Individual Research Paper: Harm Reduction May Improve Workplace Efficiency Mount Royal University HRES 2170: Introduction to Human Resources Domenico Rosi November 24, 2023 Over the past ten years, the video gaming industry has been rattled time and time again by lawsuits regarding toxic workplace culture. The companies implicated in these suits, such as Activision Blizzard or Riot games, have not only suffered massive capital losses, but further faced numerous negative press releases, further hindering them. The consequences of the negligence of these companies can be readily observed in the workers themselves. The individual testimonies of the employees involved in the suits, as well as the negative details posted on social media by former and current employees of the companies make the abuse very apparent and obvious. Both to improve workplace culture and to prevent negative cases such as these, there are a variety of tools human resource management can use to create positive relationships and communication in the workplace, while simultaneously preventing negative outcomes and workplace culture, especially at a time where younger workers have easy access to public communication channels. Abuse in the modern workplace can lead to poorer health and job performance in Gen Z employees, and by creating open channels for employees to report abuse and supporting vulnerable workers, these harmful outcomes may be averted. Toxic workplace cultures have bad implications for employees, such as increased rates of stress, depression, and anxiety that may lead to lowered productivity. In a study conducted in 2019, in which researchers surveyed Chinese employees from several banks in Shanghai, researchers found a positive correlation between depression and lower productivity in workers (Rasool et al, 2019). This study further went on to conclude that not only does a toxic workplace environment increase negative outcomes for its employees, but the companies of the affected employees as well (Rasool et al, 2019). Toxic workplace culture hampers productivity and stifles everyone involved. Not only this, but depression in the workplace is stigmatized (Rasool et al, 2019). As such, through this negative feedback loop, employees are indirectly encouraged to avoid mentioning depression or anxiety in the workplace (Rasool et al, 2019). A study conducted in Pakistan surveyed employees of renewable energy-based companies, which found that worker stress is negatively correlated with project success (Zilong et al, 2020). Moreover, the study found that toxic workplace environments are directly correlated with worker stress (Zilong et al, 2020). To avoid these outcomes, employers should maintain policies and procedures that prevent stress and toxicity in the workplace to maintain a good working environment, and subsequently, higher rates of productivity. By working to improve communication standards and giving by employees a sense of purpose and value, management can help reduce workplace toxicity. This is especially important to consider with respect to Gen Z, since they as a generation prioritize equity and fairness within the workplace. Younger workers respond better to active attempts to foster communication and they desire work that they consider meaningful (Schroth, 2019). Therefore, management should take the time to explain to new and existing employees the significance of their jobs (Schroth, 2019). Younger individuals are much more likely to express poorer mental health than their older peers (Schroth, 2019). By giving them more independence, giving them opportunities to grow and adapt to the workplace, and by communicating to them expectations and plans through coaching, management can better help improve their confidence and autonomy within the workplace (Schroth, 2019). Giving employees both online and offline communication channels that they may choose from gives younger employees the opportunity to use communication channels they feel most comfortable with (Zhang et Venkatesh, 2013). By supporting workers who are considered more vulnerable, whether it be for circumstantial or societal reasons, management can reduce employee tension and stress, ultimately improving productivity, especially in Gen Z. As Gen Z has only begun to enter the workplace recently, they require more support and training to learn and understand both the work itself and the dynamics of a workplace. Research was conducted that took results from the National Study of the Changing Workforce, an ongoing study conducted quinquennially by the Families and Work Institute since 1992. This research, which used the 2016 dataset, found that workplaces that promoted “workgroup support and belonging” reduced stress of workers, especially those of whom were considered vulnerable (Pal et al, 2021). As younger workers require more support, this applies especially to them. This also applies to minority groups who are more likely to be excluded due to ethnicity or sexual orientation (Williams et Kandola, 2022). By supporting those who are more at risk, management foster a workplace that works to uplift everyone, especially newer and younger workers. In conclusion, to prevent fostering a toxic workplace environment, there are numerous tools management can utilize to uplift and strengthen worker morale and likewise the wellbeing of its employees. Further research into these ideas reveal many practical ways to reduce stress and negative experiences in the work environment. Though we may never get a perfect understanding of the ongoings of companies like Riot Games or Blizzard and to what extent they neglected their employees, there are many ways in which other companies can not only prevent such disastrous outcomes, but also improve their own workplaces environments, and by extension, worker productivity. References Rasool, S. F., Maqbool, R., Samma, M., Zhao, Y., Anjum, A. (2019). Positioning Depression as a Critical Factor in Creating a Toxic Workplace Environment for Diminishing Worker Productivity. 11(9), 2589. https://doi.org/10.3390/su11092589 Wang, Z., Zaman, S., Rasool, S. F., Zaman, Q. U., Amin, A., (2020). Exploring the Relationships Between a Toxic Workplace Environment, Workplace Stress, and Project Success with the Moderating Effect of Organizational Support: Empirical Evidence from Pakistan. 13, pp.1055-1067. https://doi.org/10.2147/RMHP.S256155 Schroth, H. (2019). Are You Ready for Gen Z in the Workplace. 61(3). https://doiorg.libproxy.mtroyal.ca/10.1177/0008125619841006 Zhang, X., Venkatesh, V. (2013). Explaining Employee Job Performance: The Role of Online and Offline Workplace Communication Networks. 37(3), pp.695-722. https://doi.org/10.25300/MISQ/2013/37.3.02 Pal, I., Galinsky, E., Kim, S. (2022). Employee Health and Well-Being after a Crisis - Reimagining the Role of Workplace Inclusion. 25(1), pp.30-62. https://doi.org/10.1080/13668803.2021.1987859 Williams, A., Kandola, P. (2022). Sexual Orientation Diversity and Inclusion in the Workplace: A Qualitative Study of LGB Inclusion in a UK Public Sector Organisation. 27(4). https://doi.org/10.46743/2160-3715/2022.4461
