HUMAN BEHAVIOR

Ocampo, Kris Anne Joy S.

BSMA 3A

COPING WITH TEMPORARINESS

Every effective manager have always been considering changes in his/her
organization. Back to the earlier years, stability in an organization used to have
longer period than in the present-day. Change is an ongoing activity for most
managers. The concept of continuous improvement, for instance, implies constant
change. Due to these constant changes, the survival of the organization depends on
its flexibility to cope up with temporariness.
Temporariness may come from a change in technology. It is an ever changing and
continually developing phenomenon which requires employees to be just as
dynamic and up-to-date. Other times, an impermanent change in policies causes
temporariness.
Everyone in the organization faces today is one of permanent temporariness. The
actual jobs that workers perform are in a permanent state of fluctuation. So,
workers need to continually update their knowledge and skills to perform new job
requirements.
Managers and employees must learn to cope with temporariness. The organization,
as well, needs to move fast, flexible and, innovative in their products. Jobs must be
redesigned and task are done by flexibility with the trained old employees plus new
technology. Sometimes, permanent employees may not be knowledgeable enough
about new technologies, or not adaptable enough to immediately regulate the
newly enforced policies. For this reason, an organization might seek temporary
employees who are specialized in the new fields and who can efficiently get the
work done.
However, in every managers view, better understanding of change can overcome
the resistance to change.

HELPING EMPLOYEES BALANCE WORK LIFE CONFLICTS

Having a perfect balance between work-life has been one of the main
problems of every employees. Their schedules have been busier than ever before,
which often causes their work or their personal lives to suffer.
Work-life balance involves juggling workplace stress with the daily pressures of
family, friends, and self. This consists of three components: (1) time balance refers
to equal time being given to both work and family roles; (2) involvement balance

refers to equal levels of psychological involvement in both work and family roles
and finally; (3) satisfaction balance refers to equal levels of satisfaction in both work
and family roles. Therefore, in order to achieve a work-life balance these
components should be considered.
When individuals struggle to maintain and satisfy the demands placed on them by
both the work and family domains, an imbalance may occur. Work-family conflict
can be defined as a source of stress resulting from irreconcilable pressure from the
work and family spheres. These conflicts are manifested as time strains, missed
work or family activities, and the spillover of stress from work to home or vice versa.
Several aspects of family structure are associated with work-family conflict including
dependent care responsibilities, especially care for the elderly and disabled children
or adults and life cycle stage. Studies shows that employees with dependent care
responsibilities report higher levels of work-to-family conflict. As a result, these
employees with children or dependents are more likely to have inflexible
commitments at home that will conflict with expectations or demands at work. The
presence of children in the household has also been positively related to workfamily conflict.
Individuals and couples employ a variety of adaptive strategies to reduce workfamily conflictsincluding one spouse exiting the labor force, one spouse reducing
work hours, or spouses working different shiftsbut these strategies often reinforce
gender inequality because women are more likely to leave jobs or cut back at work.
Helping employees maintain work/life balance isnt something a manager do just for
them it can be vital to the health of their company. Managers showing even small
efforts to help their employees balance their work-life make them feel good about
having healthy relationship with the organization.
Employees having greater sense of control and ownerships over their own lives are
able to leave issues in their respective places; work issues at work, and home issues
at home. They are those employees who feel more motivated and less stressed out
at work, which increases company productivity and reduces the number of conflicts
among coworkers and management.
Studies have shown that employees who have a positive work-life balance do a
better job at work, which is beneficial to individuals and the company. This is a
practical guide for employers who want to promote a healthy work-life balance for
their teams.