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Effort Reward Imbalance Model

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Recommended: Introduction on work stress

The reality that work-related stress has undesirable consequences for the health and safety of both individuals and their organizations has been acknowledged universally from the past three decades. This reality has been reflected both in public and media interest and in increasing concern of trades unions, and scientific and professional researches.
Workplace pressure is the part and parcel of all work and is unavoidable due to the demands of the contemporary competitive work environment and labor market. These pressures can be of both positive and negative nature. Pressures which the workers perceive as acceptable may even keep them alert, enthusiastic, motivated, able to work and learn, keeping in view the available resources and personal …show more content…

According to this model, work-related progress and benefits depend upon a balanced relationship between efforts that are spent and rewards that are received at work. Efforts imply job demands or obligations which are imposed on employees such as time pressure and working overtime and rewards refer to money, respect, admiration, esteem, career opportunities and job security provided by the employer. Work that is characterized by both high efforts and low rewards represents a balanced or reciprocity deficit. This model suggests that an imbalanced (non-reciprocal) relationship between the effort that is spent and rewards which are received can result in the emotional distress which is associated with resulted stress and increased risk of health related problems. (Siegrist …show more content…

However, some factors at workplace are more likely to lead to stress than others. A person can experience work-related stress as a result of various factors.
The Institute of Work, Health & Organizations, University of Nottingham, UK has classified stress related hazards at work into work content and work context as mentioned in HSE Policy for Preventing & Managing Stress in the Workplace, 2012.
Work Context– Potential Hazardous Conditions:

• Organizational culture: This includes factors like Poor communication, low levels of support for problem solving and personal development and lack of definition of organizational objectives.
• Role in organization including Role ambiguity and role conflict; responsibility for people unclear.
• Career development including Career stagnation and uncertainty, under or over promotion, poor pay, job insecurity and low social value to work.
• Decision latitude/Control including Low participation in decision making and lack of control over work.
• Inter-personal relationships at work including social or physical isolation, poor relationships with superiors, interpersonal conflict and lack of social

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In order to achieve this goal, I will take the following steps or I would take the following actions. Action 1) identifying the pressures that have been created: pressure situations have an indirect and direct Impact on both yourself and your surroundings. The most common signs of a person whom is pressured/ stressed are firstly an individual may develop a loss of interest in his or her work, have trouble concentrating or is socially withdrawn from a group with a group situation or the individual becomes anti-social (Mortillaro & Scherer, 2014). I will need to utilise my ability to allocate time within my days off and lunch breaks at work to identify any issues that may arise within my Co-operative Education at Ogilvy and Mather.

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Some of them that I have personally experienced are mainly when they are not happy with wages. They are not happy with what they are paid and some of them are underpaid for the amount of work they do. This leads to decreased motivation and interest in working and they look for opportunities to take a leave from the work and even pretend sick when they are not. They even look online for better opportunities where they can be paid more for the same work. Secondly, many of the employees in the hospitals have fixed job status for a very long time and when there is no scope for any growth, they get frustrated and it is seen in their performance and when they get any offer from other organization even for the same position with higher salary they tend to move out of the organization.

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Dependency On Others Many people don’t do their job but rely on other people or things to get it done. They become dependent on other things or people that they can’t do their job on their job. In the end, you are really hurting yourself and making the real world harder for you. You become used to others being able to help you all the time

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• Lack of regard for the safety of the staff • Lack of empowerment, communication, and no formal rewards or recognition program (Barrett, 2014) • Lack of training offered to enhance or gain new skills • The company does not offer a clear vision or mission

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Employee behavior can be due to internal and external causes and we need to know these so that we, as managers, utilize attributional biases to make unfair judgements and utilize unfair and inappropriate actions. I believe that this is a biblical concept as Scripture states, “We who are strong have an obligation to bear with the failings of the weak, and not to please ourselves. Let each of us please his neighbor for his good, to build him up” (Romans 15:1-2 ESV). As managers, we must be quick to build those under us up and not tear them down due to our own biases. Good analysis of the

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Some of the symptoms that business owners talk about is the fact that they consider their employees to be the biggest risk in their business. Their communication with their employees tends to be just top down, one directional. You might value skill over behavior. How good is a person as opposed to how well do they behave? You find yourself managing time all the time with them.

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During the mid 1980s, the issue was also taken into consideration by the US government, the 1990s confirmed the recognition of WLB as a main human resource management issue (Bird, 2006) in other parts or the world as well. Guest (2002), who provided a general review of the topic, believes that the contemporary prevalence of work-life imbalance is caused by the excessive demands of work in affluent societies. Factors such as technological advancements, the increasing need for higher efficiency levels and the entrance of women into the workforce (Guest, 2002) all contribute to the intensity of pressure on workers and cause inter-role conflict between the work and non-work spheres. One of the researchers while examining the impact of rewards and recognition on job satisfaction and motivation of, in a sample of Pakistani sample employees defines employee work satisfaction (job satisfaction) as a pleasurable positive emotional state as a result of work appraisal from one’s job experiences (Gruneberg, 1979; Danish & Usman,

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