Techno-Stress Management Strategies; Enhancing Employees Productivity of Tertiary Institutions in Rivers State
- March 23, 2020
- Posted by: RSIS
- Categories: IJRSI, Management
International Journal of Research and Scientific Innovation (IJRSI) | Volume VII, Issue III, March 2020 | ISSN 2321–2705
Dr Patrick Nkiinebari Nwinyokpugi1, Kpakol, Michael Baribor2
1,2Department of Office and Information Management, Rivers State University, Nigeria
Abstract:-This study examined Techno-stress Management Strategies and its impact on the productivity of Employees intertiary Institutions in Rivers State. The study adopted a survey design in the course of its investigation. The population of the study comprised of 94 Unit Heads and 155 Administrative personnel of the studied tertiary institutions giving a total population of 249. The sample size of 151 was obtained through the use of Krejcie and Morgan sample determination table. Structured questionnaires were administered to elicit responses from the respondents. Data gathered from the respondents were analyzed using spearman rank order correlation coefficient statistics for test of relationships and presented using the Statistical Package for Social Sciences (SPSS 20). The analysis of the data indicated that there are significant relationships among the dimensions of technostress management strategies (reskilling, job rotation, delegation, and work simplification) and the measures of employee productivity (innovation and task accomplishment), which signifies that technostress management strategies and employee productivity are significantly correlated. The regression analysis in the study also indicated that organizational culture significantly moderates the relationship between technostress management strategies and employee productivity. The study therefore recommended that: tertiary institutions in Rivers State should resolve technostress issues using the tested dimensions as a measures to address the burning problems of employees productivity.
Keywords: Technostress, Reskiling, Job Rotation, Delegation and Work simplification
I. INTRODUCTION
Resistance to change is an innate human problem, whether the change is for good or bad. This is because human habits die hard, hence, when people are used to certain practices over a long period, changing to a new and better practices sometimes pose some challenges. This has been the case with the introduction of information and communication technologies in the tertiary institutions in Rivers State and the education sector. The replacement of manual works and heavy paper works, some claim, has thus worsened what we know before as executive stress, by introducing another variation of it called techno-stress [1]. How far has this setback affected the productivity of employees in the tertiary institutions in Rivers State and what are the strategies deployed to help employees cope with technostress?
