Q: Many people think of stress a simple problem but in reality, stress is complex and often misunderstood. Everyone experiences it in varying forms and degrees every day. List down the organizational stressors and what consequences will be caused in employees’ behaviors at organizational level? (Organizational stressors 10+ Consequences 10, words limit=200).
A stressor is something, anything that causes physical fatigue or negative emotional effects.
If you categorize the stressors, it would be as follows:
1) Physicochemical stressor:
External environment represented by "nature." For example, change in climate and weather.
Pollution, disaster, and chemical substance are also in this category.
2) Social stressor:
The "social environment." For example, change in economic condition, international position of a country is them. On individual level, life environment such as work, home, and school, human relationship.
3) Biological stressor:
The internal environment. Some change occurred inside our body. Sickness and injury would be the easiest example for this. Others include fatigue, lack in sleeping time, time rag, etc.
4) Mental stressor:
Psychological condition such as pleasantness and unpleasantness. Mostly caused by above stressors. One would recognize stress because the mental stressor is in effect. Usually, the mental stressor comes into existence with other stressors.
When one feels stress, there is always "mental stressor" there. If there are multiple stressors but the mental stressor does not involve, the body would manage by reacting to stress involuntary. (This is the physical stress response.) On the other hand, when one holds some kind of emotion, the mental stressor came into action, and made him/her feel the stress. In this situation, the stress response change by how one would feel the stress and interpret it. (Psychological stress response)
Stress is prevalent in modern society and can have many consequences in the business world, including job burnout, ill-health, high staff turnover, absenteeism, low morale, and reduced efficiency and performance. Various models of stress theory have been proposed for managerial job stress, such as the Person-Environment Fit model and the Demand-Control Model. The model is explicit with respect to the types of stressor and outcomes. The outcomes can be grouped into two categories:
1) Individual level:
Including physical health and mental health.
2) Organizational level:
The best known model explaining the phenomenon of stress is that offered by Lazarus and Folkman. According to this model, stress occurs when an individual appraises a situation as taxing his or her resources and threatening well-being. Burnout as a psychological syndrome occurs in response to chronic stressors and is characterized by three symptoms: emotional exhaustion, depersonalization, and reduced personal accomplishment. Individuals have many different strategies to cope with stress, including emotion-focused and problem-focused coping, and assimilative and accommodative coping. Because of the broad field of the concept of stress-coping strategies, in this study we focused on the micro aspects and a specific new group of individuals--Taiwan's employees in high-tech industries.
As the pace at which our society operates increases, the pressures for every member of society to keep up with this pace also increase. Many of these pressures affect people through their jobs. Stress has become the "buzzword" that many people use to describe the impact that these pressures cause. In the short-term, stress can enable individuals to meet high levels of demand or pending deadlines. Prolonged stress, however, has been shown to cause illness and other conditions that can have detrimental effects on an employer's workforce. "Stress affects personality, modifying our perceptions, feelings, attitudes and behavior. And it reaches beyond its immediate victims to affect the political, social and work organizations whose activities they direct and carry out." In other words, the increasing rate of stress at work has wide-ranging effects—absenteeism, impaired teamwork, workplace violence, decreased efficiency, increased rates of physical and mental illness, employee burnout, risk of discrimination and growth in early retirement.
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