Stress Level in Hong Kong
The following case report details both internal and external factors which attribute to the case.
On the internal side, factors include unfavourable organizational leadership, aggressive organization culture and uncompromised organization goals.
Organizational leadership fails to demonstrate trust to employees. The firm eliminated 22000 jobs from 2006 to 2008. It shows that the company routinely fire people who cannot comply with the managers’ command. Therefore, the employees have been fear of being fired by the company. Moreover, the company practices involuntary transfer. They create uncertainty over the employees’ job security. As a result, it created heavy psychological burden and pressure on the employees. With such, the employees are stress out.
Aggressive organization certainly makes employees feel nervous. The aggressive organization culture is commonly recognized by the staff members. They have to be better than their colleagues in order to stay at their current jobs. They also have to be better than their competitors in the market in order to make the company a leading one in the market. This aggressive culture is not useful for psychological health. As time passes, employees develop stress. The organizational goal does not gain support from all employees. The organization goal is to transform the company from a ponderous state utility to a leading company in the telecommunication industry. It is obviously a top-down goal setting. The mangers neglect how the employees feel about the goal. In employees’ opinion, it is not attainable. Come with the demanding and impossible goals set by the company, employees can hardly finish their goals. They cannot attain self-esteem, self-actualization and job satisfaction. After all, it generates stress and tension.
On the external side, factors incorporate globalization and the dynamic external environment.
Globalization also adversely affects the workers’ stress level. In this globalized age, workers
On the internal side, factors include unfavourable organizational leadership, aggressive organization culture and uncompromised organization goals.
Organizational leadership fails to demonstrate trust to employees. The firm eliminated 22000 jobs from 2006 to 2008. It shows that the company routinely fire people who cannot comply with the managers’ command. Therefore, the employees have been fear of being fired by the company. Moreover, the company practices involuntary transfer. They create uncertainty over the employees’ job security. As a result, it created heavy psychological burden and pressure on the employees. With such, the employees are stress out.
Aggressive organization certainly makes employees feel nervous. The aggressive organization culture is commonly recognized by the staff members. They have to be better than their colleagues in order to stay at their current jobs. They also have to be better than their competitors in the market in order to make the company a leading one in the market. This aggressive culture is not useful for psychological health. As time passes, employees develop stress. The organizational goal does not gain support from all employees. The organization goal is to transform the company from a ponderous state utility to a leading company in the telecommunication industry. It is obviously a top-down goal setting. The mangers neglect how the employees feel about the goal. In employees’ opinion, it is not attainable. Come with the demanding and impossible goals set by the company, employees can hardly finish their goals. They cannot attain self-esteem, self-actualization and job satisfaction. After all, it generates stress and tension.
On the external side, factors incorporate globalization and the dynamic external environment.
Globalization also adversely affects the workers’ stress level. In this globalized age, workers