Examining Occupational Stress, Sources of Stress and Stress Management Strategies through the Eyes of Management Consultants: A Multiple Correspondence Analysis for Latent Constructs

Abstract

To date, little research has yet focused in broad assessment for management consultancy professionals. This investigation aims to analyse management consultants' self-perceptions of occupational stress (SPoOS), sources of stress (SoS) and stress management strategies (SMS) and to find latent constructs that can work as major determinants in consultants' conceptualization of SPoOS, SoS and SMS. Measures were completed, including demographics and interviews. Complete data were available for 39 management consultants, 53.8% male and aged between 23 and 56 years (M = 38.0; SD = 9.2). The data were subjected to content analysis. Representation of the associations and latent constructs were analysed by a multiple correspondence analysis. Results indicated that 'intellectual disturber' (31.4%) was the most referred SPoOS, 'high workload' (15.1%) was identified as the most prevalent perceived SoS and 'coaching' (19.0%) was the most mentioned SMS. No significant differences between the two gender groups were found regarding the three total scores. SPoOS was explained by a two-factor model: 'organization-oriented' and 'person-oriented'. A three-dimension model formed by 'job concerns', 'organizational constraints' and 'career expectations' was indicated as a best-fit solution for SoS, and SMS was best explained in a three-dimension model by 'group dynamics strategies', 'organizational culture strategies' and 'individual support strategies'. This research makes a unique contribution for a better understanding of what defines SPoOS, SoS and SMS for management consultants.

Perceived stress in human–machine interaction in modern manufacturing environments—Results of a qualitative interview study

“…Another drawback is that our participants constituted a small sample, were working with different technologies, and were recruited in only five different companies. Even though our sample size is comparable with that of other qualitative studies (Daniels et al, 2013;Humboldt, Leal, Laneiro, & Tavares, 2013), our data will almost certainly not be representative for the entire population of employees in the industrial sector. As a consequence, the generalizability of the present results should be considered with caution.…”

Unique aspects of impulsive traits in substance use and overeating: specific contributions of common assessments of impulsivity

“…DiCA is a discriminant analysis extension of correspondence analysis (36) and multiple correspondence analysis (37) and both techniques have been used extensively in the analysis of self-assessments and surveys [e.g. memory (38), stress (39), schizophrenia (40), and opioid abuse (41)]. More importantly, recent work in autism and schizophrenia research (using DiCA) has shown that similar summary scores on self-assessments reflected unique patterns of traits for different populations (42).…”

Ineffective-Leader-Induced Occupational Stress

“…Occupational stress, or stress caused by a working environment, is a mental and physical condition that produces negative organizational and individual outcomes (Babatunde, 2013;Beheshtifar & Nazarian, 2013;Dewe et al, 2012;Humboldt et al, 2013;Jehangir et al, 2011;Schyns & Schilling, 2013;Shaw, Erickson, & Harvey, 2011;Subramanian & Nithyanandan, 2009). Occupational stress is the most significant form of stress experienced by people reporting their jobs are very stressful or extremely stressful.…”

“…Ineffective leadership and occupational stress are a major concern for both organizations and the global economy (Beheshtifar & Nazarian, 2013). The view that ineffective leadership has adverse effects for individuals in the workplace has been historically correlated (Day & Hamblin, 1964) to increased levels of employee stress (Humboldt et al, 2013). Increasing evidence has revealed a clear link between ineffective leaders, employee turnovers, and employee health problems influenced by stress (Dehue et al, 2012;Owusu-Bempah, 2014;Padilla, 2013;Savic & Pagon, 2008;Schyns & Schilling, 2013).…”

“…Occupational stress researchers have reliably validated numerous undesirable effects of work stressors on employee adjustment (e.g., job-related attitudes, behaviors, and health) (Newton & Teo, 2014). Unwanted feelings and behaviors within employees have been shown to cause greater job dissatisfaction, depressed motivation, decreased employee morale, lessened organizational commitment, career uncertainty, escalated work-life conflict, diminished overall quality of work life, absenteeism, turnover, intention to quit the job, minimized productivity, declined quantity and quality of work, incapability to make sound decisions, work theft, sabotage and work stoppage, occupational burnout, alienation, and increased smoking and alcohol intake (Babatunde, 2013;Beheshtifar & Nazarian, 2013;Dewe et al, 2012;Humboldt et al, 2013;Jayashree, 2010;Newton & Teo, 2014;Subramanian & Nithyanandan, 2009).…”