Organizational determinants of job stress

Abstract

A model of job stress that focuses on organizational and job-related stress is presented. Job stress is conceived of as a first-level outcome of the organization and job; it is a feeling of discomfort that is separate and distinct from second-level outcomes or consequences of job stress. The second-level outcomes may include varying levels of satisfaction, organizational commitment, motivation, and performance. A partial test of the model examines relationships between hypothesized stressors and experienced job stress. Survey data obtained from 367 managers of a large restaurant chain were used with the results generally supporting the model. Factor analysis supported the concept that job stress is multidimensional. Two distinct dimensions of job stress were identified: time stress and anxiety. Both job stress dimensions were significantly related to each of the model's five organizational stressor categories, but not all of the independent variables within the categories were significantly related to job stress. Moreover, the specific stressors associated with each dimension of job stress proved to be substantially different. Interest in the phenomenon of work-related stress has increased markedly during the last few years, as indicated by several reviews of the literature, a number of books, and a rash of public seminars promoting different approaches to stress control (

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Predicting Occupational Strain and Job Satisfaction: The Role of Stress, Coping, Personality, and Affectivity Variables

“…Sources of stress pertaining to the employee's role in the organisation include responsibility for lives, role ambiguity, and role conflict (Sutherland & Cooper, 1988). Other sources of stress may come from relationships with coworkers or management, dissatisfaction with career development opportunities, and a lack of job security (Parker & DeCotiis, 1983). The structure of the organization itself can also be a source of stress for employees.…”

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