CHANGING NATURE OF WORK

Changing Nature of Work



Changing Nature of Work

Introduction

Employee tension can be initiated by any ecological situation which location personal or mental claims on a one-by-one. In alignment to organize tension grades in the workplace, it is essential to recognize promise stressors, both job associated and work-nonworking related. Interpersonal stressors originate as an outcome of worker interaction and are most prevalent. These encompass sexy harassment and workplace violence. Role associated stressors encompass function ambiguity, function confrontation and work overload. Role ambiguity happens when employees are unsure of what is anticipated from them. Role confrontation arises due to the vying claims they face at work. A medical practitioner; for example, should be nurturing but furthermore stay detached, and drawing the line between the two can be a source of conflict. Burnout plagues almost every despite age, rush or sex and can sway almost every part of your life. The edge consequences of burnout not only sway the individual but his or her communal relationships (Zapf, 1996).

Discussion

Trends and changes such as globalization, technological innovation, deregulation, and downsizing are presented as fragmented, generic and somewhat independent sets of forces impacting organizations. There needs to be greater diversity in the way trends and changes are presented to leaders to stimulate different possibilities for framing their work environments. This paper attempts to provide a different conceptualization of various trends and changes impacting organizations. For most of us, the world of work is a defining feature of our lives. We not only earn our living from our occupation, we also gain an identity for ourselves both in our own estimation and other people's eyes; and we may have the opportunity to develop and exercise work-related skills and achieve a range of personal goals. From the employer's perspective, people are integral to the functioning of an organization. It is people who set the organization's goals and targets, design work to achieve those goals, ensure it is carried out to a standard by managing other people to do this, and develop and use systems and equipment to do it better (Sauter, 1995).

Work psychology brings together these three aspects of people, work, and organizations. It investigates the relationship between employee and employer, between personal goals and organizational goals, between individual needs and capabilities and organizational demands and rewards, between nature and type of work and the type of organization structure required to undertake work and manage it. This chapter starts by exploring the nature of work psychology, what work psychologists do, and the different terminologies used. It describes the development of psychology as a profession and the basis for chartered status. It explores the scientific basis of psychology, how work psychology relates to psychology as a whole, and how applied areas of psychology have grown from it. It sets out the different approaches or methodologies that have developed in psychology and describes how work psychology has developed in a historical context. It then looks at the relationship between occupational psychology and human resource ...