Stress in Organizations
Sabine Sonnentag PhD
University of Mannheim, Work and Organizational Psychology, Mannheim, Germany
Search for more papers by this authorMichael Frese PhD
National University of Singapore Business School, Department of Management and Organization, Singapore
Search for more papers by this authorSabine Sonnentag PhD
University of Mannheim, Work and Organizational Psychology, Mannheim, Germany
Search for more papers by this authorMichael Frese PhD
National University of Singapore Business School, Department of Management and Organization, Singapore
Search for more papers by this authorAbstract
This chapter provides an overview of research on job stress. It describes the stress concept and presents major stress theories (e.g., transactional stress model, person-environment fit theory, job demands–job control model). It summarizes empirical findings on the association between job stressors on the one hand and individual well-being, health, job performance, and other aspects of organizational behavior on the other hand. A review of 70 longitudinal studies on the relation between job stressors and strain symptoms shows that more than 50% of the studies reported a significant positive relationship between job stressors and increase in strain symptoms over time. Evidence for reverse causation was weaker. The chapter further addresses possible moderators of the stressor–strain process, with a particular emphasis on job control, social support, and core self-evaluations. The chapter presents an overview of stress interventions and discusses approaches to stressor reduction, increase in resources, stress reduction via stress-management programs, and lifestyle changes. The chapter identifies areas for future research.
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