We are compelled to work in an environment where multitasking is necessary.  Where job design and job descriptions were a sundry, but the work and responsibilities involve is much, much more.  Where job rotation and job enlargement is but one and where job enrichment is not discretionary but because there is only one person assigned or plainly because no one will do the job aside from the person involved.

In an organization setting, more often than not, employees today are dissatisfied with their overwhelming workloads, the failure of senior leadership to provide a clear path toward success, and the lack of developmental opportunities.  It is stressful that employees are already burdened with too much work, and stressful too that job performance is unrecognized.  The feeling of working under pressure on too many reports and workload to meet and beat deadlines and the feeling that the effort itself is not recognized, not only causes dissatisfaction, but stress.

If only a leader can clear out what results are important to achieve and why, and then to work with people to achieve alignment on those behaviors that produce those results. Once people understand what results they need to achieve and what they can do to produce those results, they are better able to make decisions about which activities add the most value. They can make choices about how best to spend their time.  This affords not only employee encouragement, but also a stress-free management.  And maybe, these can achieve a quality of life, not just a concept of what can be, but what is.

- By Rajesh Luthara