Stress Management
Stress is a concept that is encountered daily in every human being. It occurs when a person is faced with an opportunity, demand or resource stemming from the individual’s desires for which the consequence is of great uncertainly and importance (Cooper, Dewe & O’Driscoll, 2002). This article will examine and focus on the main concepts of stress, the contrasting views of the stress concept and address any problems to improve employee performance and behaviour in the organisation with the aid of practical examples.
Stressors are one of the main concepts of stress, and perhaps the most important. According to Raitano and Kleiner (2004), this is because stressors are a function of the environment, derived from a person’s perception of it. Although many distinctive types of stressors vary, organisational influences and role uncertainty are the most frequently confronted upon (Ferris, 1996). A type of stressor is the role stressor and is one of the organisational factors of stress. The role-related stressor theory involves role conflict, where employees discover that achieving one role can make accomplishing another more difficult, especially with the demands and expectations placed on those roles (Helena, Praveen & Nickler). For instance, an employee has just been promoted into a senior management position. The promotion involves more intense and difficult roles to carry out, which can lead to further distress. However, the employee would be better rewarded in monetary terms, which can satisfy his/her needs. Role ambiguity is also involved in the role-related stressor concept. Rizzo, House and Lirtzman (1970) shows this is present when there is an absence of transparency on the employee’s task or behavioural requirements. For example, a manufacturing company hires a new employee. However, the management does not provide standardised orientation or training programs. Hence, the employee is unsure of what is expected due to the lack of job guidelines which are
Stressors are one of the main concepts of stress, and perhaps the most important. According to Raitano and Kleiner (2004), this is because stressors are a function of the environment, derived from a person’s perception of it. Although many distinctive types of stressors vary, organisational influences and role uncertainty are the most frequently confronted upon (Ferris, 1996). A type of stressor is the role stressor and is one of the organisational factors of stress. The role-related stressor theory involves role conflict, where employees discover that achieving one role can make accomplishing another more difficult, especially with the demands and expectations placed on those roles (Helena, Praveen & Nickler). For instance, an employee has just been promoted into a senior management position. The promotion involves more intense and difficult roles to carry out, which can lead to further distress. However, the employee would be better rewarded in monetary terms, which can satisfy his/her needs. Role ambiguity is also involved in the role-related stressor concept. Rizzo, House and Lirtzman (1970) shows this is present when there is an absence of transparency on the employee’s task or behavioural requirements. For example, a manufacturing company hires a new employee. However, the management does not provide standardised orientation or training programs. Hence, the employee is unsure of what is expected due to the lack of job guidelines which are