In today’s competitive world, companies are in constant race to garner maximum profits from minimum costs. This brings in targets and deadlines and the desire for more output from fewer people. The result is longer working hours for the employees under the stress of meeting deadlines without compromising quality. In course of time, it begins to affect their personal as well as family life.
Companies use a number of stress-buster mechanisms: get-togethers in which tension is washed off in pegs of liquor, dance and games. Employees are also given incentive-visits to places of picnic.
Are there alternate ways of handling workplace stress?
I work on the theory that stress has two components — the physical and the mental. The physical stress is the same when we are playing a game of cricket or when we are doing some boring job we don’t like. It is the mental perception of that physical stress that makes a game enjoyable and the boring job a burden.
The trick then lies in training our employees to change their perception. If those working in the industries contact me over my phone +919840093148 or my email ID firstname.lastname@example.org I would be glad to share these techniques with them.
“The stick and the carrot” is an old technique for changing a person’s behaviour. Systematic researches by psychologists like B. F. Skinner have given this axiom a scientific foundation and taken it from mere reward-and-punishment to a systematic approach of changing the work-culture of an organisation.
In an organisational set-up, a reward is called an incentive and it could take many forms. A raise in salary, periodic bonus, a free trip with family to a place of resorts — one could think of any number of incentives. The question is how to maximize the effectiveness of an incentive system. Here are some tips:
Watch what works with him: Human Resource personnel can, at times, follow incentive schemes as a drill without going into the details of how they work on the ground. Deciding incentives can become a routine exercise to be taken periodically.
The HR personnel should keep assessing as to what is important as reward to a certain individual. You don’t need to create tests for this. Just learn to talk and extract relevant information from a conversation that may appear to be routine chat.
Collateral fall-out: A reward to one person is, by implication, a punishment for his colleagues. In a group of ten, if you choose one person for reward, you are by implication indicating to the others that they are in some way wanting in performance. This is why most HR managers prefer to reward teams rather than individuals. However, rewarding an individual has its advantages and one must learn how to reward an individual without creating a negative collateral fall-out.
I started my life as an academician, then joined the police and performed multifarious roles as a member of the Indian Police Service and then on the last day of 2013 retired and returned to acadmics.
Even as a police officer, I remained a teacher and learner: the period of 32 years spent as a police officer reduced my time but not my interest in academics. The three decades of policing, in fact, provided the raw material for my present work on academics by bringing me very close to life.
Although I started my career as a teacher of English literature, my work as an administrator and problem-solver has transformed me into a Human Resource specialist. Over the years, my study and close interaction with thousands of people have given me a deep understanding of human nature. I am an expert on stress-management and on various styles of meditation for achieving different positive results.
Now I lend my services to industries to impart soft-skills training. I also give consultancy on matters relating to security and HR. Apart from this, I address MBA students and conduct stress-management sessions.
I live in Chennai, India.
You can contact me on email@example.com or on my mobile phone +919840093148.