In the last byte, we looked at job redesign as a means of preventive stress management. In today's byte, we look at goal setting and role negotiation.
Preventive Stress Management in organizations is also attempted through goal-setting activities. These activities increase task motivation, while reducing the degree of role conflict and ambiguity to which people face. We have already discussed goal setting in an earlier byte and wouldn’t dwell in detail on that. Simply put, goal setting focuses a person's attention and helps direct the energy for productive purposes.
Role Negotiation is an interesting organizational development technique since it allows the employees to modify their work roles. It would be interesting to discuss this process in a bit more detail here.
Role Negotiation begins by defining a specific role - "focal role" within the organizational context. The person in the focal role then identifies the expectations understood for that role and there are organizational members who specify their expectations from the focal role. The Negotiation is between the incumbents’ expectation and the key members' expectations. This clears off the points of confusion and conflict also provides opportunities for clarifications and resolutions. The end product expected is a clear, well-defined focal role with which the person and organizational members are comfortable.
Preventive Stress Management in organizations is also attempted through goal-setting activities. These activities increase task motivation, while reducing the degree of role conflict and ambiguity to which people face. We have already discussed goal setting in an earlier byte and wouldn’t dwell in detail on that. Simply put, goal setting focuses a person's attention and helps direct the energy for productive purposes.
Role Negotiation is an interesting organizational development technique since it allows the employees to modify their work roles. It would be interesting to discuss this process in a bit more detail here.
Role Negotiation begins by defining a specific role - "focal role" within the organizational context. The person in the focal role then identifies the expectations understood for that role and there are organizational members who specify their expectations from the focal role. The Negotiation is between the incumbents’ expectation and the key members' expectations. This clears off the points of confusion and conflict also provides opportunities for clarifications and resolutions. The end product expected is a clear, well-defined focal role with which the person and organizational members are comfortable.
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