Additionally, Morris & Maisto (2005) suggest that fears over unemployment in volatile or unpredictable business environments is a source of extreme stress, often leading to alcohol-related diseases or cases of extreme moodiness both personally and professionally. When thoughts of potential job loss are somewhat irrational and are not based on tangible organisational evidence, it is the responsibility of the employer to build a sense of security for their employees to avoid extreme stress development. This is accomplished, according to Griffin & Moorhead (2006) by reinforcing that their position is stable and, if they remain productive and active contributors to organisational success, they will continue to be employed and valued for their successes. Again, in this scenario, it is the responsibility of the employer to take a proactive leadership approach to boosting employee perceptions regarding job security, perhaps by offering the employee an opportunity to complete a fast-track management programme to illustrate that the company truly values the relationship.
There are a wide variety of theories regarding employee and employer relationships in the modern organisation and how to utilise positive reinforcement and motivational theories as a tool to sustain these relationships and boost worker performance. However, establishing security and a sense of appreciation (from a self-esteem development perspective) appear to be the primary catalysts for positive organisational performance as a company whole. When employees are content and secure, they are likely to be larger contributors to securing long-term strategic objectives.
The proposed study design
Upon project approval, this impending study on organisational performance seeks to answer two specific research questions:
What are the most viable methods for employers to establish a sense of security in employees without being misleading'
Can employers actually develop self-esteem in their employee population and how is this accomplished in hectic or otherwise difficult organisational environments'
This proposed study will take a qualitative approach to research analysis, which Henslin (2003) suggests involves the who, why, and how of relationships, utilising subjective analyses to determine causal relationships between two or more members of the same organisation. The qualitative research approach was determined to be a more viable research strategy than the quantitative approach, which generally relies on statistical information or numerical representation, such as analysis of information laid out in a closed-ended questionnaire format.
Because this study requires qualitative research approaches, the semi-structured interview was selected as the most viable research instrument in this proposed study. This