Theory Enlightens Practical Problems - Literature review Example

Theory Enlightens Practical Problems Name Course: Tutor: Date: Introduction One of the aspects of work that are highly ignored but which have far reaching implications to organizations is workplace stress. Stress in the workplace can have major implications, including causing mental and physical harm (Halbesleben, Osburn, & and Mumford, 2006). For many years, it has been noted that the most demanding jobs impose heaviest demands on people, making them have less control over how and when to meet target demands (Miller, Ellis, & Zook, 1990). For instance, an employee may have to meet particular target or solve a problem for a client but unfortunately have no control over the amount of time available to do the job or be limited by the workplace rules that guide performance. The latter is an example of how ineffective communication can hold up an employee, ultimately leading to stress (Becker et al, 2005, p. 144; McVicar, 2002, p 634). Employee depression is a pervasive problem many institutions and this particularly arises because of poor human resource practices; especially poor communication- or what has commonly been referred to as unsupportive communication (Burnard, 1997). Becker et al (2005) note that although there is comparatively little to show the relationship between unsupportive communications and stress in organizations, its aspects such as defensive communication degenerate into negative relationships between supervisors and their subordinates. Becker et al (2005) used reviews of past literatures and various findings on defensive communication to hypothesize that defensive communication leads to high levels of stress and burnout in the workplace. Defensive communication is a form of ineffective communication because one individual in a setting such as a workplace perceives threat and develops anticipation for threat in the group (Mortensen, 2007, p. 201). Based on the above standpoints, the aim of this paper is to clearly define the problem of stress as brought about by ineffective communication in the workplace. Two theories will be applied to the problem in order to find means of dealing with the problem in order to attain meaningful communication constructs in the workplace and improve employee performance. Stress due to ineffective communication in the workplace Organizational stress due to ineffective communication is caused by is caused by discrepancies between communicating parties (Leyden-Rubenstein, 1999, p. 141). In many instances, the people communicating have a tendency of developing a “win” mentality such that they cannot be convinced otherwise because then they will appear as losers. This is also exacerbated when communicators deviate from a particular topic of discussion as a means of shifting goal posts from the reality. Further, senior employees are wont to address their subordinates beginning by “you always” or “you never.” Such words guarantee the subordinate to communicate on the defensive thus eliciting further conflict and even more burn out within the organization (Leyden-Rubenstein, 1999, p. 141). Other instances that can contribute to organizational stress include making an assumption about what the other person is thinking, for instance the manager thinking that a particular task can be done within a particular period, when in reality the task needs more time (Burnard, 1997, p. 11). It is also common for supervisors to leave their subordinates in suspense after failing to address a particular issue. Such a move does not solve the problem but only increases the magnitude of stress and burnout among employees (Leyden-Rubenstein, 1999, p. 141). According to Swansburg (1996) defensive communication climates within organizations are characterized by individuals who work within traditional management principles of chain and command and follow the prescribed line of authority (even if it is impractical) while spanning control. Such people are tied to superiority pyramids, hierarchies as well as chains of command, which bar cloud effective communication. Defensive communication also involves a traditional system of evaluation with one way of communication that is done rarely. In addition, most strategies are kept at the managerial level and communication is mainly centred on the supervisor’s views. Moreover, in such settings certainty is dogmatic and it squelches, and neutrality among employees is considered as a point of non-concern since supervisors usually have subjective views (p. 467). In view of the communication concept mentioned above, it imperative that organizations come up with strategies that improve their workplace environment by embracing effective communication tactics as a means of managing potential stress and burnout among employees. This matter will be discussed using a review two theories formulated with respect to defensive communication as highlighted in the next section. Theories related to defensive communication For the purpose of relating the information discussed above to stated theories/models, this paper will address two common theories in communication, that is the leader-member exchange (LMX) theory and the role stress theory. Leader-member exchange (LMX) theory The leader-member exchange (LMX) theory deals with the dyadic association between leaders (that is supervisors within organizations) and their subordinates. The theory in essence suggests that leaders have a tendency to develop dissimilar relationships with each subordinate member of the organization with varying qualities of the relationships so formed. Further, in developing the relationships with members of an organization, leaders create a group of members with exchanges of high quality that bear social support, herein termed as “in-group.” On the flip side, there is an “out-group”- the group of employees that experiences low-quality exchanges between them and the leaders, and which also gets insufficient support (Becker, 2005, p. 145). The above scenario is common in many organizations in which there is usually a group of employees whom leaders perceive to be good, and those who they perceive to just exist. The good employees will be trusted so much that they become agents of communication to the other group. In such settings the leader never deals with the out-group when there is no crisis. Members of the out-group are just summoned during crises, for instance failure to accomplish a particular task in time and fingers are pointed at them by their leaders. This is just one of the ways through which workplace stress is made worse. The LMX theory is principally attained through various communication processes. In view of this, Lee (1997) found that two-way communication was associated with higher quality of leader-member exchange, an implication that the opposite of this would be anticipated with defensive communication. The nature of the relationship between leaders and members is very important with respect to managing workplace stress since it is vital in aspects of organizations such as appraisal of performance (Becker, 2005, p. 145). Role stress theory The role stress theory was developed based on the relationship among organizational members. According to this theory, “role senders” are those members of an organization (leaders) who communicate their expectations to employees. In most cases, although not always, the role senders are organization managers who convey demands to their subordinates. Though the significance this theory has waned over the years, many authors have supported it, noting that the role senders (managers) impose four characteristic role dynamics: conflict, ambiguity, overload and lack of control (Barling, Kelloway, & Frone, 2005, p. 70). All these are factors that contribute to additional burnout especially when leaders practice a one-way form of communication. The role theory is an embodiment of what happens when organization leaders take it upon themselves to be decision makers in every organizational matter without involving their subordinates. The corollary of this is that the leaders may heap unachievable responsibilities to the subordinates and expect them to be accomplished. Since the subordinates have no room to complain or air their opinions, they attempt the tasks, albeit with difficulty and much burnout. This is a case that is pronounced in many organizations in which leaders believe that leadership is all about giving instructions without anticipating feedback or reservations from the subordinates. Relevance of the two theories Both the leader-member exchange and the role stress theory actually address issues that occur in the day to day running of organizations. The leader-member exchange addresses cases of communicational isolation that occurs when leaders tend to deal only with a section of the subordinate positively, eventually creating instances of defensive communication with the rest of the group. In the same breath, the role stress theory points out that leaders’ inflexibility in communication can enhance burnout among staff. This signals the importance of leaders adopting flexible communication channels within organizations. Both theories are therefore relevant in identifying the causes of ineffective communication in organizations and addressing them assiduously to avoid workplace stress. Conclusion The leader-member exchange theory gives an overview of the importance of adopting supportive communication as apposed to defensive communication within organizations. By following its constructs, leaders can improve their relationships with their subordinates and therefore augment the performance of organizations. The role stress theory also points out on why organization managers should become effective leaders through communication. One of the notable ways is through engaging staff in decision making instead of acting on behalf of everyone. References Barling, J; Kelloway, E. K. & Frone M. R. (2005). Handbook of work stress. London: SAGE Becker, J. A. H. (2005). Defensive communication and burnout in the workplace: the mediating role of leader-member exchange. Communication Research Reports, 22(2): 143-150 Burnard, P. (1997). Effective communication skills for health professionals. London: Nelson Thornes. Halbesleben, J. R. B.; Osburn, H. K. & and Mumford M. D. (2006). Action Research as a Burnout Intervention: Reducing Burnout in the Federal Fire. Journal of Applied Behavioral Science, 42: 244-266 Lee, J. (1997). Leader-member exchange, the “Pelz effect,” and cooperative communication between group members. Management Communication Quarterly, 11: 266-287. Leyden-Rubenstein, L. A. (1999). The stress management handbook: strategies for health and inner peace. New York: McGraw-Hill Professional. McVicar, A. (2002). Workplace stress in nursing: A literature review Journal of Advanced Nursing, 44(6):633-642 Miller, K. I. Ellis, B. H. & Zook, E. G. (1990). An Integrated Model of Communication, Stress, and Burnout in the Workplace. Communication Research, 17(3): 300-326 Mortensen C. D (2007). Communication theory. London: Transaction Publishers. Swansburg, R. C. (1996). Management and leadership for nurse managers (2nd edition). New York: Jones & Bartlett Publishers. Read More