Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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Chapter X: Discussions
The first of two main objectives within this thesis was to develop a local stress theory for the assessment of
areas of the workplace which are working well, as well as those not working quite as well. Combined qualitative
and quantitative results led to the depiction of a thorough, representative local stress theory (see Figure 20). The
theory asserts that there are three predominant stressors in the organisation which are mediated by three separate
areas of the workplace which were ‘working well’. Demands, namely the quantitative overload that individuals
may face, is the first stressor in the theory. Secondly a lack of adequate Managerial Support, both in the amount of
support available as well as the quality of support offered, is an acknowledged stressor. Lastly the way in which
organisational change is managed and communicated, and in particular a lack of open and honest communication
as to the effect that this change may have on job roles, was a clear stressor. While it is clear that these stressors
are 'daily hassles' (i.e. every day events that may have a cumulative negative stress outcome for individuals), in
line with the Stimulus approach to stress it is posited that any combination of these three stressors may be enough
to overcome individual resources available for stress and therefore stress-related outcome (Burnout) may occur.
However, the Local Stress Theory also describes the buffering effect of three separate organisational systems
and individual accomplishments. Therefore individual accomplishments at work (for example getting through a
good amount of work in one work day), the relationships between individuals and the ability to be creative within
each individual’s job role are the three areas which were found to have the potential to buffer the experience of
stress. These were areas that were 'working well' throughout the quantitative (where measured) and qualitative
research procedures.