IIPart
4.5.5.6 Formation of effective organisational behaviours
Effective organisational behaviour training is another method which can limit employee stress. It focuses on individual entities, in contrast to the focus on tech- niques described in Section 4.5.4; it is about creating organisational behaviours rather than forming behaviours in general. The training is thereby meant to influence an organisation, although according to Schaufeli and Enzmanna (1998), training should not be included among the ways of impacting both entities and organisations, but rather seen as interactions at the interface of the entity and the organisation. The fol- lowing undertakings are included in this group:
• Time-management training (e.g. Fontana 1999): May help in dealing with the pressures of deadlines and time management, a common stress-causing factor, as discussed previously.
• Interpersonal-skills training: Especially important in service and helping professions whose employees are vulnerable to the burnout effect. Maslach and Leiter (1997) described the types of interpersonal skills that persons performing such jobs should have, such as an ability to strike up and hold eye contact, maintaining conversations on sensitive topics, distinguishing types of people (according to sex, age, descent and so on), and dealing with aggressive people. A popular form of interpersonal training is assertive- ness training (Lindenfield 1995), which helps the person realise their goals without aggression.
• Creation of a realistic image of the profession: This interesting form of training was developed mainly as a method of preventing the burnout effect. It is not uncommon for people suffering from burnout to have begun with very high, idealistic expectations of their environment. A more realis- tic approach toward a profession before starting the job will be an effective countermeasure to the burnout effect. Training among nurses (Schaufeli and Enzmann 1998) has proven such an approach to be a valid one.
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