STRESS AT WORK

Stress at work

Stress at work

Introduction

Work stress is now regarded by many commentators as one of the most important issues facing management in this decade. Work stress has the potential to affect the performance of all levels of staff, ranging from senior management to the young and newly employed. All workers in their daily experiences are aware that conflict-filled situations have the potential to produce feelings of physical and psychological discomfort. When an employee is confronted with a situation that poses a threat, such as conflict between staff members or between staff and clients of the organization, the form of physiological and emotional arousal he or she experiences is generally termed stress. Prolonged exposure to stressful situations has been found to produce serious dysfunctional effects in the individual that can affect job performance and thus overall organizational effectiveness. The rectification of such a situation is thus to the significant advantage of both employees and management. Cooper and Payne[1] have concluded that a preventive perspective by management has the potential not only to maximize profit margins but also to ensure a satisfied and effective workforce.

The prevalence of occupational stress in the workforce in many countries is now gaining significant recognition. In recent times, many organizations and researchers investigated the problem of stress in terms of lost productivity and low staff morale. Fletcher[ 2] has made the point that many occupations, including teaching, nursing, air traffic controllers and transportation personnel, have now been studied and have revealed high levels of work stress among many members, manifested in both physical and psychological symptoms. Cooper and Payne[1] have made the point that investigations of the nature and dimensions of work stress among individuals in all employment contexts is the first step in the management and elimination of this often unpleasant and unproductive aspect of work. The present research represents efforts in this process within the context of the hospitality industry.

Spector [3] has made the point that personality variables play an important role in the understanding of a range of behaviours in the workplace. Locus of control is perhaps one of the most prominent personality variables that has been studied in a variety of work and organizational settings. Within this body of research, Rotter's[4] internal/external locus of control scale has been the instrument most often employed. Locus of control as a personality dimension is regarded as a generalized expectation that rewards, i.e., reinforcements of life outcomes, are controlled either by one's own efforts (internal) or by outside forces (external). In work settings, rewards can typically include promotions, favourable circumstances, salary increases, and general career progress. Both O'Brien[5] and Spector[ 3] have provided reviews of this personality dimension as related to the work context. Findings generally suggest that internal subjects tend to be more satisfied with their jobs than do external ones, see their supervisors as higher on consideration and initiating structure, report less role stress, perceive more autonomy and control, and tend to favour longer job tenure. For internal subjects, attainments in the work context ...