Company Stress Measurement Model

Steen Bjerre, Anka Tsvetanova and Siya Veleva

Economic Studies journal, 2025, issue 2, 3-20

Abstract: As a result of stressor exposure, the human response includes physiological, psychological, and behavioural responses, like stress. And, in the literature and on the internet, there are numerous suggestions and methods for monitoring and addressing stress in workplaces. Most of these models have been inspired by the Person-environment fit and demand-control models. The first evaluates stress by matching the personal characteristics and the workplace conditions, whereas the second by combining job demand and the controllability of the work task. Also, the “effort-reward imbalance model”, which observes a possible mismatch between the cost an employee spends at work and the gain and reward, which is received in return, is seen as a prominent model for stress measuring. All models measure, either subjectively or objectively, the stress level of the individuals as responses to stressors. It is not always clear enough which stressors cause each specific stress response. In some studies, however, reasons like the workload and poor management are quoted as the reason for stress, but no models or known studies relate these stressors to specific work functions or specific business drivers. Businesses have different reasons for measuring stress, one being preserving performance and competitiveness. However, none of the models makes a distinctive linkage and an explanation between perceived stress and business performance. The way individual employees contribute to the various business drivers determines the business result. Knowing that persons respond differently to the same stressor, it would be beneficial to any business to clarify which stressors prevail in the single and decisive business drivers, and how these stressors impact the stress level on the individual employee’s performance, and ultimately on the general business results. A method to address this challenge is presented in this paper.

JEL-codes: D23 M12 M14 M54 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:bas:econst:y:2025:i:2:p:3-20

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