For example, when an organization decides to make an organizational change such as reducing employees to reduce financial cost, the employee may resist the change because he or she is scared of job loss. Additionally, an organizational change is a factor that she has no control of. Stress due to physical work condition such as noise and temperature, can also affect employee’s tasks. Certain level of noise can negatively effect someone’s ability to focus or concentrate. Therefore, a decrease in job performance creates more stress.
STRESS MANAGEMENT IN MODERN DAY ORGANISATIONS. INTRODUCTION: Stress management in organizations means various psychotherapies and techniques used to control an individual’s stresslevel. Stress management is important in organizations because if in an organization workers will be stressed, then such workers will work demotivated, inefficiently. And thus, such organizations are not very successful in modern day competitive world. Therefore, in order to improve functioning and productivity of employees as well as to maintain good relationship with co-workers and employers companies have to undertake stress management programs.
The IS model is best suited to explain stress triggers that involve stressors such as working hours, job control, social support, work-family-interface and work demands. Firstly, work demands and stress is an inescapable fact of organizational life. According to Greenberg (2012), sources of stress and their triggers can be both harmful to individual workers and to their employers. One of the harmful effects of stress would be Job strain. Generally, job strain can referred to as symptoms of mental strain that result in poor well-being (Snyder, Krauss, Chen, Finlinson, & Huang, 2008).
When employees feel job-related changes as a threat this will negatively relate to job satisfaction, employee stress and absenteeism increases. However, if employees find changes challenging this will have a positive effect on job satisfaction and no effect on stress and absenteeism (Verhaeghe, Vlerick, Gemmel, van Maele, & de Backer, 2006). Furthermore, a side issue of organizational changes is that the organization frequently forget the focus on the work environment. This is the main reason why conflicts arise as normal part of structural changes. In order to prevent difficulties when a structural change happens, managers and employees have to be aware of the effect changing structural processes might have (Andersen,
According to the current World Health Organization 's defines occupational stress as "the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope." A variety of factors like lack of autonomy to work, excessive workload, extended working hours, isolation, tedious work environments, red tapism, difficult relationships among co-workers and administration, harassment at work are some indicators of the workplace stress. A concern with stress research is that studies often neglect to consider the broader organizational context that serves as a major cause of the stress. Work place stress or occupational stress often leads to the physical, social and behavioural changes in a person’s day to day life. The rise of this nature of epidemic workplace stress can be seen over the past 20 to 30 years.
Introduction One of the major aims of organisations is to retain the best of their workers in order to benefit from their ability, skills and knowledge (Cortese, 2012). While performing their duties, some employees come across various problems inside the workplace and these problems somehow may increase high intentions to leave their jobs. Intention to leave is described as a psychological and emotional process (Imran, Asghar, Irfan, Hashim, & Ur, 2010). It is hard for many researchers to comprehend such thinking but it has been defined as a sensitive and considerate grate to actually leave the organization (Imranet al, 2010). Hussain, Yunus, Ishak, and Daud, (2013) observed that some intentions to leave have caused high levels of turnover among workers in many organisations.
The environment in an ICU is extremely chaotic and stressful; prolonged exposure to ICUs make health care professional susceptible to burnout. In addition high-pressure environment, dysfunction within an organisation has been correlated with burnout amongst employees (Leary et al., 2013); dysfunction was defined as the use of avoidance and coercion tactics by supervisors. Leadership styles that are forceful and lacks clear direction create confusion, stagnation and stifle creativity. n this way dysfunctional leadership may cause the perception of lack of productivity, desensitisation and exhaustion or
Researchers have also found (Brough & Kelling, 2002; Pleck, Staines & Lang, 1980; Skitmore & Ahmad, 2003) that time-based conflict and demands of another role can contribute to absenteeism from the workplace, for example, the number of hours worked in a week, shift changes, overtime and inflexible schedules. This conflict can ultimately lead to anxiety and also low productivity and
These advancements have made job stressful among staff within the organization as well as within the life of the empolyee. Sauter, Lim, and root (1996) outline the harmful physical and emotional responses that arise once the strain of employment become unmatchable to the worker’s talent, resources, or needs. Activity stress become more outlined as the condition arising from the interaction of individuals and their stressful jobs are increased that ultimately characterised by changes that forces the employee to deviate from their traditional functioning. The perception of the consequences of stress on a private sector has modified. Stress isn 't invariably dysfunctional in nature, if positive, will prove one amongst the foremost necessary factors in rising productivity inside a corporation (Spielberger, 1980).