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Causes and Effects of Work Stress in an Organization

(VIKRANT BAGHI)

Table Of Contents
 Introduction……………………………………………………………………………..2
 Literature Review……………………………………………………………………….3
 Theoretical Framework………………………………………………………………...12
 Recommendations………………………………………………………………………12
 Conclusion………………………………………………………………………………14
 References……………………………………………………………………………….14
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Causes and Effects of Work Stress in an Organization

Abstract-The research reveals what is a stress , what are the causes behind the stress in an
organization and it also reveals the various effects of the stress on an employer and the
employee in an organization.

Research methodology-The research methodology used is the qualitative methodology.

Information is used from articles and journals.

Keywords- stress, causes, effects, stressors.

Paper type- Research paper.

Introduction

In today’s world everyone is aware of the term Stress. Stress is a term in psychology and biology,
first coined in the biological context in the 1930s, which has in more recent decades become a
commonplace of popular parlance. It refers to the consequence of the failure of an organism –
human or animal – to respond appropriately to emotional or physical threats, whether actual or
imagined Or It can be defined as body’s uncertain response to the demand made on it. On one hand
it provides the outlet to express our talent and energies and helps us to pursue the happiness while on
the other hand it causes illness and mellows down our strength. When something unpleasant around
us, it puts us in a state of Strain called Stress. Stress and health are closely related to each other.

There can be reasons behind a person suffering from Stress some of them can be emotional
problems, family problems, social problems and Work stress. Work is generally good for people if it
is well designed, but it can also be a great source of pressure. There is a difference between pressure
and stress. Pressure can be positive and a motivating factor, and is often essential in a job. It can help
us achieve our goals and perform better. Work Stress occurs when this pressure becomes
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excessive.Work-related stress is the natural reaction of people to being put under intense pressure at
work over a period of time. Many people are motivated by the challenges and difficulties that
normally occur with work demands and react by improving performance. Meeting those challenges
and overcoming the difficulties causes feelings of relaxation and satisfaction. When the pressure of
work demands becomes excessive and prolonged, however, people perceive a threat to their well-
being or interests and then experience unpleasant emotions such as fear, anger or anxiety. Work
stress can be defined as the inability to cope with the pressures in a job.

The nature of work is changing at whirlwind speed. Perhaps now more than ever before, job stress
poses at threat to the health of workers and, in turn, to the health of organizations.

Stress from work has become a important topic in today’s world because it directly influence the
performance of a person in an Organization. Individual performance lowers down in organizations
which start effecting the organization as a whole.

Literature Review

Work stress is defined as the harmful physical and emotional responses that occur when job
requirements do not match the worker’s capabilities, resources, and needs (National Institute of
Occupational Safety and Health 1999). It is recognized world-wide as a major challenge to
individual mental and physical health, and organizational health (ILO 1986). Stressed workers are
also more likely to be unhealthy, poorly motivated, less productive and less safe at work. And their
organizations are less likely to succeed in a competitive market. By some estimates work-related
stress costs the national economy a staggering amount in sick pay, lost productivity, health care and
litigation costs (Palmer et al. 2004). One-fourth of employees view their jobs as the number one
stressor in their lives (Northwestern National Life) Three-fourths of employees believe the worker has
more on-the-job stress than a generation ago.—(Princeton Survey Research Associates). Problems at
work are more strongly associated with health complaints than are any other life stressor—more so
than even financial problems or family problems. (St. Paul Fire and Marine Insurance Co).

The term “stress” originated in the field of physics and was transferred into psychology. Basically,
the idea is that human beings tend to resist external forces acting upon them, just as do physical
materials and bodies (Hobfull, 1989). Today the concept of stress is widespread but controversial,
and is defined in several different ways (Keinan, 1997):

 Stress as stimulation – stress is an extremely powerful (and at times unusual) stimulation

which combines characteristics of loss and threat.
 Stress as reaction – stress is a reaction to a particular event.
 Stress as relation – this definition combines both previous definitions. The term stress refers
to the interaction between the person and the environment. In reviewing studies pertaining to
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job stresses Kahn and Byosiere (1992) see as recurring themes role conflict, role ambiguity
and work overload. Such factors have negative implications for workers, both
psychologically and physically.

Organizational-based factors have been known to induce job stress for employees at the
workplace (Greenhaus & Beutell, 1985). These factors are commonly termed as organizational
stressors since they serve as agents that trigger the various stress reactions (Von Onciul, 1996)
Among the numerous organizational sources of stress, only five variables were investigated in
this study namely conflict, blocked career, alienation, work overload, and unfavorable work
environment.

Role conflict has been found to have a positive relationship with job stress (Roberts et al., 1997).
When individuals are required to play two or more role requirements that work against each
other, they are likely to experience job stress. This is because role conflicts create expectations
that may be hard to reconcile. Foot and Venne (1990) discovered a positive relationship between
barriers to career advancement and job stress. When employees perceived a lack of career
opportunities, they are likely to feel uncertain about their future in the organization, which in
turn, are likely to induce stress. Alienation at the work place can also lead to stress. Thoits (1995)
in his study discovered that alienation has a positive effect on job stress. Feelings of alienation
are likely to result when employees are required to work alone. According to Kanungo (1981),
when workers believe there is a separation between their own job and other work related
contexts, a sense of frustration that finally manifested in a behavioral state of apathy is likely to
occur. This is particularly intense for employees with high social needs. Working 4 alone on
one’s job without social support from one’s peers and supervisors would lead to job stress
(Mirovisky & Ross, 1986; Eugene, 1999). Work overload both quantitatively and qualitatively
has been empirically linked to a variety of physiological, psychological, and behavioral strain
symptoms (Beehr & Newman, 1978; Roberts et al., 1997; Miller & Ellis, 1990) According to
Greenhaus et al. (1987), heavy workload lowers one’s psychological well-being resulting in job
stress. Additionally, a work environment associated with unpleasant organizational climate, lack
of privacy, a lot of hassle in conducting work, and distractions can result in higher stress (Miller
& Ellis, 1990; Eugene, 1999).

Some causes of job stress are (US Department Of Health And Services)

The Design of Tasks- Heavy workload, infrequent rest breaks, long work hours and shiftwork; hectic
and routine tasks that have little inherent meaning, do not utilize workers’ skills, and provide little
sense of control.\

 Management Style Lack of participation by workers in decision making, poor

communication in the organization, lack of family friendly policies.
 Interpersonal Relationships- Poor social environment and lack of support or help from
coworkers and supervisors.
 Work Roles Conflicting or uncertain job expectations, too much responsibility, too many
“hats to wear.”
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 Career Concerns –Job insecurity and lack of opportunity for growth, advancement, or
promotion; rapid changes for which workers are unprepared.
 Environmental Conditions -Unpleasant or dangerous physical conditions such as crowding,
noise, air pollution, or ergonomic problems.

According to an another organization (Centre of suicide prevention,2000) the causes for work stress
can be:

 Unreasonably long hors

 Threats to personal safety
 Role ambiguity or conflict
 Job insecurity
 Negative office policies
 Physical environment e.g.; noise level, air quality etc.
 Few or no prospect of carrier growth
 A lack of support from coworkers
 Tension between home and work responsibilities

One important part of our lives which causes a great deal of stress is our job or our work. Work-
related stress is of growing concern because it has significant economic implications for the
organizations through employee dissatisfaction, lowered productivity and lowered emotional and
physical health of the employees. It has been argued that organizational and extra organizational
stressors lead to stress through cognitive appraisal which, in turn, leads to poor emotional health,
poor physical health, and behaviors which harm the organizations

Stress effects on

 Individual
 Group
 Organization

Work organization factors cause stress. The National Institute for Occupational Safety and Health
(NIOSH) in the United States defines work organization as the “work process and the organizational
practices that influence job design.” The following are among the many work organization factors
that can cause stress, some of which build on what CUPE members have identified:

• Lack of control and conflicting work demands.

• Lack of participation in decision-making and lack of autonomy (i.e., independence and ability to
self-direct) at work.

• Lack of training and direction, and changes in work organization.

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• Lack of recognition of work done and lack of respect from supervisors.

• Repetitive, boring and meaningless work.

• Unclear and conflicting work responsibilities.

• Low pay, lack of career development opportunities and job instability.

• Too much or too little work, overwork or under-use of skills.

• Poor communication, new technologies and time pressures.

• Privatization, outsourcing, downsizing, mergers, staff cutbacks, restructuring, and other large-scale
work reorganization schemes.

• Repressive management styles and techniques, such as Total Quality Management, constant
improvement, team working, and quality circles.

Physical work conditions can also be stressors, such as:

• Noise and vibration.

• Poor and inadequate lighting.

• Temperature extremes – too hot or too cold, or too much variation in temperature.

• Overcrowding, poor spacing and work area layout.

• Exposure to toxic substances.

• Ill-fitting and poorly designed work tools, furniture and workspaces.

• Poorly maintained work environment.

• Poor indoor air quality.

• Bad building design.

• Working with hazardous equipment.

• Lack of outside amenities and bad site planning – such as no parking, no access to public transit, no
proximity to green space and recreational facilities.

Cooper and Marshall’s five sources of stress, with examples of the components of these sources
given for each, are:

(1) Intrinsic to the job, including factors such as poor physical working conditions, work overload or
time pressures;
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(2) Role in the organization, including role ambiguity and role conflict;

(3) Career development, including lack of job security and under/over promotion;

(4) Relationships at work, including poor relationships with your boss or colleagues, an extreme
component of which is bullying in the workplace (Rayner and Hoel, 1997); and

(5) Organizational structure and climate, including little involvement in decision-making and office
politics.

According to Blix et al., 1994; Thorsen, 1996; Hogan et al., 2002; Fisher, 1994; Abouserie, 1996;
Doyle and Hind, 1998; Kinman, 2001; Kinman and Jones, 2003; Tytherleigh et al., 2005).

 Long working hours;

 Too much administrative paperwork;
 Lack of support;
 Obtaining research funding and finding time for research;
 Frequent interruptions;
 Rapid change;
 Poor leadership and management; and
 Poor salary and lack of promotion prospects

There are also some intrinsic factors that leads to job stress they are

Role in the Organization

Another major source of stress is associated with a person’s role at work. A great deal of research is
on role ambiguity and role conflict. Role ambiguity is a result of employee’s uncertainties and lack
of information about job role, expectation and responsibilities. Kahn, Wolfe, Quinn, Snoek and
Rosenthal (1964) found in their studies that men who suffered from role ambiguity experienced
lower job satisfaction, high job related tension, greater futility and lower self esteem. On the other
hand, role conflicts exist when the demand of the job differs from what he or she thinks of the job
role and specifications. Wardwell, Hyman and Bahnson (1964) found that responsibility to people
lead to higher symptoms of stress.

Relationship at work

This third major source of stress at work is referring to as the relationship with superior,
subordinates and colleagues. Buck (1972) focused its study on the relationship of workers and
managers. It found that lack of considerate behaviors of supervisor appears to have contributed
significantly to feelings of job pressure. Another important role of manager is supervision of
subordinates work. Managers who could not do so are consider lack of skills and this causes
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potential stress to the managers. Besides the obvious factors of office politics and colleague rivalry,
stress can also be caused by lack of social support in difficult situations (Lazarus 1966). Colleague
may or may not be helpful in difficult situations or helps are rendered, there are still elements of
uncertainties.

Career Development

Two major cluster of this stressor are (1) lack of job security-fear of redundancy, obsolescence or
early retirement and (2) status incongruity e.g. under – or over promotion, frustration at having reach
one’s career ceiling. For managers, career progression is the overriding importance as by promotion,
it means it means not only earning more but enhanced status. As managers reach the ceiling, there is
a fear of demotion or obsolescence or early retirement as managers have to keep up with
technological changes over the years. Mc Murray (1973) noted that over-promoted are grossly
overworking to keep the job and at the same time hide his insecurity. In addition, the technological
change in the society means company hiring young and technological savvy personnel to fill such
position. Unless the manager keeps up with such changes or he or she will be obsolete in the
organization.

Organizational structure and climate

This fifth potential source of stress is simply being in the organization. French and Caplan (1970)
found that people with greater opportunities for participation in decision making reported significant
greater job satisfaction, low job related feelings of threat and higher feeling of self esteem. Margolis,
Kroes, & Quinn found that non participation at work is most consistent and significant predictor of
strain and job related stress. Lewin (1935) emphasized that human behavior was the result of
interaction of the individual and the immediate psychological environment. The structural-
technological studies of Burns and Stalker (1961) all incorporated elements of organizational
climate, of an objective nature such as span of control, rules and procedures, and hierarchy.
Organizational climate are link to the interaction of human with the environment.

Personality Traits as Sources of Stress

Past studies have indicated the potential impact of personality traits on job stress (Goldberg, 1993;
Deary & Blenkin, 1996; Snyder & Ickes, 1985). Five personality dimensions that have been
identified are neuroticism, extraversion, openness, agreeableness, and conscientiousness (Costa &
McCrae,1985; McCrae & Costa, 1991; Costa & McCrae, 1992; McCrae, 1992).

The neuroticism domain reflects one’s degree of emotional stability and adjustment. Extraversion
assesses the extent to which individuals are assertive, active, and talkative. Openness measures the
extent to which persons are open to new experiences, are creative and imaginative, and prefer
variety. Agreeableness reflects the extent to which one is altruistic and cooperative.
Conscientiousness measures\ one’s self-control and purposefulness and is associated with academic
and occupational achievement. Of these five personality dimensions, neuroticism has been found to
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have a positive relationship with job stress (Deary & Blenkin, 1996; Tellegen, 1985; Birch &
Kamali, 2001).

Effects of stress

Stress affects both individuals and organizations. Kvarnstrom (1997), of the International Labor
Organization, reports that stress may impair individual health and the ability to cope with working
and social situations, causing work performance and relationship strains. For organizations, stress
causes absenteeism, increased medical costs and higher turnover. Cox et al. (2000) report that 50-60
percent of all lost working days are stress related. In Britain, this amounted to about 20 million lost
working days in 2001, more than 30 times greater than industrial action losses. Stress-related
illnesses now exceed back problems as Britain’s most common workplace ailment, costing industry
£370 million yearly. A survey of 630 UK trade union safety representatives (Sparks and Cooper,
1997) showed that 66 percent named stress as the main health concern for workers.

Certain occupations are more likely to involve an emotional element of work suggesting that
employees in these occupations are likely to be more vulnerable to stress than occupations that do
not require emotional displays. For example, Kahn’s (1993) work suggests that caregivers (for
example, nurses and social workers) are more likely to suffer from emotional exhaustion because
they are required to display intense emotions within their jobs. Other stressors are also evident in
many occupations, for example, the threat of violence (e.g. social work, police), lack of control over
the job (e.g. call centres) or work overload (e.g. teachers). It is therefore, unsurprising that much of
the research into workplace stress focuses on these “high risk” occupations. However, there is little
information available that shows the relative values of stress across different occupations, which
would enable the direct comparison of stress levels.

Example from case study

General Motors (Michigan) where ``. . .compulsory overtime was pushing the work week up to as
much as 60 hours, . . . which led to injuries . . .'' (Anon, 1995). Further, Robertson's (1994) research
into the steel industry in the US showed that the number of lost workdays (through injury and
illness) declined steadily from 1988 (8,249) through to 1992 (5,022) and this decline was directly
related to the total employee hours worked which fell from 346 million in 1988 to 261 million in
1992, with what appears to be a similar number of employees. This decline was not only partly due
to an increased emphasis on occupational health and safety in the workplace but also due to a
decrease in overtime worked during the period. When overtime began to increase in 1992-1993 the
rates of illness and injury began to climb (Robertson, 1994; Kiely and Hodgson, 1990).

One country which has defined a word to identify when a worker has died from overwork is Japan
and the term is karoshi. ``Official statistics show that Japanese put in the longest working hours in
the industrialized world: a year long total of 2,088
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hours on average versus 1,500 for Europeans and 1,800 for Americans'' (Do Rosario, 1991, p. 30).
Solomon (1993, p. 58) similarly argued that Japanese work approximately six weeks more each year
than US employees. However, many of these karoshi victims typically work 3,000 to 3,500 hours a
year, according to their surviving family members (Do Rosario, 1991, p. 31). It might be of interest
that, according to official estimates, as many as 10,000 people may die from karoshi in Japan each
year (Do Rosario, 1991)

The mental and physical health effects of job stress are not only disruptive influences on individual
managers, but also a real cost to the organization, on which many individuals depend – a cost which
is rarely, if ever, seriously considered either in human or financial terms by organizations – but one
which is incurred in their day-to-day operations The following factors can be regarded as stressors in
such a case:

 Too many working hours and too many intercontinental travelling

 In adequately coordinated tasks
 Ambiguous and unclear goals
 Too variables and too loosely connected tasks
 Taking many decisions often with serous consequences for all parties involved
 Risks of making mistakes
 Exposure to contagiously stressful collegues
 Exposure to frequent changes in the task, managers, working enviournment, lay off and job
mobility between organization.

Full time employees and professionals

Generally speaking the full time employees, as well as the temporary consulting professionals, will
encounter many changes, perform different tasks in varying combinations, be better educated, go
through a lot of additional training, probably work longerand unsocial hours and change
organizations more rapidly than the past. Though most of these developments per se, they may
become so when they are forced on the employees. Moreover, various forms of quantitative and
qualitative task overload may pose a very serious threat to employees control over their everyday
working life.

Absenteeism

Absenteeism, non-attendance of employees for scheduled work, has shown an ambiguity in the
literature in respect to a causal explanation (Iverson and Deery, 2001). It is shown to be positively
linked to intention to turnover, and negatively associated with job performance (Iverson and Deery,
2001), organizational commitment and job satisfaction. However, the causes of this organizational
behavior remain unknown. Despite this ambiguity in the literature, there remains the possibility that
if those most absent in the workforce are retrenched, then absenteeism will be lower in the remaining
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workforce, and overall levels of variables such as commitment, satisfaction and performance may
increase.

Less productivity

The primary goal of every organization is to create surplus profit. Profit is a measure of surplus of
amount incurred over income over expense. To accomplish this goal effectively the management
must establish an environment in which people can work productively. Productivity is an output-
input ratio within a time period with due consideration for quality. It can be expressed as follows,

Health problems

Workplace stress on employees has been linked to a wide range of mental and physical health
conditions.

Job satisfaction The degree of job satisfaction for an individual has been linked to the antecedents of
decision-making participation, support from co-workers and supervisors, job variety, low stress, fair
treatment, good pay, promotion The times they are a-changing opportunities and job security
(Travaglione and Marshall, 2000). Job satisfaction has been linked to depressed and inefficient work
populations (Brockner, 1988; Luthans and Sommer, 1999; Shah, 2000). The literature has provided
an immense amount of evidence supporting the positive relationship between commitment and job
satisfaction (Yousef, 2000). Job satisfaction has also shown a negative relationship with absenteeism
and turnover intention (Schnake and Dumler, 2000). Therefore, removing the most unsatisfied
workers during a downsize would increase the overall level of satisfaction and commitment of the
remaining workforce and indirectly reduce absenteeism.

Stress shows itself in a number of ways. The physiological symptoms of stress are headache, high
blood pressure, ulcer and loss of appetite. The psychological symptoms are job dissatisfaction,
tension, anxiety, boredom and difficulty in making routine decisions. The behavioral symptoms are
absenteeism, turnover, remarkable changes in productivity both increase and decrease. The other
behavioral symptoms are increased smoking or consumption of alcohol, fidgeting and sleeping
disorders.Model of causes and consequences of work-related stress (adapted from Kompier and
Marcelissen,

1990).
Stress relations Long term consequences
stress
 Physical  On the worker
 High work
 Behavioral
load High blood pressure, alcohol dependence,
(productivity,
 Low control disturbed metabolism, etc.
smoking, making
 Low support
errors)  For employer and companies
 Job insecurity
 Emotional reactions
 Cognitive reactions Increased absenteeism, tardiness, higher turnover,
increased costs etc.
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Individual character

 Gender
 Age
 Education
 Competitiveness
 Over commitment
Dependent and independent variables
 Self confidence etc.
Dependent variable in this assignment is the work stress and the Independent variables are
physical conditions at the work, enviournment, work load, culture, Personality of a person at
work, Organization culture and peer group at the work etc.

Job Insecurity
Work Stress
(dependent
variable)
Work load

Organization
culture

Work Enviourment

Recommendations
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For jobs characterized by high demand, low control, repetition of simple task or hurried pace should
be considered: delegation of responsibility, task variation, encouraging retraining and employees
rotation through different jobs.

For low skill jobs Some people are comfortable performing low skill jobs; others are not. If an
employee is unhappy with the task that he or she has been assigned, it might be a mismatch between
the employee’s abilities and the level of skill required to do the job. Reorganising the job to include
other tasks and skills is recommended. Retraining programmes or experimenting with increases in
responsibility that provide the employee with ameans of demonstrating his or her capabilities are
also successful methods. The encouragement and support for education and skill development of
employees is a rewarding investment (Matheson, 1987).

For jobs involving interaction with demanding individuals it is recommended to provide training to
supervisors and employees in general communication skills that includes ways to handle difficult
people and defuse hostile situations. Ensure that employees can refer a difficult individual to their
supervisor if they are unable to handle an unpleasant situation. Encourage employees to attend group
meetings during which they can share their experience with handling demanding individuals.

For jobs requiring substantial overtime, the evaluation that overtime is the optimal business choice
should be considered. Substantial overtime may intensify workplace stress. If voluntary overtime is
not possible, flexible overtime hours to accommodate the employees’ needs is recommended.

Participation

Employees’ contributions to the workplace have to be valued. They should be provided with ways to
participate directly in evaluating and possibly reorganizing the ways in which their jobs News are
performed. Managers and supervisors should be trained to be effective communicators, coaches, and
facilitators c

Communication

Open communication channels between supervisors and their employees, and the employee
encouragement to discuss their concerns with their supervisors are efficient ways to foster good
workplace relationships. Management should convey to employees that it is natural for every human
being to have limitations, each person should be aware of his or her limitations, and each person
should alert the appropriate supervisor when those boundaries are approached. Before job changes
are implemented it is recommended that the possible effects of the proposed changes be reviewed
with employees. That will avoid the reorganization shock, giving employee time to adjust to major
changing in the work routine.

Work Environment (Opportunities for Skill Development and Advancement)

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Employees’ efforts to pursue education and skill development should be encouraged. Companies
should also offer training activities that are designed to enhance employees’ ability to perform a
wider range of job assignments.

Favoritism

The assignments given to employees have to be issued consistent and clear policies regarding hiring,
promotions, and disciplinary actions need to be established. Benefits and privileges have to be
offered equally to all employees.

Risk of Workplace Violence

If security risks are present in the workplace, workplace violence prevention plans should be
developed.

Conclusion

To conclude in the end it will be not wrong to say that stress is a term everyone is known of in
today’s world. The research objective of the study was to provide an insight of the causes of stress
among employees. When workers do not have control and lack decision-making freedom at work,
they will suffer from stress. Workers must have input into how their jobs are performed to give
meaning, value and purpose to their work and to prevent and eliminate stress hazards. On the
societal level, there is a need to make society and organization more humane and caring. More
emphasis should be on fitting organizations to people and not the other way round. Company should
provide greater economic security, and psychological security in the form of training in survival
skills in today’s fast-changing society. In terms of adaptability, stress management advice at
organizational level may help the reduction of stress to a tolerable level. Person-environment misfit
can be corrected either by placement, appraisal and training or job redesign, enlargement and
rotation at organizational level. The ultimate hope of this study is to help the furniture industry to
grow within the context of enhanced level of competitiveness brought about by the forces of
globalization and advancement in information technology. It is hoped that the findings in this study
are able to create awareness as well as help companies develop strategies for the development of
their human resources. Due to stress in an organization many problems arises in an organization such
as missed opportunities, bad publicity, permanent vacancies, sick leaves, high turnover and low
quality products etc so company can prosperous in the enviournment where employer and employee
are suffering from the stress this research has shown various stressors and also the ways to reduce
the stressors in the organization.

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