Management — Managing people
Date of Submission:
Table of Contents
1.2 Methodology 5
1.2.1 Participants 6
2.1 Interviewee A 7
2.2 Interview B 9
3.1 Similarities and Differences 13
The idea of worker well-being has developed in ubiquity in the course of recent years. Stress andother psychological well-being conditions are presently among the primary driver of
representative nonattendance, as indicated by the CIPD (Chattered Institute of Personal
Development) nonappearance administration study. Also, individual well-being does not exist all
alone or in the work environment however it is present within a social connection. Late years
have seen people’s lives influenced by social, way of life and vocation changes yet
notwithstanding these movements, individuals still have similar fundamental mental and physical
requirements for social backing, physical wellbeing, wellbeing and an inclination they can adapt
to life. Progressively, they are requesting that businesses help them to accomplish this, especially
as an expansive portion of their time spent at work. All organizations try to be in a solid state. On
the off chance that their representatives are in a decent condition of wellbeing and prosperity,
this must without a doubt add to fruitful execution, as per the Institute of Directors in its manual
for prosperity at work. Manages deal with various issues while managing employees such as
stress, job dissatisfaction and sometimes managers do not give employees freedom to do the job
the way they see fit which leads to conflict. The issues are addresses by improving transparency
and communication in the organization, increasing employee interactions and socialization by
organizing activities such as hiking for the employees among other social activities. Nonetheless,
not all organizations have managed to curb these issues which serve as a drawback since the
organization cannot achieve its goals with unmotivated employees. Such organizations are
recommended to adopt measures such as employee training and motivation as the paper reveals.
IntroductionDifferent people give different meanings of well-being. However, the CIPD (Chattered Institute
of Personal Development) views well-being at work activities as the need to restructure the
requirements of the firm in coherence with those of the employees. Well-being is characterized
as coming up with a domain to advance a condition of satisfaction which gives the employees a
chance to advance and reach their goals for their satisfaction and that of the business (Cotton, 30,
2003). Well-being at work, in this way, is not simply about dealing with a physical and social
environment with the constrained point of not making hurt representatives. It obliges
associations to effectively help individuals to augment their physical and psychological wellness.
Maybe the most vital component in worker well-being is the connections representatives have
with their manager. Where there are solid connections amongst supervisors and staff, levels of
well-being are improved. A decent administrator will perceive the qualities, likes and absence of
their colleagues and will have the capacity to perceive when the volume or intricacy of the work
is a lot for a specific colleague. The more supervisors are good in distinguishing the individual
interests and worries of the individual, the more probable they will have the capacity to make a
group where representative well-being turns into an essential part of taking care of business.
Working environment well-being has numerous varieties, expansions, and related ideas for
instance: emotional well-being, mental well-being and, staff/worker well-being. Hence
the objective of the study is to compare and contrast the key issues of employee well-being and
the ways in which individuals and organizations approach managing wellbeing at different
MethodologyThe method used in the study is subjective methodology or qualitative research method. The
methodology is in most cases associated with the social constructivist notion which underscores
the essence of reality that the society has constructed. It is comprised of recording, dissecting
and working on revealing the underlying importance and essentialness of human experience and
conduct, including, conflicting feelings, convictions, and practices. In such a case, researchers
are concerned with acquiring a detailed outline of the individual’s views and experience and not
in acquiring data from a large number of participants (Meagan, 22, 2008).
Subjective research regularly comprises of a smaller number of respondents. This might be due
to the techniques utilized, for example, profundity interviews are work and time concentrated.
Moreover, considering that a certain number of respondents are not needed for the motivations
behind measurable investigation or to make deductions from the outcomes.
The small group of individuals regularly required in subjective exploration contemplates and the
more prominent level of adaptability does not imply that the study is less exploratory than a
typical quantitative study that incorporates more respondents and one that is done using a more
unbending angle. The outcomes of both the exploration and their hidden philosophical suppositions are just diverse (Steve, 43, 2011).
Hence, the study below incorporated two participants and it used interviews as the mode of
collecting data. The people interviewed held positions as supervisors or held a managerial role in
their organizations which incorporated having responsibility for the people.
1.2.2DataSourceSemi-structured and unstructured interviews were used to collect data.
126.96.36.199Semi-structuredInterviewsThe interview was semi structured where respondents were engaged with formal interview.
Indeed, there was an interview guide that carried the list of questions and topics that needed to be
highlighted during the conversation and in a certain order. The semi structured interview allowed
interviewer to follow a guide which, enabled them to follow topical trajectories in the
conversations that went on in the guide. However, this structure only applied to Skype since it
was difficult to get hold of the managers in the beginning. After the semi structured interview, a
date was then set for the unstructured interview which would take place in person.
Unlike the semi structured interviews that were conducted on Skype, the unstructured interviews
were conducted in person. In this case, each respondent was issued with the questions and they
responded. The interview proved to be the best method of data collection since it was face to face and thus I could ask follow up question such as why, how and What. With the interview, the
answers were satisfactory since the interviewees were genuine with their answers. Moreover
since we had taken a semi structured interview before, the unstructured interview was meant to
ensure that the data collected was essential ad that I had numerous views from the managers. The
unstructured interview was used to ensure that the answers were accurate.
1.2.2DataAnalysisThe data was analyzed by describing the response of the interviewees and by comparing the
similarities and differences in their answers. From their answers, causes of the different
approaches used in solving the issues were assessed and their outcomes. The report continues to
device recommendations from the analyzed data.
The respondent in this section is Nasser; he works at Sabic Company which is an industrial
company in Saudi Arabia. He works as an HR manager; hence he is responsible for employee
According to the interviewee, stress is a major employee wellbeing challenge, and it affects how
the manager relates to the employees. In the Industry, the manager has to be strict to ensure
that the standards are maintained and that the industry meets its objectives and goals. Therefore,
some employees experience stress which is not necessarily caused by physically threatening
instances, but rather by issues that bring about the same physiological feeling. As such, the
employees do not have a choice of fighting or running away, for instance, when a machine
breaks down, they have to repair it and get it running within a given deadline. Such situations
often bring about stress which threatens employee wellbeing.
In the industry, the interviewee detailed that stress also depends on the work environment and the
workload the employee has. For example, in some cases, the employee could have lagged behind,
and they have a deadline to meet. They, therefore, stress themselves over the workload. In other
cases, the employees could be required to travel to different agricultural sectors in the world to
research on the soils and some would not be comfortable with the weather which would cause
stress (Economic and Social Research Council, 28, 2006).
On the other hand, an employees’ freedom on how the job is also done causes stress. In this light,
if the manager assumes all the control is leaving no room for the employee to make his or her
decision, this often causes stress since the employee may have easier ways of doing the job and
she or he may not be conversant with the manager’s method.
Employee autonomy is also another employee wellbeing challenge. In most cases, employees
do not have the freedom to choose their clients, roles or projects. This is a challenge as it
influences their motivation, engagement and even dedication to the job. Moreover, without
employee autonomy, employees are reluctant towards risk taking or whistle blowing which
would be beneficial to the management (Neil, 100, 2013). Hence, lack of Empire autonomy often challenges the
manager as in most cases employee does not handle the job to his satisfaction.
Addressing the Issue
The interviewee attested that the issues depicted above were contributing exceedingly to
Representative responsibility and dissatisfaction. Hence he stated that positive, open; two-way
correspondence and meeting are indispensable to picking up the dedication of workers. This
requires the well-being message being made applicable to each level of the association, with
champions and supporters straightforwardly reassuring their partners to more prominent
accomplishments (Macdonald, 105, 2005). He included that, inflexible advantages and methods for working do not loan
themselves to a well-being society. On the off chance that current strategies impede enabling
workers to expand their execution and well-being, then it is the approach and strategy that must
change, not the representatives.
Hence, instead of firing employees who were not motivated, dissatisfied or those who had any
issues. The manager communicated with the employees trying to unveil the problems and
coming up with solutions.
According to the interviewee, the organization has progressively focused on representative well —
being of its particular staff amid a previous couple of years. This has been a piece of a
bigger procedure of authoritative change, and the well — being stars facilitates are being utilized
as a vital helper for staff and changing their customary qualities that were getting into their
method for hierarchical advancement. The point which has been examined as effective
was to look for better correspondence and more openness, polished methodology, and
genuineness. These progressions were integral to the foundation of a no-accuse society in which
representatives were approached with deference, and the workers reacted with a more elevated
amount of engagement. The association trusts that positive worker well-being in the working
environment includes various little activities signifying an effective well-being bundle. Also, the activities were centered on diminishing representative push and expanding worker
2.2 Interview B
The interviewee is Fahad who works at STC Company in the department of project management.
The company is a Saudi Company, and it is in the field of Telecommunication.
According to him, mental wellbeing is a challenge in this sector. In most cases, this brings about
stress which is a threat to employee wellbeing and the productivity of the company. In this light,
most of the employees in the department do not have a work life balance, and they work overtime
in most instances. This is attributed to the fact that machines and computers break down at any
time and they have to be present when such an issue occurs so that the operation is not severely
affected. On the other hand, most of the employees in this department are not equipped with
relaxation techniques. Hence, in most cases, they work too much, and even some forget to take
meals. For instance, when a programmer is focused on coming up with a new algorithm to solve
a problem in the industry, he or she becomes so ingrained that the world stops. They forget them
Friends and other essentials. Moreover, due to the disappointment they experience when the
algorithms or codes do not work, they are stressed. As a result, the employee finds it hard to work
to their utmost potential and nature positive and sturdy relationships with other employees and
stakeholders that contribute to the growth of the firm (Macdonald, 50, 2005).
Another issue is the conflict in the way of dealing with projects. This kind of contention can
However be useful since, it might give a positive result to any given task since both sides
expressed a solid and conferred yearning to accomplish the undertaking. In any case, guaranteeing
the positive result may demonstrate a problem if the administrator and the worker remain
steadfast in their position. One case of such a contention might be, to the point that the chief is
more conscientious and sees every progression minutely while the employee may wish to
approach the undertaking with more energy and to work all the more cooperatively with kindred
Addressing the Issue
Curbing the Conflict
Clashes are a regular occurrence in the organizations between the workers, between workers and
their supervisors or managers and between the managers. When arguments arise, managers
must ensure that they have a sound problem-solving plan, one that will keep working relations in
contact. The problem-solving plan should involve open communication between workers and
between managers and workers to ensure that the workers get a chance to air their views and
dissatisfaction and provide ways of solving the issues (Institute of Directors, 70, 2006). This gives the organization a chance to
keep a record of how a certain issue was managed, and they can refer to the problem-solving plan
when such a problem occurs in future.
Intercessions that have been executed to advance wellbeing and well-being include counseling
for issues, for example, liquor, drugs, or other individual, behavioral or family issues; instructive
or behavioral mediations coordinated to stretch administration; wellness; wellbeing data and help
(Tyres, 56, 2007). Interestingly, hedonic ways to deal with well-being concentrate more on «the full of feeling emotions that a man encounters (e.g. Uneasiness or happiness) (Bryson et
al., 12, 2014). The case of mediations asserted to enhance representative wellbeing,
and increment work environment well-being includes: availability of the exercise center and
wellness in the work environment, stress administration, smoking discontinuance, back
consideration, weight diminishment/nourishment projects and medicine for constant medical
issues (Department of work and Pensions, 87, 2005).
From the detail, different managers cope with the situations differently. However, the results
deduced from this report depends on the exposure both interviewees had and their skills on
handling employee well-being and management challenges. Moreover, the interviewee’s
answers were dependent on the well-being issues that they have experienced before.
The study reveals that most of the issues that manager handle are related to the conflict. However,
there are diverse elements that impact well-being at an individual level; however, examination of
an extensive variety of exploration studies has unveiled that if staff wellbeing is not addressed,
many important organizational factors are affected including:
Low motivation and non-conducive atmosphere
Tainted management conduct among staff, potential employees, and the existing
Undermined customer services
Hence, the exploration recommends that businesses that can center exertion on some of these
zones ought to have the capacity to expand well-being (Kraybill, 56, 2003).
The study likewise demonstrated that when the workloads are high, there could be a decrease in
well-being. It was unveiled that employment issues did not only originate from the kind of work
an employee handled, but from the comparison of the amount of work they handled outside the
organization (Dibben, 36, 2012).
One method for solving this issue would by promoting adaptable working in the organization.
A vital concept that goes through a significant number of these variables is ensuring open
communication with representatives. Therefore, to assist this course, worker agents and unions should be
used to incorporate workers in leadership, particularly in blend with great initiative and line administration.
3.1 Similarities and Differences
From the above information, it is apparent that different departments might face similar or different
employee wellbeing challenges, and they might handle them, differently. In this case, the first
interviewee reported on employee stress which was caused, by the lack of autonomy, the workload,
and the working environment and whether the employee has the liberty to do the job how he or
she wants. On the other hand, stress was also evident in interviewee B’s response where he said
that poor mental health often causes stress due to lack of work-life balance. Hence it is
deducible that both departments face the issue but the causes may be different.
The second issue for the first interviewed was employee autonomy where the employee is not
free to decide on which project, role or client to take which reduces employee engagement and
motivation. In the second scenario, the second problem was disagreement on how the job should
be done. This relates to employee autonomy since in both cases the manager tends to dictate how
the job should be despite the fact that he or she is not the one doing the job. However, since the
issues are in different, it is observable that they also depict some difference. In this light, the HR
manager specifies on the client, role or project while the Project Manager is concerned with how
the job is done.
The difference is due to the different levels of a technicality in the departments.
The difference is evident on how both departments address the issues. In this case, the first
interviewee emphasized on open communication while the second interviewee emphasized on
conflict management. With open communication, the employee outlines his or her views and his
or her discontentment and also allows the manager to air his views, and they can agree on how to
Solve the problem. On the other hand, conflict management allows the manager and employees
to be on the same page hence reducing instances of stress (Dibben, 45, 2012).
The difference in departments and the nature of jobs in the departments have contributed to the
similarities and differences. However, these are not the only factors that have contributed to the
similarities and differences. The other factors are outlined below:
Whether or not employees have a say on how they carry out their job. This does not insinuate•
that they should not follow the rules, but it implies that the workers have a level of independence
over how they do their job. However, using authoritative leadership is also advantageous, but the
organization should ensure that re employees have a say in the organization, and they are
included in planning. (CIPD, 20, 2006)
Staff reacts decidedly when they feel that their employment has essentialness within the work•
environment, and also contributes significantly to the society. For instance, the HR department
could include managers and human resource professionals awhile the project management
department could include engineers, disaster managers among others. These employees might
feel differently about their work which affects their well-being (Cotton, 36, 2003).
Clearly stipulating what the organization expects from the staff, including input on execution,•
which could be heeded to using a blend of powerful incitement, clearly stated conditions and a
consistent evaluation process (Kraybill, 50, 2003)
Supportive supervision, where the supervisors are trained effectively and employees are allowed•
to offer their views and support. (Cotton, 45, 2003).
Staff likewise can gain a lot from forming connections with other people. These include•
managers and stakeholders and clients where applicable. (Dewa, 56, 2004).
• Whether or not the organization provides opportunities for workers to expand their dreams and
build up on their skills. This should be through on and off training and by allowing them to work
in different departments. (Dugdill, 45, 2008).
A feeling of professional stability and clear vocation prospects both increment well-beings•
(CIPD, 45, 2003).
Conflicts between managers and employees, huge workloads and employee autonomy were
highlighted as the most common issues affecting employee well-being. This has been fueled by
poor communication and transparency between the employees and management. Moreover,
Wellbeing advancement does not simply profit the employee. It also profits the organization because satisfied employees are quite dedicated, and they create a gainful working
environment in the organization. There is a requirement for a mutual vision that energizes and
urges representatives to take an all-encompassing way to deal with their wellbeing and wellbeing. This must connect with the association at all levels, with illustrations being set from the
top and interpreted into practices and activities that are esteemed and compensated.
Trustworthiness, trust, openness, and equity are integral to the well-being approach. The
engagement of workers at the level of qualities takes advantage of a repository of duty that
would be some way or another lay undiscovered (Cotton, 80, 2003).
Conflict, employee autonomy and lack of work life balanced were detailed as the most
pronounced issues in this study. Hence, below are the recommendations:
Work-life equalization activities should be founded on the organization’s employee
needs, so the organization should discover the activities that would improve their feeling
Of work-life parity. This could be a planned through a formal review.
Counseling with the staff should be introduced as it additionally gives the opportunity to
air their issues and areas that they are dissatisfied with and gives then a chance to unveil
conflicts and how one could react.
To steer the work-life equalization activities it is basic for the organization to have come
up with arrangements and methods, so they are reliably managed followed. These
activities will improve employee socialization which will free them from stress.
Bryson, A., J Forth, J. and Stokes, L. (2014). Does worker wellbeing affect workplace
Performance? Department for Business and innovation and NIESR, BIS/14/1120,
Available from www.gov.uk/bis
Carr, A. (2004) Positive psychology: the science of happiness and human strengths. Hove:
CIPD. (2006) Absence management: annual survey report. London: Chartered Institute of
Personnel and Development.
Cotton, P., Hart, P.M., (2003). Occupational Wellbeing and Performance: A Review of
Organizational Health Research. Aust. Psychol. 38, 118–127.
Department for Work and Pensions. (2005) Health, work and well-being: caring
For our future: a strategy for the health and well-being of working age people. Sheffield: Department for Work and Pensions.
Dewa, C.S., Lesage, A., Goering, P., Caveen, M., (2004). Nature and prevalence of mental
Illness in the workplace. Discuss. Pap. Health. Pap. 12–25
Dibben, P., Wood, G., Nicolson, R., O’Hara, R., (2012). Quantifying the effectiveness of
Interventions for people with common health conditions in enabling them to stay in or
Return to work: A rapid evidence assessment (No. 812). Department for Work and
Dugdill, L., Brettle, A., Hulme, C., McCluskey, S., Long, A. f., (2008). Workplace physical
Activity interventions: a systematic review. Int. J. Workplace Health Manag. 1, 20–40.
Economic and Social Research Council. (2006) Health and well-being of working
Age people. Seminar Series: Mapping the public policy landscape. Swindon: Economic
And Social Research Council.
Institute of Directors. (2006) Wellbeing at work: how to manage workplace wellness
To boost your staff and business performance. London: Director Publications.
Kraybill, K. (2003) Creating and maintaining a healthy work environment: a resource guide
For staff retreats [online]. Available at: http://www.nhchc.org/
Macdonald, L.A.C. (2005) Wellness at work: protecting and promoting employee health
And well-being. London: Chartered Institute of Personnel and Development
Meagen Rosenthal. (2008) Qualitative research methods; Why, when, and how to conduct
Interviews and focus groups.
Neil Thompson. (2013). People Management, Palgrave.
Steve Campbell, John Scott (2011), Process of conducting qualitative research.
Tyers, C., Sinclair, A., Cowling, M. and Gordon-Dseagu, C. (2007). Constructing better health:
Final evaluation report. Health Saf. Excecutive