The current study has discussed the findings of the survey “Wellbeing in the workplace” to provide some recommendations and describing the implications of the survey as well.
Table of Contents
Case (Discussion of the findings)
Practical implication and recommendations
Wellbeing in the Workplace 2020
The aim of the current report is to identify the issues at workplace and to link research findings in order to provide practical workplace recommendations.
A survey has been conducted in order to identify the ways through which workplace experiences within the course of a day, relates to worker’s attitude and behaviours as directed by the styles of coping and pursuit of goal. The study has mainly focused on how the variables such as time pressure on the workers and the type of appraisals used and how these are affecting their work engagement and behaviour at work.
The study has found that as per most of the participants of the study agreed strongly (58%) that time pressure has been appraised as challenging and there is a high positive correlation (.21) between these two variables indicating that as the time pressure increases chances of challenge appraisal also increases. Findings from Heads up Organisation Australia show that most of the working individual (one in five) has taken time off from their work as they were feeling mentally unwell during last 12 month period. Therefore, it can be stated that time pressure may influence employees to appraise their work as challenging; a long term appraisal may affect the mental wellbeing.
On the other hand, a highly positive correlation (.49) has been found between time pressure and hindrance Appraisal though only a few responses indicate towards the same. Therefore, it can be stated that the excessive time pressure on the employees at workplace may lead them to appraise the work as obstruction. This may help emerging more absenteeism, lack of productivity and other behaviours that will affect the organizational outcomes.
Another finding of the study indicates that there is a positive correlation (.09) between the degree of work absorption and proactive behaviour of the employees and this is agreed strongly by a high number of participants (62%). Work engagement is characterised by absorption, vigour and dedication. Therefore, it can be stated that if the employees become highly engaged at workplace they may demonstrate work absorption through proactive behaviour though this cannot be stated with high confidence as the findings show a very weak relationship between these two variables.
The study has also found a significant high negative correlation (-0.29) between the dedication of the employees at work and Procrastinating behaviour. Therefore, the findings show that there is a chance of increase in procrastinating behaviour if the workers are not dedicated towards their work. In a simpler term, procrastinating behaviour can be reduced among the employees if they are influenced more to be dedicated towards their work. A finding shared by Forbes in a news article that high engagement of the employees at workplace is indicative of 41% reduction in absenteeism. The degree of dedication at work increases as the employee’s engagement at work increase. Therefore, it can be stated that the high dedication of the employees the lower procrastination rate will be visible.
The findings of the current business report may be implemented within different organizational settings as this will provide clear understanding of the factors that influence the workers’ attitude and behaviour at workplace. The study will also help in designing the working time schedule and help in developing employee support program which may further increase the employee engagement.
In conclusion, there are several factors that influence employee attitude and behaviour at workplace. These are important to be focused on as negative attitude and behaviour at workplace may reduce productivity as well as affect the organizational culture and accumulation of negative emotions may lead to high absenteeism and turnover that will not be feasible for the organization in the long run.
Beheshti, N. (2020). 10 Timely Statistics About The Connection Between Employee Engagement And Wellness. Retrieved 16 May 2020, from https://www.forbes.com/sites/nazbeheshti/2019/01/16/10-timely-statistics-about-the-connection-between-employee-engagement-and-wellness/#3931a50622a0
State of Workplace Mental Health in Australia (2020). Retrieved 17 May 2020, from https://www.headsup.org.au/docs/default-source/resources/bl1270-report---tns-the-state-of-mental-health-in-australian-workplaces-hr.pdf?sfvrsn=8
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