case stady
Please read the case “Honeywell” from Chapter 5 “STRESS” Page: – 151 given in your textbook – Organizational behaviour: Improving performance and commitment in the workplace (6th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019) and Answer the following Questions:
Assignment Question(s):
1. Describe how the change in Honeywell’s telecommuting policy likely influenced the types of work stressors experienced by the company’s employees. How has the change in policy likely influenced nonwork stressors? (1.25 Marks ) (Min words 150-200)
2. Given the change in stressors resulting from the change in the telecommuting policy, what can you predict about the commitment and job performance of Honeywell’s employees? Explain. (1.25 Marks ) (Min words 150-200)
3. Identify steps that Honeywell could take to mitigate the potential for negative consequences resulting from the change in the company’s telecommuting policy. (1.25 Marks ) (Min words 200)
Part:-2
Discussion question: Page: – Please read Chapter 5 “STRESS” carefully and then give your answers on the basis of your understanding.
4. Describe your dream job and then provide a list of the types of stressors that you would expect to be present. How much of your salary, if any at all, would you give up to eliminate the most important hindrance stressors? Why? (1.25 Marks ) (Min words 200-300)
Important Note: – Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles
150 C H A P T E R 5 Stress
coL27660_ch05_124-159.indd 150 10/11/17 08:42 AM
Honeywell has a history of evolving through acquisitions into high growth sectors of related
business, and there is no indication that this trend is slowing. In fact, the company has placed
increased emphasis on software and other businesses that address challenges related to energy,
security, safety, productivity, and urbanization. However, while Honeywell continues to grow
and evolve, the company also faces mounting pressure in some of its businesses and has reacted
with initiatives intended to control costs and increase company performance. As an example,
Honeywell’s Aerospace Division responded to an extended slowdown in the aerospace industry
by laying off employees in 2015 and 2016. The division also implemented weeklong furloughs
(unpaid time off) for employees not involved in manufacturing and sales.
Honeywell also believes that improvements in company performance require teamwork, idea
sharing, and faster decision making, and that this is best accomplished through face-to-face inter-
action among employees. To facilitate this, the company decided to end its telecommuting option
for employees not involved in sales or field service. Honeywell had permitted employees to work
remotely, at home if they wished, for several reasons. First, Honeywell employees are based in
more than a thousand sites in over 70 countries, and they often work on important projects with
other employees who may be located half-way across the world. The projects may be engaging,
but trying to coordinate across time zones can be quite difficult during normal working hours.
Second, telecommuting allows employees to work when and where they feel they are most
productive. Employees who work remotely can chose to avoid the daily commute, office politics
and distractions, and the hassle of accomplishing nonwork demands. Finally, telecommuting is
very popular with millennial engineers and scientists who are comfortable using technology to
collaborate and who have other employment options.
The change in Honeywell’s long-standing policy will be especially difficult for employees who
have built their lives around the flexibility of working remotely. As an example, choices regarding
where to live may haunt employees who now face the prospect of commuting back and forth
to distant Honeywell offices each day. To some Honeywell employees, however, there may be a
bright side to the change in policy. After putting in their 40 hours in the office and commuting
each day, employees may not feel as compelled to deal with work-related issues that come up in
the evenings or on weekends
5.1 Describe how the change in Honeywell’s telecommuting policy likely influenced the types of
work stressors experienced by the company’s employees. How has the change in policy likely
influenced nonwork stressors?
C A S E : H O N E Y W E L L
Final PDF to printer
5.2 Given the change in stressors resulting from the change in the telecommuting policy, what can
you predict about the commitment and job performance of Honeywell’s employees? Explain.
5.3 Identify steps that Honeywell could take to mitigate the potential for negative consequences
resulting from the change in the company’s telecommuting policy.
Sources: D. DePass, “Honeywell Ends Telecommuting Option,” Star Tribune, October 21, 2016, http://www.startribune.com/
honeywell-ends-telecommuting-option/397929641/; Honeywell, “HealthResource,” http://www51.honeywell.com/hrsites/
healthresource/health_about.html (accessed March 10, 2017); Honeywell, “Our History,” https://www.honeywell.com/who-
we-are/our-history (accessed March 10, 2017); R. Randazzo. “Honeywell Employees Told to Take Furloughs,” The Arizona
Republic, May 25, 2016, http://www.azcentral.com/story/money/business/economy/2016/05/25/honeywell-employees-asked-
take-furloughs/84927666/; and R. Randazzo, “Honeywell Announces More Layoffs,” The Arizona Republic, October 20,
2016, http://www.azcentral.com/story/money/business/jobs/2016/10/20/honeywell-announces-more-layoffs/92490690/.
- PART 2: INDIVIDUAL MECHANISMS
CHAPTER 5: Stress
DISCUSSION QUESTIONS
CASE