Sample – Report Writing

Sample Report A Formal Report Sample Reports A FORMAL REPORT THE effectuate OF STRESS ON BUSINESS EMPLOYEES AND PROGRAMS OFFERED BY EMPLOYERS TO MANAGE EMPLOYEE STRESS alert for Dr. Robert J. Olney sou-west Texas State University Prep bed by Charles Dishinger Nancy Howard Bill Kiagler Sherry Seabrooke Donna Tucker November 29, 20 S-29 right of first publication Houghton Mifflin Company. totally rights reserved. Sample Reports ii TABLE OF CONTENTS knave LIST OF TABLES . iii LIST OF FIGURES vABSTRACT SECTION I INTRODUCTION TO THE involve.. Introduction Statement of the Problem.. Signifi fag barricadece of the count.. Scope of the Study Review of Related literature Methods of the Study Source of Data . l S-30 procure Houghton Mifflin Company. All rights reserved. iv 1 1 1 1 1 2 2 3 3 4 4 4 6 6 6 6 7 8 9 10 11 Sample Reports iii LIST OF TABLES gameboard 1. platforms Offered by Employers to Man duration render .. S-31 secure Houghton Mifflin Company. All rights reserved . P get on 8 Sample Reports iv LIST OF FIGURES Figure Page 1. Age dispersion of Respondents .. . 2. contradict Effects of form on Work Performance .. S-32 6 7 copyright Houghton Mifflin Company. All rights reserved. Sample Reports v Abstract This carry was digested to determine the set up of try out on employees and the methods employers use to have sex employees prove.It was special to the perceptions of interchange Texas phone line employees, who were selected using a nonprobability, appliance sampling method. A app bent motionnaire consisting of three parts was used to collect essential information. The composed data were analyzed and interpreted using simple statistical techniques. The findings of the data indicated that the domain of a functions prove to be most(prenominal) minusly stirred by striving were line of merchandise propitiation/morale, courtesy, creative thinking, and productiveness. In addition, personal appearance and absenteeism were l isted as the subject fields least bear upon by assay. According to the results of the tudy, employers right away are offering a wide-eyed variety of needed architectural plans to portion out the melodic line of their employees. One of the main conclusions pinched from the employment was that vehemence does negatively affect the reach deed of employees. Therefore, melodic line is not respectable an individual issue but an issue that mustiness be addressed by both the employer and the employee the range performance knowledge domains negatively affected have a direct effect on the play along as a whole. S-33 Copyright Houghton Mifflin Company. All rights reserved. Sample Reports The Effects of Stress on Business Employees nd Programs Offered by Employers to make do Employee Stress parting I Introduction to the Study Introduction Today, many organizations and employees are experiencing the effects of prove on be prone performance. The effects of filter sight b e either dictatorial or negative. What is perceived as positive breed by one person whitethorn be perceived as negative punctuate by an some other, since bothone perceives situations differently. According to Barden (2001), negative try on is suitable a major illness in the figure out environment, and it can debilitate employees and be make uply to employers.Managers need to refer those suffering from negative tenseness and consume programs as a defense against stress. These programs whitethorn subject the stir stress has on employees die hard performance. Statement of the Problem The purpose of this learning was to determine the negative effects of stress on employees and the methods employers use to manage employees stress. Significance of the Study There are three primary groups that whitethorn benefit from this study. The first group, consisting of employees in todays business organizations, may learn to identify ways that stress negatively affects their work p erformance.Identifying the negative effects may enable them to take necessary action to cope with stress. By sacramental manduction this knowledge, employees can act as a vehicle to helper commission implement appropriate stress reduction programs. The back up group that may benefit from this study is employers who may gain insight as to how stress is actu every last(predicate)y negatively affecting S-34 Copyright Houghton Mifflin Company. All rights reserved. Sample Reports 2 employees work performance. Finally, educators can use these findings as a valuable escape to incorpo deem into their curriculum.By emphasizing to students the importance of developing programs to deal with stress, the students may be able to transfer this knowledge to the study, thereby improving the quality of the work environment. Scope of the Study This study was special(a) to the perceptions of regular business employees as to the negative effects that stress has on work performance and the move that employers are taking to manage stress. For the purpose of this study, what constitutes full-time employment is specify by the employer. This study was restricted to businesses operating in the Central Texas area.The Central Texas area encompasses all communities within Hays, Kendall, Travis, and Williamson counties. For the purpose of this study, stress is defined as disruptive or disquieting influences that negatively affect an individual in the workplace. Data for this study were collected during the fall of 2002. Review of Related Literature Barden (2001), a freelance writer specializing in health trouble and a former managing editor of Commerce and Health, stated the importance of wellness programs and gave proper(postnominal) examples of corporations that are successfully implementing such rograms. The Morrison Company currently saves $8. 33 for every dollar spent on wellness by offering programs such as weight loss, exercise, and back care. Axon Petroleum estimates that wellness programs depart save $1. 6 million each year in health care costs for its 650 employees. In addition to Morrison and Axon Petroleum, Barden cited the savings for vi other companies. According to the Wellness Bureau of America, the success of these companies offers concrete produce that wellness programs pay off by lowering health care costs, reducing absenteeism, and increasing productivity.Foster (2002), a professional speaker on stress-management, surveyed midlevel managers and institute stress to be a major determinant in player productivity. According to the study, the primary areas affected by stress are employee morale, absenteeism, and finale making abilities. By recognizing that a problem exists and by addressing the issue, managers can reduce nerve-racking activities and increase worker performance in the business organization. Harrold and Wayland (2002) account that increasing stress affects morale, productivity, organizational efficiency, absenteeism , and profitability for both individuals and the organization.The problem for businesses today is knowing how S-35 Copyright Houghton Mifflin Company. All rights reserved. Sample Reports 3 to determine nerve-racking areas in their organizations and how to use constructive confrontation methods to reduce stress and advance efficiency. According to the authors, organizations that make a positive effort to deal with stress not only help build trust among their employees, but similarly increase the productivity of their employees and the organization as a whole. Maurer (2002) stated that stress-induced illnesses are prevalent in the workplace today, and stress is the problem of the sufferer and the employer.Stress causes absenteeism and can lead to other problems such as drug addiction, alcoholism, depression, and poor chew over performance. According to Maurer, the annual Barlow Corporation Forum on Human preference Issues and Trends inform that large turn of eventss of compani es noticed severe levels of stress exhibited by employees. The forums panelists agreed that more needed to be done in the workplace to help employees manage stress. Some of the suggestions were to expand wellness programs, offer stress-management seminars, and con staff how to balance work and family life.Maurer also noted that surpassing TeamTech, a computer management company, has dealt with employee stress by providing training programs, monitoring employee concerns, and merging once a month to be proactive instead of reactive. Olympic TeamTechs turnover is less than the industry average. Schorr (2001), a stress-management consultant, stated that stress causes problems in the workplace which negatively affect employee health and organizational productivity. Stress can lead to problems such as joke dissatisfaction, alcoholism, absenteeism, physical ailments, and poor job performance.If managers know how to prevent and cope with stress, productivity can be increased. more compa nies instituted stress-management programs that led to a decline in absenteeism, a decrease in sickness and accident costs, and/or an increase in job performance. Schorr inform that a stress inventory, available from a stress-management program, can assist executives and managers in assessing employee stress. The inventory can identify the sources of stress, which may include physical elements as well as other factors.Once these sources have been assessed, the program can post the necessary skills for coping with the problems, and participants can learn that there are alternative ways of reacting to stress. Methods of the Study Source of Data Data for this study were collected using a questionnaire developed by a group of students at Southwest Texas State University. The questionnaire was divided into S-36 Copyright Houghton Mifflin Company. All rights reserved. Sample Reports 4 three parts. Part one consisted of a list of 15 work performance areas that may be negatively affecte d by a persons level of stress.Respondents were asked to indicate whether stress increased, decreased, or had not changed their work performance in each area. They were also asked to indicate from the list of 15 work performance areas the area that was the most negatively affected by stress and the area that was the least negatively affected by stress. In the second part of the questionnaire, a list of 17 programs was provided and the respondents were asked to indicate which programs their companies had implemented to manage stress. Part three was designed to collect demographic data for a respondent profile, including full-time employee classification and age group.A copy of the questionnaire is contained in appendage A on page 12. Sample Selection The respondents involved in this survey were employees working in companies located in Central Texas. A nonprobability, convenience sampling technique was used to collect primary data. to each one member of the research team was respon sible for distributing three questionnaires to members of the sample. To ensure confidentiality, respondents were given self-addressed, stamped envelopes in which to return their completed questionnaires to Southwest Texas State University. Controls were used to deflect duplication of the esponses. Statistical Methods Simple statistical techniques were used to tabulate the results of this study. The primary data were analyzed using a portion of resolution. To compute the percent of response, the number of responses to each choice was divided by the total number of respondents who answered the question. In question one, the percents of responses for the negative effects of stress on the 15 work performance areas were reported. The results of the next two questions were tabulated by totaling the number of respondents who chose an area they believed was least or most affected by stress.The quaternth question reported the percent of respondents whose employers offered the listed pro grams to manage stress. Questions five and six asked the respondents to indicate if they were considered full-time employees and to indicate their age group. Limitations of the Study This study may be limited through the use of a questionnaire as a data aggregation instrument. Because questionnaires must generally be brief, areas that may have been affected by stress may not have been included in the questionnaire. S-37 Copyright Houghton Mifflin Company. All rights reserved. Sample Reports Also, all programs that may be available to employees for managing stress may not have been included in the study. The study may also be limited by the use of a nonprobability, convenience sampling method. The sample of business employees for the study was chosen for convenience and may not be representative of the total population of business employees. administer should be taken when generalizing these findings to the entire population. Finally, the use of simple statistical techniques may i ntroduce an element of subjectivity into the interpretation and analysis of the data.All attempts have been make to minimize the effects of these limitations on the study. S-38 Copyright Houghton Mifflin Company. All rights reserved. Sample Reports 6 Section II Findings, Conclusions, and Recommendations Introduction This study was designed to determine the effects of stress on employees and to discover methods employers use to manage employees stress. Sixty questionnaires were distributed to business employees in the Central Texas area, and the response rate was 78. 3%. This section includes the Findings, Conclusions, and Recommendations. FindingsThe findings go away be presented in three sections according to the following characteristics Demographic pen, Areas of logical argument Performance Affected by Stress, and Programs Employers Offer Employees to Manage Stress. Demographic Profile All returned responses from the sample were considered full-time employees by their employe rs. The respondents were also asked to indicate their age group all age ranges were represented in the results, as shown in Figure 1. The breakdown consisted of 2. 1% under the age of 20, 33. 7% amongst 20 and 29, 29. 4% between the ages of 30 and 39, 26. % between 40 and 49, 5. 4% between 50 and 59, and 3. 3% were 60 and over. AGE GROUP 5 1 Less than 20 1 6 2. 1% S-39 Copyright Houghton Mifflin Company. All rights reserved. 26. 1% 5 50 to 59 Figure 1 Age Distribution of Respondents 29. 4% 4 40 to 49 3 33. 7% 3 30 to 39 2 4 2 20 to 29 5. 4% 6 60 or over 3. 3% Sample Reports 7 Areas of Job Performance Affected by Stress The respondents were given a list of work performance areas that index be affected by stress and were asked to identify whether stress increased, decreased, or had no change on their work performance.Only respondents who indicated stress negatively affected an area were considered in these findings. Of the 15 areas listed, four areas were identified as having a response rate of more than 50. 0%. These areas were as follows job satisfaction/morale (73. 9%), courtesy (65. 2%), accuracy (52. 7%), and creativity (51. 6%). Similarly, Schorr (2001) stated that a significant number of employees creativity is negatively affected by stress. Also, Harrold and Wayland (2002) agreed that morale is strongly affected by stress. Falling within the range of a 30. 0 to 50. 0% response rate were cooperation (49. %), organizational skills (46. 3%), initiative (45. 2%), productivity (42. 8%), alertness (39. 4%), decision making abilities (39. 1%), and perseverance (35. 5%). Harrold and Wayland (2002) established that increasing stress and anxiety are having a negative influence on an individuals organizational efficiency and productivity. The findings that negatively affect work performance are shown in Figure 2. Figure 2 Negative Effects of Stress on Work Performance 15 13 11 9 7 5 3 1 0 1 2 3 4 5 6 7 8 S-40 10 42. 8% 73. 9% 39. 1% 52. 7% 51. 6% 28. 0% 46 . 3% 65. 2% 20 30 40 ProductivityJob ecstasy/Morale Decision Making Abilities Accuracy Creativity Attention to show Organizational Skills Courtesy Copyright Houghton Mifflin Company. All rights reserved. 50 9 10 11 12 13 14 15 60 49. 5% 45. 2% 26. 6% 39. 4% 35. 5% 25. 8% 28. 3% 70 Cooperation Initiative Reliability Alertness continuity Tardiness Absenteeism 80 Sample Reports 8 Central Texas employees indicated the area they believed was most affected by stress and the area they believed was least affected by stress. According to the results, job satisfaction and productivity were thought to be most affected by stress.On the other end of the scale, areas least affected by stress were personal appearance and absenteeism. However, Schorrs (2001) study found that, on the average, individuals experiencing stress are more inclined to be absent or tardy. Programs Employers Offer Employees to Manage Stress Question four listed 17 programs offered by employers for managing stress. Respon dents were asked to indicate which programs their companies had implemented to manage stress. The responses for each program are shown in Table 1. Table 1 Programs Offered by Employers to Manage Stress.TYPE OF PROGRAM Insurance RESPONSES 72% Breaks Educational Assistance/Reimbursement 51. 0% glide path for incapacitate 42. 6% Alternate Schedule 34. 0% Employee Assistance Programs 34. 0% Wellness Programs 34. 0% Flextime 29. 8% Stress Management Seminars 29. 8% education Programs 29. 8% Piped harmony 17. 2% Assigned Parking 17. 0% Employee say-so Programs 17. 0% Ergonomically Correct Furniture 17. 0% Financial Counseling 8. 5% On-Site/Assistance with Child dispense S-41 69. 2% 4. 3% Copyright Houghton Mifflin Company. All rights reserved. Sample Reports 9Insurance received the highest number of responses (72. 0%), whereas, therapy received the net (2. 1%). Playing classical music and creating a comfortable work environment were found by Foster (2002) to be low cost stress red uction programs. Although these are inexpensive programs to implement, a relatively slight response rate was given for piped music (17. 2%) and ergonomically correct furniture (17. 0%). Maurer (2002) stated that it is necessary for companies to design programs that enable employees to assess stressful situations and develop a rational mode of behavior.In contrast to Maurers research, only 17. 0% of the respondents indicated that Employee Empowerment Programs are being offered by their employer. A response rate of 34. 0% in the category of wellness programs/on-site fitness facilities was obtained. Barden (2001) reported programs that improve an individuals physical condition are both a positive and an effective method of managing stress. The remaining methods for managing stress were varied. Listed in decreasing percentages, they are as follows breaks (69. 2%), educational assistance/ reimbursement (51. %), access for disabled (42. 6%), alternative schedules (34. 0%), Employee Assi stance Programs (34. 0%), Wellness Programs (34. 0%) flextime (29. 8%), stress management seminars/classes (29. 8%), training programs (29. 8%), assigned park (17. 0%), financial counseling (8. 5%), and on-site/assistance with kidskin care (4. 3%). Conclusions On the basis of the findings, several conclusions concerning the effects of stress on Central Texas business employees can be drawn. The findings of this study indicated stress does negatively affect the work performance of employees.Job satisfaction and productivity were indicated as two areas most affected by work-related stress. Therefore, stress cannot be considered just an individual issue because reduced job satisfaction and lower productivity has a direct effect on the company as a whole. From this study, it can be concluded that employers have realized the importance of managing stress in the workplace because of the wide variety of programs now offered to manage stress. Of all the programs offered by employers, rest itution is the most frequently offered authority for managing stress.Because insurance acts as a security net for employees and is offered the most, it can be inferred that employers contend that insurance is the most effective means for managing stress. S-42 Copyright Houghton Mifflin Company. All rights reserved. Sample Reports 10 Recommendations Based on the findings and conclusions in this study, the following recommendations are made 1. 2. Employers should conduct a survey of the programs they already offer to discover which programs are the most effective for managing their employees stress. 3.Employees should share their ideas for managing stress with their employers in order to help their employers implement appropriate stress reduction programs. 4. Educators should incorporate into their business curriculum discussions of stress in the workplace and ways to manage stress. 5. S-43 Employers should offer various stress reduction programs to help employees manage stress beca use stress is prevalent in the workplace. Additional research should be done. First, other areas negatively affected by stress should be studied to determine if stress affects other aspects of an employees life.In addition, other factors should be examined to learn what the personal and work-related causes and symptoms of stress are for an individual. Copyright Houghton Mifflin Company. All rights reserved. Sample Reports 11 Bibliography Barden, Nancy Ray. Wellness Programs Everyone Wins. Commerce and Health, November 2001, 2842. Foster, Lucy Barnes. Workplace Stress Changing the Pattern. Sales and Marketing Journal (2002), 3233. Harrold, Robert and Wayland, Michael. New Methods to subvert Workplace Stress. Industrial Concepts, June 2002, 1921. Maurer, Marcia K. Is Stress Running Your Life? newfangled Office Innovation, February 2002, 2728. Schorr, Leslie. Coping with Stress, Boosting Productivity. Employment News, Spring 2001, 2326. S-44 Copyright Houghton Mifflin Company. All rights reserved. Sample Reports Appendix A Questionnaire The Effects of Stress on Business Employees Students in the Graduate School of Business at Southwest Texas State University are conducting this survey to determine perceptions of the effects of stress on employees. The survey also is designed to determine efforts employers are making to help employees manage stress.Please return this questionnaire in the enclosed postage-paid envelope by Friday, November 8. 1. How does stress most often affect you at work? Please signboard one response per line. AREA AFFECTED Productivity Job contentment/Morale Absenteeism Decision Making Abilities Accuracy Creativity Attention to ad hominem Appearance Organizational Skills Courtesy Cooperation Initiative Reliability Alertness Perseverance T di S-45 Copyright Houghton Mifflin Company. All rights reserved. INCREA SE DECREA SE NO careen Sample Reports 13 2.Which one area from question 1 do you believe is most affected by stress? 3. Whi ch one area from question 1 do you believe is least affected by stress? 4. Which of the following means for managing stress does your employer offer? Please cabbage all that apply. __ Employee Assistance Program On-Site/Assistance with Child Care Assigned Parking Employee Empowerment Programs Educational Assistance/Reimbursement Breaks Wellness Program/On-Site Fitness Facility Financial Counseling Access for Disabled Stress Management Seminars/Classes Training Programs TherapyAlternative Schedules (part-time, time off for family, etc. ) Flextime Piped Music Ergonomically Correct Furniture Insurance (security net for employee/family) Other (please specify) Note Questions 5 and 6 are included in this questionnaire as a means of developing a demographic profile of our respondents. 5. Are you classified as a full-time employee by your employer? Yes 6. No Please check your age group. Less than 20 20 to 29 30 to 39 40 to 49 50 to 59 60 or over thank you for taking time to help us. We val ue your input. S-46 Copyright Houghton Mifflin Company. All rights reserved.