Work design and stress: Panel comments.

Abstract

I have elected to elaborate on three major areas related to Landy's paper on work design and stress. These areas include the potential impact of globalization on the changing nature of work, research conducted a t AT&T related to the impact of social variables on strain in the workplace, and the role of human resources (HR) planning as a way to potentially minimize worker strain. GlobalizationThe paper tred lightly over the changing nature of work as it pertains to environmental changes such as intense international competition and corporate restructuring. We cannot underestimate the overall impact of globalization on the nature of work. As domestic and global competition increases, the number of business firms operating across national borders rises. Many United States based companies are now receiving over 50% of their revenues from outside the United States.Multinational firms with a string of relatively unconnected operations in various countries are now moving towards becoming truly global. Global companies operate as though the world were one large market, weaving the individual operations into a strategic mosaic. Simply put, globalization refers to the millions of business transactions moving across the globe at an increasingly accelerated rate. It involves the movement of people, goods, services, and capital through mechanisms such as planes, ships, and electronic mail.Operating in such an increasingly complex global environment surely has an impact on worker strain, particularly for those companies that have had to move with startling swiftness to combat competition. Not only will companies need global standards for quality, pricing, service, and design, but they must have a management team capable of executing a global strategy. Success will depend on several key factors, many of which can potentially induce strain in those responsible for implementation. Having a management team that is truly international is critical. Important skills required to perform effectively in the global marketplace include adaptability to different environments, cultural flexibility (to be comfortable as a global business person rather than a "stranger in a strange land"), and multilingual capability. Understanding the impact of world events, adaptation to policy-constrained environments, and an appreciation of governance in different national settings are key to success as well.Global managers will also be required to build and support overseas operations by attracting, developing, and retaining a cadre of local nationals. These managers