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MGW3210 Organisational Wellness

   

Added on  2019-11-08

14 Pages4964 Words219 Views
Running Head: Organisational Wellness 1Organisational Wellness<Student ID><Student Name><University Name>

Organisational Wellness2Introduction:Prior to the discussion that would comprise of major section of the report, thefollowing reflective journal has to describe the validation for selecting organizationalwellness as its major scope of emphasis. I selected organizational wellness as the topic forreflective journal and intended to draw on major academic sources which are associated withthe subject. In the beginning of the course, I had only a vague impression of the learningobjectives. However, my emphasis was gradually deviated towards progressive learning andover the course of many weeks of learning I was able to apprehend the important conceptspertaining to resolution of issues related to organizational wellness. Furthermore, thereflective journal enabled me to review the lecture materials and derive adequate inferencesdepicting organizational learning. The other notable aspects which could be ascertained in the reflective journalprovided below would include an explicit depiction of patterns that have emerged from thetheoretical developments observed in context of organizational wellness (Barnard, 2013). Thereflective journal facilitates a cognizable impression of the interrelationship between ideasand concepts in the readings alongside the variability of outcomes according to the differencein perspectives for anticipating organizational wellness. The profound themes which wouldbe observed in the following reflective journal refer to employee empowerment,development, growth and employee recognition, role of organizational culture in affectingworkplace wellness and implications of respectful cultures in promoting organizationalwellness (Blake, 2016). Critical ReflectionMy critical reflection on the lecture materials pertaining to employee empowermentand employee engagement would be accounted as promising additions to the reflectivejournal. The concerns of employee empowerment and employee engagement have to beconsidered as imperative requirements to promote organizational wellness (Cha, 2015). Theobjective of reflection on literature is largely aligned with the comparison of theory withcommon organizational practices and determining the disparities thereby implying legiblerecommendations for functional outcomes. The concerns of employee empowerment have been generically defined as themotivation of employees to assume personal responsibility for their professional tasks andobjectives as well as improvement of approaches intended to accomplish the organizational

Organisational Wellness3goals. From a critical perspective, I could be able to discern from this definition of employeeempowerment that providing opportunities to employees for engaging comprehensively withtheir responsibilities and consistent professional development could be accountable forfostering organizational wellness. Employee empowerment has been associated explicitlywith four major dimensions of empowerment such as meaning, self-determination,competence and impact (Coates & Howe, 2015). The individual dimensions of empowerment are intended to reform organizationalbehaviour with the help of reforms in employee perception of the workplace context. Theself-determination aspect of empowerment refers to the perception of discretion and freedomby employees in their work environment. However, the theory can be contradicted on thegrounds of unreasonable utilization of discretion and freedom assigned to employees and theimpact of varying levels of self-determination among different levels of employees. Themeaning dimension of employee empowerment has also been reviewed comprehensively inthe teaching material provided to us during the course. Meaning is perceived by employees as a facilitator of empowerment on the groundsof perceiving significance of their work. If employees perceive that their work is importantfor them as well as the society then they are more likely to observe their recognition (Coetzee& Van Zyl, 2014). Competence dimension of empowerment has also been described as adeterminant of organizational wellness since it helps the employees to perceive their self-efficacy. Furthermore, employees are more likely to be empowered on the basis of theoutcomes of their actions and their impact on the success of the enterprise. However, theperception of competence could lead to stagnancy of professional development in certaincases while the impact dimension of empowerment could lead to critical insufficiencies suchas over confidence among employees (Dawad & Hoque, 2016). The concerned literature sources provided in the lecture also emphasized on thereasons for which empowerment is needed which can be validated on the grounds ofcommitment of empowered employees to an enterprise. Empowered employees are morelikely to describe higher levels of engagement which could lead to the prolific outcomesderived from activities of engaged employees with thorough utilization of capabilities as wellas their complete potential. Another notable highlight that could be perceived in context ofemployee empowerment is observed in the form of the outcomes on employee characteristicswhich were found out to become more responsible, involved and proactive in organizational

Organisational Wellness4processes. On the critical side, I can argue that the initiatives of an organization for employeeempowerment could result in negative outcomes such as inappropriate utilization of acquiredcapabilities and training by the employee for favourable employment opportunities (DelGottardo & Patera, 2016). The concerns of improving responsibility and engagement of employees throughempowerment could be subject to ambiguities since the efforts on behalf of the employeescould vary according to the changes in antecedents of employee empowerment. Therefore anorganization’s wellness could be substantially affected by the implications of employeeempowerment which implies the identification of approaches to ensure engagement throughempowerment. Literature has depicted profound references towards the classification ofempowerment into two categories which include structural empowerment and psychologicalempowerment. The structural empowerment aspect is comprehensively associated with the emphasison perceiving the different job characteristics. The psychological empowerment aspects arelargely related to the approaches of employees for interpretation and reaction to structuralemployee empowerment conditions. Structural empowerment has been defined as thecapability for mobilization of human resources and material resources to accomplish specificorganizational objectives according to the lecture studies (Docherty, 2013). It is liable for providing employees with opportunities to access resources,information, opportunities for learning and growth as well as support. However, structuralempowerment could be largely critiqued on the grounds of its application in terms ofallocating authority to employees and structural empowerment could invite the implicationsfor large scale changes in the organizational structure especially those which follow a verticalorganizational structure. I was also able to draw reasonable inferences into the aspects ofpsychological empowerment which comprises of three distinct dimensions of verbal,behavioural and outcome related involvement. Verbal empowerment allows employees to present their involvement in the decisionmaking process through communicating their opinions flexibly (Douvaras & Ukpere, 2014).Behavioural empowerment is realized through the recognition of employee competence tomanage the job, resolve issues and acquire novel skills. The outcome related empowermentcould be assured through the ability of individuals to reform the approaches foraccomplishing the precedent objectives as well as increase productivity. However, I could be

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