Abstract Job stress can be defined as the harmful physical and emotional
responses that occur when the requirements of the job do not match the
capabilities, resources, or needs of the worker. Job stress can lead to poor
health and even injury. This paper will discuss the four primary areas from
which occupational stress originates. Next, the outcomes of stress will be
discussed, followed by an examination of the classifications of stressors. The
remainder of the discussion will be focused on the aspects of organizational
communication and recommendations for prevention of occupational stress and
stress management. Table of Contents Introduction 4 Sources of Occupational
Stress 4 Stress Outcomes 5 Classifications of Occupationally Related Stress 6
Stressors and Organizational Communication 6 Job “Burn-Out” 8 Recommendations
for Stress Management 9 .11 Occupational Stress and its Effects on
Organizational Communication The nature of work is changing at whirlwind speeds.
Perhaps now, more than ever before, job stress poses a threat to the health of
workers. Stress has long been associated with the onset of significant physical
and mental health problems. Stress began to be implicated in areas beyond the
bounds of physical and mental health as far back as the 1980s. In the
organizational environment, stress has been implicated in the deterioration of
performance efficiency by both managers and subordinates. When performance
efficiency suffers the quality of the overall organizational environment and
productivity deteriorates. A deterioration of the organizational environment is
accompanied by deterioration in organizational communication (Gilberg, 1993).
Sources of Occupational Stress The primary sources of occupational stress
within an organization originate from four areas. These areas include task
demands, physical demands, role demands, and interpersonal demands. “Any demand,
either of a physical nature or psychological nature, encountered in the course
of living is know as a ‘stressor’. A stress response will occur as a result of
an individual’s interaction with and reaction to the stressor” (Knotts, 1996).
Task-related stress is directly related to the specific characteristics of the
job itself. This type of stress involves role ambiguity, conflicting task
demands, work overload or work underload, inadequate resource support, no
provision for meaningful participation in decision-making, and insecurity, among
others (Knotts, 1996). Physical demands of the workplace are another source to
be considered. Environmental factors such as temperature variations, noise
vibrations, and lighting may significantly affect individual stress. For
example, “extremes in lighting can cause stress, which often results in
headaches and nervous tension” (Knotts, 1996). Role demands are external to the
tasks associated with a job. This particular type of stress typically develops
as a result of flawed organizational structures, ineffective organizational
development, the inability of an individual to successfully pursue achievement
goals within an organization, or some combination of all three. The individual’s
stress often results when his or her work role and responsibility has not been
clearly defined (Knotts, 1996). The final source area of occupational stress
relates to interpersonal demands. “Interpersonal stress at work is concerned
with the demands that are placed on us in developing working relationships with
other people in our organizations” (Knotts, 1996). Leadership style of managers
and supervisors is often a source of stress for their employees.Stress Outcomes
The result of stressors commonly associated with occupational stress tends to
vary widely.
Workers may simply resort to daydreaming or fantasizing. Alternatively,
employees may react more actively by creating interpersonal and
intraorganizational conflicts involving escalating levels of communication
problems. Workers may also experience effects in their psychological and
physical health. Psychological consequences may include anxiety, boredom, low
self-esteem, forgetfulness, depression, anger, apathy, or worry. Physical
consequences may include, but are certainly not limited to, headaches, diabetes,
fatigue, hypertension, chest and back pain, ulcers, or even infectious diseases.
Studies show that 85% of all physical illness is stress related (Randolfi,
1996). These results are just a few of many stress outcomes that may result from
the effects of occupational stress. Workers may also exhibit deviations in their
behavior. Examples of departures from normal behavior may be overeating/loss of
appetite, smoking, alcohol abuse, sleeping disorders, emotional outbursts, or
violence and aggression (Randolfi, 1996). From the organizational aspect, stress
has many consequences. Reductions in effectiveness, productivity, and
communication are results that are not as easy to identify; however, such
outcomes can be among the most debilitating for both the organization and for
the individual. Other results may include accidents in the workplace, job
turnover, low morale, poor work relations, poor organizational climate, and
absenteeism (Randolfi, 1996).
