HR and the parameters of knowledge, stress and time: HR’s role in the dynamics of stress, time and knowledge management
| DOI | https://doi.org/10.1108/14754390580000820 |
| Published date | 01 July 2005 |
| Date | 01 July 2005 |
| Pages | 32-35 |
| Author | Katrina Delargy,Heather Chatten |
| Subject Matter | HR & organizational behaviour |
32 Volume 4 Issue 5 July/August 2005
HE PACE OF BUSINESS continues to
increase. Technology allows us to do things
faster and on a much larger scale, but it also
raises expectations of a rapid response and the
availability of individuals to interact to meet business
needs. This provides both opportunities and challenges
for HR to influence how an organization makes best
use of its human and organizational capital, without
jeopardizing employee well-being and a sense of
fairness or “organizational justice.”
Much has been written about the individual topics
of stress management, time management and
knowledge management, but rather less about the
potential interdependence between them. We believe
there is a gap in current research and literature in
exploring the linkages and interactions between the
parameters of these three areas. In this article we focus
on how the three elements are intrinsically linked and,
when managed effectively, can ensure personal and
organizational effectiveness and well being.
Virtuous vs. vicious circles
Our model (see Figure 1, right) indicates where some of
the issues might lie. The possibility for different aspects
of time, knowledge and stress-related behaviors
compounding to form either virtuous or vicious circles is
illustrated. The impact is shown at two levels – individual
and organizational, as these can be quite different.
The cycle can start at any point (and may not stop)
depending on how well tensions are resolved or
allowed to accumulate and dissipate. The models
represent two extreme scenarios in terms of stress
prevention (virtuous circle) and stress management
(vicious circle). The ultimate cost may depend on
which of these becomes dominant.
Stress and time management
Good stress management relies on everyone feeling
able to cope with the demands placed on them – this
means making sure the right personalities are involved,
not just those who have the functional roles that
should provide the required knowledge. The literature
on stress management usually refers to time
management to some extent, as one of a range of
measures that can be taken to minimize or reduce
stress. There is still a tendency to focus on the physical
manifestations of stress rather than the mental
precursors – the former are somewhat more visible and
easier to quantify in terms of impact such as absence.
The literature on time management focuses heavily on
analyzing current time usage, and mentions the linkage
with stress management only as a peripheral issue.
The diagnostic tools which form part of this literature
are often unwieldy, as there are numerous time-
consuming analyses to be performed. They are also often
paper-based – a medium which doesn’t lend itself well to
overall trend analysis, either for an individual or a group.
by Katrina Delargy and Heather Chatten
HR and the
parameters of
knowledge,
stress and time
HR’s role in the dynamics of stress,
time and knowledge management
T
The impacts of poor stress, time and knowledge
management can compound to create a vicious circle
of poor performance. Find out how a proactive
approach to stress prevention and effective time and
knowledge management can create the opposite
effect: a virtuous circle of high individual and
organizational performance.
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© Melcrum Publishing Ltd. 2005 For more information visit www.melcrum.com or e-mail info@melcrum.com
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