Revista Argentina de Clínica Psicológica 2020, Vol. XXIX, N°2, 1099-1108
DOI: 10.24205/03276716.2020.351 1099
P
SYCHOLOGICAL
Q
UALITY AND
M
ENTAL
A
DJUSTMENT OF
E
NTERPRISE
M
ANAGERS
Guan Wang, Xiaohu Zhou*
Abstract
The ability of mental adjustment of managers may influence the sustainable development of the enterprise. This paper fully explores the psychological quality and mental adjustment of enterprise managers. Firstly, the relevant theories on enterprise managers and psychology were fully reviewed. Then, a questionnaire survey was conducted on 300 managers, in which the psychological quality of each respondent was assessed against a five-point scale. The psychological health of the respondents was compared based on gender, length of service, education, position and business scale. In addition, the authors analysed the relationship between work stress and psychological quality, and checked the managers’ cognition of mental health and response to work stress. The results show that psychological quality of enterprise managers is generally poor and varies from person to person, and the enterprise managers lack the knowledge on psychological quality. On this basis, mental adjustment strategies were proposed for enterprises managers in the enterprise, social and individual dimensions. The research results provide a good reference for human resources management.
Key words: State-Owned Enterprises, State-Owned Enterprise Managers, Psychological Quality, Psychological Adjustment Countermeasures.
Received: 16-03-19 | Accepted: 13-10-19
INTRODUCTION
Among the comprehensive qualities of state-owned enterprise managers, the quality of psychological quality is particularly important (Amunkete & Rothmann, 2015). The psychological quality of managers is related to the career development of individuals, the success or failure of enterprises and the quality of
enterprise products. The problem of
psychological quality has been paid more and more attention from all walks of life. The results of relevant research surveys show that a considerable number of state-owned enterprise
managers are concerned about their
psychological quality, and their psychological problems mainly include psychological stress,
School of Economics and Management, Nanjing University of Science and Technology, Nanjing 210094, China.
E-Mail: crown_18@hotmail.com
psychological imbalance, and emotional
disorders (Jaiswal & Dhar, 2016). However, the gaps in the psychological service institutions of state-owned enterprise managers, the lack of knowledge of the psychological quality of business managers and the lack of self-regulation and psychological balance have made the psychological problems of state-owned enterprise managers not timely adjusted and treated (Guo, Huy, & Xiao, 2017). These problems are serious. The ground jeopardizes the quality growth of enterprise managers and will indirectly affect the quality development of enterprises (Liu, Zhang, Liao et al., 2016). To this end, we study the psychological adjustment of state-owned enterprise managers, understand the specific performance of the state-owned enterprise managers' psychological problems, and analyze the root causes of the psychological problems of managers. It is of great significance for the self-care adjustment of the state-owned
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enterprise managers.
Today, science and technology have become the
dominant factor in economic and social
development. How to manage human resources reasonably and effectively has become the top priority for every state-owned enterprise (Cheng, 2019). There are more and more researches on the management of human resources in state-owned enterprises. Researchers have cut into the psychological research of human resource managers in state-owned enterprises from different angles (Tajeddini & Trueman, 2016). The psychological quality standards proposed by relevant scholars are: strive for self-success; be able to look at themselves objectively; have the ability to establish relatives with others; acquire the abilities, knowledge and skills needed in life; have compassion and have life for everything (Liu, Tso, Yang et al., 2017). In a general sense, psychological quality marks the ability of people's psychological adjustment and development, that is, when the internal and external environment changes, it can guarantee the normal psychological state for a long time (Gustomo, Febriansyah, Ginting et al., 2019). It is a good psychological function in many psychological factors (Estrin, Meyer, Nielsen et al., 2016). Psychological quality is an individual's ability to maintain a good psychological performance in various environments, and in the interaction with the changing external environment, it can constantly adjust their internal psychological structure to achieve stability and coordination with the environment (Garg & Dhar, 2016). Research on occupational stress has focused on the study of stress consequences (Ma & Peverelli, 2019). Behavior is characterized by drug abuse, excessive excitement, alcoholism or excessive smoking, and even forced sexual behavior is absent in the organization, interpersonal poor relationships, low work efficiency, job dissatisfaction. It is precisely because of the consequences of work stress that people are paying more and more attention to work stress, and often use psychological quality as a measure of the consequences of work stress. Although different scholars have different methods for classifying coping styles according to different ideas, according to the adjustment effect of coping styles, there are positive and negative coping styles (Chakrabarti & Mondal, 2017). Some coping styles are helpful in easing the cognitive and stressful adverse reactions to stressors during work stress, and some coping styles have a tendency to strengthen stress hazards. Finding ways to deal with work stress management and mitigating the psychological negative impact of work stress on
workers is of great significance. Moderate pressure can mobilize workers to tap resources to cope with current problems and achieve good adaptation to psychological and work stress. Excessive stress can inhibit the worker's body and lead to physical, emotional and behavioral discomfort. Therefore, it is very meaningful to pay attention to the study of work stress and psychological quality.
According to the research purpose and the needs of the test hypothesis, this paper mainly uses the literature research method, the questionnaire survey method, the statistical analysis method and the combination of qualitative and quantitative analysis. The questionnaire survey method collects relevant data through questionnaires and conducts statistical analysis. After the questionnaires are collected, the invalid questionnaires are first removed (filling incomplete or inconsistent questionnaires), and then the valid questionnaires are coded and input into the computer for data registration. Using SPASS statistical software for data analysis, the main statistical analysis methods used are descriptive analysis, factor analysis, and correlation analysis. Finally, based on the data obtained, the analysis draws conclusions, proposes
countermeasures and suggestions for the
psychological adjustment of state-owned enterprise managers, and conducts an organic combination of quantitative and qualitative analysis.
RELEVANT THEORETICAL BASIS
Relevant theories of state-owned enterprise managers
(1) Human capital investment theory
Enterprise investment in human resources mainly includes investments in education, health care, labor retraining, and internal and external corporate mobility. Schultz once summarized the content of human capital investment into five aspects: health care, on-the-job training, school education, learning programs for adults outside the enterprise, and migration activities for individuals and families.
With the development of society and the intensification of enterprise competition, the problem of the psychological quality of state-owned enterprise managers has become more and more serious. Psychological quality is also a very important part, which is related to the individual's quality ability, the level of enterprise performance, and the quality of enterprise products, so it should be given high attention. The psychological adjustment problem of the state-owned enterprise
PSYCHOLOGICAL QUALITY AND MENTAL ADJUSTMENT OF ENTERPRISE MANAGERS 1101
Figure 1
.
Schematic diagram of modest human capital investment model
managers studied in this paper refers to the mental health care in human capital medical care. The mode of modest human capital investment is shown in Figure 1.
(2) Demand hierarchy theory
Respect for the needs include the sense of personal accomplishment and the realization of self-value, the recognition and respect of others, hoping that they have a certain social status, and the individual's ability can be recognized by the society. Maslow believes that respect for the needs is satisfied, that people can be full of confidence in themselves, full of enthusiasm for work. Failure to meet such needs can be frustrating and pose a threat to psychology. This stage is concerned with achievements, fame, status and promotion opportunities. Therefore, at this stage, employees should be given special attention to managers with respect for their needs. Public rewards and praise should be adopted to enhance people's pride in their work.
Self-fulfilling needs are the highest level of demand, achieving personal ideals, ambitions, embodying the highest level of personal value and
maximizing potential. Those who reach the realm of self-realization have the ability to solve problems, enhance their consciousness, and be good at doing things independently. Managers who value this need will recognize that no matter what kind of work can be innovated, senior managers who earn a certain level of income often pursue self-fulfillment. At this stage, a certain amount of personal accumulation, individuality, and self-centeredness are completed, but people at this stage do not need money, but need more money to help him achieve higher ideals and make them feel self-conscious.
In practice, we should thoroughly understand and accurately grasp the needs of managers. Because manager needs are different from ordinary employees, there are differences between managers at different levels. When the demand level of the manager is not satisfied, it will affect the mental state, affect the psychological quality, resulting in low work efficiency, dissatisfaction with work and low mood. Enterprises should help managers through practical actions. The actual demand stage of state-owned enterprise managers is to respect the needs and self-realization needs, and their
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psychological satisfaction is the most important at present.
(3) Fair theory
The theory of fairness was proposed by American psychologist Stasi Adams in the 1960s. The theory of fairness believes that a person not only cares about his own income and dedication, but also cares about his relationship with his own income, giving and other people's income and giving. People always compare their "input-output ratio" with the "input-output ratio" of others. Only when they are considered equal, will they be considered fair.
The input mainly includes the length of service, gender, education level, etc. The output mainly includes wages, benefits, and promotion. Therefore, in management practice, in order to make managers feel fair and promote psychological quality, it is necessary to consider the openness of distribution decisions, establish an open and fair personnel system, and satisfy the fair needs of managers through rigid systems.
Psychology related theory
(1) Individual-environment matching theory The stress of work is due to the mismatch between individual abilities and job requirements. Better adaptation occurs only when the personality traits match the work environment. The individual-environment matching theory emphasizes the
degree of matching between individual
characteristics such as individual ability and
personality and the working activity environment, and ultimately determines the size of individual work pressure, but not only the working environment or individual unilateral characteristics. The individual-environment matching theory is a theory that comprehensively and accurately reveals the causes of work stress.
(2) Work requirements - control mode
Work activities include two key characteristics of work requirements and work control, which together affect work pressure. Work requirements refer to the factors that exist in the work situation and reflect the amount and difficulty of the work tasks performed by the employees, that is, the stressors, such as high workload, time constraints, role conflicts, and difficulty in solving problems. Work control reflects the extent to which employees can influence self-work behavior. Work control has two component skills and decision making power. Work stress does not depend solely on work requirements, nor on work control alone, but on the interaction between the two. When work control is at different levels, the effect of work requirements on work pressure is different, that is, it is said that the job requirements and the degree of control included in the work together determine the work pressure of the incumbent. The control model of the psychological influence factors of state-owned enterprise managers' work delay is shown in Figure 2.
Figure 2
.
Control model of the factors affecting the work delay of state-owned enterprise
managers
PSYCHOLOGICAL QUALITY AND MENTAL ADJUSTMENT OF ENTERPRISE MANAGERS 1103
(3) Stress evaluation theory based on interaction model
A significant deficiency in early work stress research is that environmental conditions and individual characteristics are considered to be separate and constant. When environmental theory considers the causes of work stress, it combines the
relationship between individuals and the
environment. Although it is a step further than previous research, it still treats the matching
relationship between individuals and the
environment statically. The stress evaluation theory based on the interaction model considers stress to be a dynamic process that changes with time and task. The relationship between the individual and the environment, and the degree to which the individual matches the environment, is dynamically related, both in time and in the task or activity.
The stress evaluation theory based on the interaction model believes that the generation of stress depends on the importance of the situational events faced by the individual in the first evaluation in the first evaluation. In the second evaluation, the individual examines himself. Coping is also a process of change that changes with the context and time, not a personality or a fixed pattern.
EMPIRICAL STUDY ON THE PSYCHOLOGICAL
QUALITY OF STATE-OWNED ENTERPRISE
MANAGERS
This paper combines relevant theoretical knowledge and psychology quality table to design a questionnaire. Through the investigation and statistics of the research objects, the investigation results are analyzed, the conclusions are drawn, and countermeasures are proposed.
In order to collect enough information about the psychological quality of state-owned enterprise managers, a questionnaire survey was conducted on 300 managers of 60 state-owned enterprises. A total of 400 questionnaires were distributed, and 360 copies were effectively recovered, of which 300 were distributed in written questionnaires, 280 were effectively recovered, 100 were distributed online, and 80 were effectively recovered.
Collecting information on the characteristics of state-owned enterprises and the work stress events of state-owned enterprise managers, through in-depth interviews with state-owned enterprise managers, we compiled a questionnaire suitable for responding to the psychological pressure and quality
of state-owned enterprise managers. The
questionnaire starts from the personal information
of the research subjects, the feelings and experiences of the recent work, the actual feelings of the causes of the pressure in the near future, and the ways of relieving stress in the subjective and objective aspects.
The detection rate of the psychological quality of state-owned enterprise managers
This paper uses the psychological problem detection scale to measure the psychological quality of state-owned enterprise managers. The scale options are divided into five grades, 1 is no, 2 is mild, 3 is moderate, 4 is quite heavy, and 5 is serious. This paper concludes the psychological quality of state-owned enterprise managers, as shown in Figure 3.
Figure 3
.
Status of mental quality of
state-owned enterprise managers
As can be seen from Figure 3, 77.6% of the managers of the state-owned enterprises surveyed had moderate psychological problems. Compared with the provinces where state-owned enterprises are highly competitive, the pressure on managers is
smaller. Therefore, there are no serious
psychological problems among the respondents. In order to further understand whether there are different in the psychological quality of state-owned enterprise managers at different levels, this paper compares the gender, length of service, education, enterprise scale, and position to explore the differences. The specific situation is shown in Table 1.
1
2
3
4
5 0
0.1 0.2 0.3 0.4 0.5 0.6 0.7
Mental quality measurement
Pro
p
o
rt
io
n
o
f
m
e
n
ta
l
q
u
a
lit
y
s
ta
tu
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Table 1.
Comparison of psychological quality results of different demographic characteristics
Background Information Number of samples Percentage Mental health average
Gender Male 180 60% 3.452
Female 120 40% 3.132
Length of service
1-5 years 60 20% 2.878
5-10 years 75 25% 3.021
10-15 years 120 40% 3.286
More than 15 years 45 15% 3.175
Education
College 60 20% 2.876
Bachelor 165 55% 2.995
Master 45 15% 3.210
Doctor 30 10% 3.246
Position
Senior manager 75 25% 3.432
Middle manager 195 65% 3.120
Grassroots manager 30 10% 2.964
Business scale
Large 75 25% 3.221
Medium 165 55% 3.187
Small 60 20% 3.089
The relationship between occupational stress
and psychological quality of state-owned
enterprise managers
In the questionnaire, the pressure status of state-owned enterprise managers is divided into four types, namely, no pressure, little pressure, a little pressure, and a lot of pressure, as shown in Figure 4. From Figure 4, we can see that among the 300 state-owned enterprise managers surveyed, 30 people feel no pressure, accounting for 10% of the total number; 15 people feel little pressure, accounting for 5% of the total number; 120 people feel some pressure, accounting for 40% of the total number; 135 people feel a lot of pressure, accounting for 45% of the total number.
Figure 4
.
Occupational stress perception of
state-owned enterprise managers
The survey also found that the degree of stress perception of state-owned enterprise managers is positively correlated with the psychological quality
symptom factors. The results show that the correlation coefficient is above 0.380, as shown in Table 2.
State-owned enterprise managers understand the situation of mental health knowledge
First of all, we have divided the understanding of mental health knowledge among state-owned enterprise managers into three situations, and investigated the state-owned enterprise managers and organized the data. The results are shown in Table 3. From Table 3, we can see that 30% of state-owned enterprise managers do not know much about mental health knowledge, and 65% only know about mental health knowledge, but only 5% of people really understand. This data reminds us that we must educate and train state-owned enterprise managers on their mental health knowledge to improve their mental health. Because if you don't understand mental health knowledge, then when they encounter problems, it is very difficult to take corresponding measures to improve their mental health.
State-owned enterprise managers' response to stress
In the survey of state-owned enterprise managers' response to stress, we have divided the five types of responses that managers can choose based on previous research on stress patterns. From Table 4, we can see that state-owned enterprise managers are basically more inclined to actively seek solutions or seek social support in the face of pressure. They will talk to family, colleagues or friends, but some managers can't take effective measures. These people either choose to escape or comfort themselves.
1
2
3
4 0
0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 0.45
Pro
po
rti
on
o
f s
tre
ss
s
ta
tu
s
No pressure
Very little pressure
Some pressure
PSYCHOLOGICAL QUALITY AND MENTAL ADJUSTMENT OF ENTERPRISE MANAGERS 1105
Table 2.
Correlation between stress perception and psychological symptom factors of state-owned
enterprise managers
Professional pressure Imbalance Emotional disorder Adaptability Anxiety Depression Endurance Paranoia
r 0.402 0.388 0.397 0.412 0.409 0.388 0.397
P 0.000 0.000 0.000 0.000 0.000 0.001 0.000
Table 3.
State-owned enterprise managers' understanding of psychological quality knowledge
Do not know much Have some understanding Know well Total
Number of people 120 78 102 300
Percentage 40% 26% 34% 100%
Table 4.
State-owned enterprise managers respond to pressure
Actively solve problems Seeking social support Avoiding problem Self-comfort Negative waiting
Number of people 15 45 135 75 30
Percentage 5% 15% 45% 25% 10%
RESEARCH ON THE COUNTERMEASURES OF PSYCHOLOGICAL ADJUSTMENT OF STATE-OWNED ENTERPRISE MANAGERS
Enterprise level
(1) Conduct scientific work analysis
State-owned enterprises often reduce their costs in order to pursue maximum profits. It is very common to reduce jobs. It seems that reducing jobs can actually reduce the cost of employment for enterprises, but the work pressure caused by excessive workload will be invisible. Reducing employee job satisfaction and job quality leads to unnecessary work errors. Serious consequences will lead to brain drain and internal risks. Therefore, state-owned enterprises should set up reasonable jobs according to the specific conditions of the company and the quality of employees. In practice, enterprises can use questionnaires and individual interviews to collect the responsibilities and workloads of state-owned enterprise managers on current jobs.
(2) Strengthen the training and development of human resources
Managers often feel pressured at work because they can't keep up with the pace of business development, and the best way to solve this problem is training. Enterprises should improve the
competitiveness of state-owned enterprise
managers through training, make them work well, and reduce the psychological pressure caused by fear of being eliminated. Specific training content includes post-skills training for knowledge update, as well as soft skills training similar to time management and communication skills. Through
training, it will help managers to plan their careers and eliminate managers' uncertainty about the future.
(3) Conducting employee psychological
assistance programs
Enterprise employee assistance programs are a set of systematic, long-term benefits and support programs that are set up by employees using their own resources or the strength of external professional organizations. Through professional diagnosis, advice and professional guidance, training and various forms of consultation for employees and their immediate family members, it will help solve various psychological and behavioral problems of employees and their family members, and improve employees in the enterprise. work performance. The content of the service involves all aspects of the employee's personal life and work, such as
emotional and emotional, interpersonal
relationships, marriage and family, children's education, career development, communication skills, especially work stress. For high- and mid-level managers, qualified companies can hire senior
“manager guidance” to tailor their career
development programs to help them improve their management skills and coordinate their superiors and subordinates.
(4) Build a good communication platform
It need to strengthen the emotional
communication between managers, find ways to encourage managers to share work experience and the joy of victory so that leaders and subordinate managers can share frustration and encourage managers to share vacations, parties, dialogues,
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1106
salons, etc. with their families. In short, companies should take all feasible measures to help stressed managers ease and relax their tensions and regain their enthusiasm for life and work.
The importance of the four psychological adjustment strategies at the enterprise level in the different management periods of state-owned enterprise managers is shown in Figure 5.
Figure 5
.
The importance of four
psychological adjustment strategies at the
enterprise level
Social level
(1) Create a social atmosphere conducive to the psychological quality of state-owned enterprise managers
People always believe that state-owned enterprises are privately run enterprises. The family color is strong, the boss's rights are dictatorial, the company's efficiency is low, and the company's products and reputation are certainly not as good as those of state-owned enterprises. These will inevitably lead to the lack of driving force for that enterprise manager. Therefore, we should promote more successful cases of state-owned enterprises, encourage our state-owned enterprise managers, and also change the image of state-owned enterprises in people's minds, which will benefit the quality of state-owned enterprises.
(2) Vigorously develop social and psychological health
In view of the lack of psychological quality knowledge of state-owned enterprise managers and the negative waiting for psychological problems, government departments should vigorously develop social mental health undertakings, publicize mental health and health knowledge to state-owned enterprise managers, and establish and improve psychological counseling institutions.
(3) Implement policies to promote the
development of state-owned enterprises
Changes in national policies play a pivotal role in
the strategic development of state-owned
enterprises. Compared with state-owned
enterprises, managers of state-owned enterprises form the most important factor in the source of occupational stress. Therefore, the state should increase policy support, promote more relevant policies to promote the development of state-owned enterprises, and clear more unnecessary obstacles for the development of state-owned enterprises. The introduction of policies has created a good economic environment for small and medium-sized state-owned enterprises. More and more specialized Asian training institutions have increased their attention to the implementation of small and medium-sized state-owned enterprises, especially their management, and small and medium-sized state-owned enterprise managers. The increase in executive power has brought more opportunities for scientific training.
The importance of the three psychological adjustment measures at the social level in the different management periods of state-owned enterprise managers is shown in Figure 6.
Figure 6
.
The importance of three
psychological adjustment strategies at the
social level
Personal level
(1) Establish a correct sense of accomplishment and performance
Businesses and individuals should not work excessively for the pursuit of financial indicators and various honors. Heavy work tasks, excessive responsibilities, and long working hours are major workplace stresses, and these are basically due to excessive work goals. While pursuing reasonable performance and honor, enterprises should pay more attention to protecting the physical and
0 2 4 6 8 10 12 14 16 18 20
0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9
Management period of state-owned enterprise managers
T h e i m p o rt a n c e o f p s y c h o lo g ic a l a d ju s tm e n t s tra te g ie s
Psychological adjustment measures 1 Psychological adjustment measures 2 Psychological adjustment measures 3 Psychological adjustment measures 4
0 2 4 6 8 10 12 14 16 18 20
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9
Management period of state-owned enterprise managers
T h e i m p o rt a n c e o f p s y c h o lo g ic a l a d ju s tm e n t s tra te g ie s
Psychological adjustment measures 1 Psychological adjustment measures 2 Psychological adjustment measures 3
PSYCHOLOGICAL QUALITY AND MENTAL ADJUSTMENT OF ENTERPRISE MANAGERS 1107
mental quality and career development of the core backbone of employees, especially enterprises, and establish a quality professional outlook.
(2) Pay attention to the balance between work and life
People's life pressure and work pressure are indistinguishable, and any type of stress can lead to related state of mind depression. If a pressure is properly controlled, it will also help to ease the other pressure.
Managers need to understand that work and life are not the same, but complement each other and promote each other. Leisure time should take the initiative to stay away from the workplace. Managers, especially senior executives, must have time to be alone, think about time and summarize work, and integrate work goals. Efforts should be made to maintain a pleasant and harmonious family atmosphere, to adjust the mood and ease the stress in a warm and quiet home atmosphere.
(3) Develop the ability to manage self-emotion People with high levels of ideology and self-cultivation, even in the face of emergencies, can do things without fear, keep the normal state, and properly handle the "impulse" type of managers. In the work, feelings are stimulated by external things. In this case, managers should relax their minds to look at things, and use calm and rational minds to distinguish between right and wrong, and control their feelings and behaviors. However, the cultivation of this ability requires managers to learn more about psychological quality and to guide practice through theory.
The importance of the three psychological adjustment measures at the individual level in the different management periods of state-owned enterprise managers is shown in Figure 7.
Figure 7
.
The importance of three
psychological adjustment strategies at the
individual level
CONCLUSION
Based on the previous research summaries, this paper studies the psychological adjustment of state-owned enterprise managers from the psychological perspective of state-owned enterprise managers. According to the characteristics of state-owned enterprise managers and state-owned enterprises' human resource management, the paper analyzes
the relationship between the degree of
psychological quality of state-owned enterprise managers, the relationship between work stress and psychological quality, the source of work pressure and the way to deal with stress. And from the three levels of business, society and individuals, we explore the countermeasures for the psychological adjustment of state-owned enterprise managers. Let state-owned enterprise managers understand their psychological quality and enhance their awareness of maintaining their psychological qualities. Through the investigation, this study provides a timely feedback to the managers of state-owned enterprises, which can help state-owned enterprise managers understand their psychological quality and promote their concept of consciously maintaining their own physical and mental qualities, and then improve themselves. At the same time, it can also make the managers of state-owned enterprises realize that they are the pillars of enterprise development. First, they should maintain their own psychological qualities in order to contribute more to the enterprise.
Acknowledgements
Funding for this project was received from the National Natural Science Foundation project (71672084): The cross-layer model from initiation to implementation on strategy change under the rapidly changing environment based on cognitive perspective (2017–2020).
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