Study on Stress Levels in Organizations and Their Impact on Employees' Behaviour

P. S. Swaminathan and S. Rajkumar

Management and Labour Studies, 2010, vol. 35, issue 1, 59-71

Abstract: Stress management is attracting more and more attention now ñ a ñ day, specially with respect to the workplace. As the degree of competition is deepening in the economy in the wake of globalization, liberalization and privatization and the sellerís markets have been replaced by the competitive ones, now ñ a ñ days there is no stress ñfree ñ job. Every body in the workplace experiences some kind of frustrations, tensions and anxieties related to the job assigned to one, or even in relation to the general work environment. Increasing urbanization, industrialization and ever increasing scales of operations cause stress and strain. People experiences stress as they feel that they have lost control over whatever is happening to them in life. Stress may be defined as a dynamic condition of an individual in which he/she is confronted with an opportunity, or challenge/constraint or demand that may relate to what he/she aspires or what he/she is expected to deliver and the outcome of which is perceived to be important but uncertain. Stress has become wide-spread, tending to emerge as an epidemic. There are thousands of employers and managers who do not understand that people are the primary sustainable source of competitive advantage. The new economic policy has, however, exposed even the employers and senior managers to stress. They may, however, treat employees as dispensable commodities to be exploited for maximum production. Besides, the employees may be threatened, at times bullied or even sacked, when stress affects their performance. Employees, on their part, must also realize that stress is caused more by their individual propensity and response to withstand the pressure of work and must also strive to condition their attitude towards external stressors.

Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:sae:manlab:v:35:y:2010:i:1:p:59-71

DOI: 10.1177/0258042X1003500104

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