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The Refractive Thinker® demonstrates a clear understanding of the doctoral learner’s need for professional networking, intellectual marketing of peer works.
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Chapter 5: Motivation: Addressing Job-Related Stress and Ensuring Effective Communication as Best HRM Practices
From the Book: The Refractive Thinker®: Vol. VIII: Effective Business Practices for Motivation and Communication
Summary
Good communication and workforce motivation are central components to the success of organizations. Managerial practices that include open systems of communication help motivate employees and are essential to achieve desired organizational outcomes. This chapter includes a discussion of the effects and perceptions of job-related stress on employees’ job performance, and the role of communication techniques, training and development activities, and the use of stress prevention and management intervention in employee engagement. These activities are among best human resource management (HRM) practices that may be applied by managers throughout an organization.This discussion focuses on two doctoral studies. One researcher explored the effects of stress, stress perceptions, and stress management education on nursing professionals (Gray, 2013). The other researcher explored the strategies, techniques, and coping mechanisms that HRM professionals working in hierarchical organizational cultures used to satisfy the demands of multiple constituents and fulfill the needs and expectations of employees (Gioia, 2013). Gioia and Gray found similarities in both studies that potentially could be applied to many populations of employees and managers. The implementation of effective communication systems and techniques, and related intervention to reduce job-related stress levels and stress perception, are good business practices to motivate and engage employees.