organisational stress - Pondicherry University DSpace Portal

(1976) suggests situations have potential for reess when theyhave demands, which are perceived to threaten to exceed aperson's capabiht~es to meet them and where there are substantialMerences in rewards and costs from meeting versus not meetingthe demands. He adds. however, that the uncertainty of therewards and costs also influences a person's arousal (an indicatorof stress). Cooper & Marshall (1976) indicate that negativeenvironmental factors are stressors (e.g.. work overload, roleconfl~ct / amb~gutty, poor worhng condit~ons) associated with apan~cular job, detcrm~ne occupat~onal stress.When threat IS present and 1s perce~ved by the ~ndlv~dual mtegntyof the organlsrn IS somehow ~nvolves, that IS, stress affects themd~\idual not onlb psvcholog~callv but also phys~ologcallv and h~spersonal needs are shattered resulting In lneffectlve performanceStress arises when a nonnal adjective (copmg) response cannot befound. I e , he 1s not able to cope any more and as such not able toget along wth h~s job, rcsultmg m propensity to leave theorganrmtron, absenteeism, and gnevanccs Schaffer (1954) oplnesthat stress -1s brought about when a highly motivated organrsm 1sunable to find an adjective response to the problem confronting it.47