What happened here? What explains this change in Bob Myers?
Bob Myers was quite assertive, and executives admired his performances in different projects. He played an important role in the company. According to his superiors, he was aggressive and energetic in work activities. He wanted to work every time, and it became his top priority. On the other hand, the contribution of Bob Myers was valuable for executives of the company. However, with the passage of the time, he became inefficient. He was involved in different conflicts, which created a negative impact on his performance. The big reason regarding this situation was workload, as Bob Myers was overburdened in the company. Due to stress, he was not responsive, which was a big thing to worry about company executives and internal stakeholders. For Instance, the human resource management failed to create a culture, which identifies employee needs. Bob Myers did not take rest for many days, and the company was taking benefits due to his assertiveness or aggressive working habits. HR manager was just focusing on performance, efficiency, and incentives, as employee care was sidelined. Thus, the change was due to poor human resource management process, as the management did not identify or intervene accordingly to overcome this issue (Whetten & Cameron, 2010).
What was the source of his stress? Could this have been avoided?
The source of his stress was work burden. As mentioned, Bob Myers’s assertiveness was used in the company. At the same time, he had several projects to complete, and without any break or rest, he got this problem. The company assigned additional responsibilities to Bob Myers, which increased the workload. Due to his usual vigor, he completed projects smoothly, and executive were pleased. Interestingly, he was still assertive to have some projects, but the management reminded him that he had to dream and plan for the future of the company according to his new responsibility. It was the main source of the stress, as it made him think all the time. He seemed quite confused and often lost his temper when dealing with different mates. He had to think about the projects and the company planning, and it increased the stress rapidly (Whetten & Cameron, 2010).
It could have been avoided due to the interventions of human resource management. For Instance, when there was not work, the management could reward vacations to spend a good time with family and relatives. Also, the management may arrange some sports events for employees to reduce stress. Allowing a break after tough and hectic work is good, as employees can be retained and motivated to depict their contribution aggressively (Stettner, 2013).
Can this be changed or turned around?
It can be changed through changing the culture of the company. The management of the company should consider the roles and responsibilities, which are assigned to different employees in the company. The change can happen when an employee of the company thinks about his job performance, duties, and responsibilities instead of other tasks, which are not included in his job description. Assigning the work according to work abilities, qualifications and behavior are the best trait that can alter the situation. In the case of Bob Myers, the problem emerged when the management oversimplified the work allocation. Bob Myers was not for dreaming and planning, as he was the great executor. Thus, there should be a human resource policy to keep things pertinent. Engaging with people in the company identify their personal needs is necessary to retain the best talent. The change can be conducted when the management considers the both, the company and employee’s perspectives (Whetten & Cameron, 2010).
The biggest change, which can be observed, is due to the performance measures and reward allocation. When Bob Myers gets a vocational reward from the management, he can get rid of tough projects for a while. Moreover, he can remind or relive activities in college, which can lead towards relaxation (Whetten & Cameron, 2010).
Reference
Stettner, M. (2013). Skills for New Managers (2 ed.). New York: McGraw Hill Professional.
Whetten, D. A., & Cameron, . K. (2010). Developing Management Skills (8 ed.). New York: Prentice Hall.
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