotionally unwilling to create any tension, and hoping that the situation would pass by.

4. Collaborating implies working together to find a solution that satisfies all parties. The definition of collaboration in many dictionaries can be summed up as cooperation with the other party to express and hear concerns in the effort to find a mutually satisfactory outcome. It is also called a “win-win” scenario which is possible when one takes into consideration the wishes of all parties, broadens the frames of usual solutions and analyzes all of the ideas to create absolutely new and fresh outcome.

5. Compromising resolves the conflict with partial satisfaction of both parties. Sadly, it resolves the issue temporary. These conflict tactics can also be classified into three general groups: integration or working with people, distributive or working against people, and avoidance or working away from other people (Cupach and Canary, 1997). The ultimate goals of any conflict managing technique are to create a positive and conflict free atmosphere at the workplace, find a better solution to a problem and provide long life for the organization and their teams.

References

Jones G. R., George J. M. (2014). Contemporary Management, 8th edition. McGraw Hill, New York

Eisenhardt K., Kahwajy J., Bourgeois L.J. III (1997). How Management Teams Can Have a Good Fight. Harvard Business Review Blog. Retrieved August 17, 2014, from

Thomas K.W., Kilmann R.H. (1974, 2007). Thomas-Kilmann Conflict Mode Instrument. Mountain View, CA: CPP Inc, partly retrieved on August 18, 2014, from

http://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-modeinstrument-tki.

Mujtaba, B. G. and McCartney, T. (2010). Managing Workplace Stress and Conflict amid Change, 2nd edition. ILEAD Academy: Florida, United States.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Stress Management in Workplace

Stress is an inherent aspect of life for anybody who lives in this world. It displays a bad concept that has the potential to harm one's mental and physical health.

This document aims to assist members in recognizing the indicators of stress, developing stress management skills, and increasing their personal resilience. 

This study provides practical advice on how to deal with work stress.        

Stress can be a mental or physical condition and is the physical and mental reaction of humans to changes, events, and situations in their lives.

stress will be the result if the workload is too large for the number of workers and time available.

Individuals who work in high stress or dangerous jobs as well as those who are employed at a place where there is a high-pressure environment are often prone to experiencing stress.

Work environment, coworker relations, and customer pressures can all contribute to stress at work.

Understanding how to manage, minimize, and deal with stress can help people feel more relaxed and react when stressful situations as they arise 

   

Causes of Work Stress

Poor job design, poor management, and unsatisfactory working environment can all contribute to excessive and otherwise uncontrolled expectations and pressures. Similarly, these factors might lead to workers not receiving adequate support from others or having insufficient control over their work and its pressures. The majority of the factors that contribute to workplace stress have to do with how work is organized and managed. These components of employment are referred to be "stress related risks" because they have the potential to cause harm. The stress literature acknowledges nine categories of stress-related dangers, which are mentioned below.

a) Job Content

·       Tedious, under-stimulating, meaningless tasks

·       Lack of variety

·       Unpleasant tasks

 

b) Workload and Work Place

·       Having too much or too little to do

·       Working under time pressures

 

c) Working Hours

·       Strict and inflexible working schedules

·       Long and unsocial hours

·       Unpredictable working hours

 

d) Participation and Control

·       Lack of participation in decision making

·       Lack of control (for example, over work methods, work pace, working hours and the work environment)

 

e) Career Development, Status and Pay

·       Job insecurity

·       Lack of promotion prospects

·       Under-promotion or over-promotion

·       Unclear or unfair performance evaluation systems

·       Being over-skilled or under-skilled for the job

 

f) Role in the Organization

·       Unclear role

·       Conflicting roles within the same job

·       Responsibility for people

·       Continuously dealing with other people and their Problems

 

g) Interpersonal Relationships

·       Inadequate, inconsiderate or unsupportive supervision

·       Poor relationships with co-workers

·       Harassment and violence

·       Isolated or solitary work

·       No agreed procedures for dealing with problems or Complaints

 

h) Organizational Culture

·       Poor communication

·       Poor leadership

·       Lack of clarity about organizational objectives and Structure

 

i) Home-Work Interface

·       Conflicting demands of work and home

·       Lack of support for domestic problems at work

·       Lack of support for work problems at home

 

d) Behavioral

·       Substance (including alcohol) misuse

·       Inappropriate display of behavior

·       Segregation

·       Unpunctuality

 

How to Manage Workplace Stress

Step 1 – Identify Potential Work-Related Stress Hazards

·       Participate in processes to gather information about work related stress hazards.

·       Report works related stress hazards to your employer and HSR (Health & Safety representative) & encourage your colleagues to do the same.

Step 2 – Assess the Work-Related Stress Risks

·       Indicating when, how often and over what period of time work related stress risk occur.

·       Describing how work-related stress could affect or harm your health.

Step 3 – Control the Work-Related Stress Hazards and Risks

·       Contribute ideas on ways to control work related stress hazards & risks in workplace

·       With the help of discussion about how actions to control risks can be implemented in workplace.

Step 4 – Implement Continuous Improvement

·       Report the effectiveness of those measures to the management & HSR (Health & Safety representative)

·       Contribute ideas on how to improve effectiveness.

·       Report any new risk that the workplace or work changes may be generated.

·

Conclusion

Workplace stress is a significant issue for both employees and their employers. The goal of this paper is to raise awareness about the negative effects of workplace stress and to educate people about how widespread it is. A stress culture can quickly emerge, with numerous negative effects for the company. There is no easy cure for an institution that has built such a culture. The greatest way to avoid the negative effects of stress on the workplace is to create a stress management culture that includes both management and employees. It is hoped that this knowledge would encourage businesses to investigate the stresses that exist in their own workplaces and to take efforts to reduce and/or prevent stress.

 

Reference

Cooper, CL, Liukkonen, P. & Cartwright, S. (1996) “Stress prevention in the workplace”: assessing the costs and benefits to organizations. Dublin: European Foundation for the Improvement of Living and Working Conditions

Jones F and Bright J, (2001) “Stress: Myth, Theory and Research”, Pearson Education, pp.18.

HSE, “A business case for the Management Standards for Stress”, (2006), HSE Books

Brewer, Kristine C., Gower, (1997) “Managing Stress”.