Stress in the workplace is a huge danger for the contemporary business due to the threats to the economical and financial well-being of a company. In this respect the problem of turnover rates being so frequent under conditions of the increased capitalization of corporative structures and their territorial influence is apparent and seems to be dangerous for the economical stability of the country. Thus, the articles by Ongori & Agola (2009), Channuwong (2009), and Avey et al (2009) examine the situation related to stress factors which are too obvious in conditions of overcharged work activities and other factors connected with human behaviors and contradictions. The turnover rates are high in the United States because of the risk for occupational stress. In this case the articles under analysis provide a discussion of how stress at work affects turnover rates among managers. In other words, the stressful reality being widespread in the workplace is identified with several factors which need to be analyzed and identified.
Ongori & Agola (2009) provide a particular survey on the problem of stress trying, first of all, to correctly identify it, namely: “Occupational stress is defined as the perception of a discrepancy between environmental demands (stressors) and individual capacities to fulfill these demands” (3). Looking at this definition of the term one may suppose that people face with stress when they think of ideal conditions at work without having an idea about human factor and result-planned schedules of the top management. Furthermore, Avey et al (2009) calls the stress, as the worldwide epidemic. The workplace communities are confronting with stress factors every now and then during whole life. Employees need to be trained as of how to prevent such stressor states in physical and mental activities. Therefore, stress “depletes human energy” in huge proportions (Channuwong, 2009). This obstacle leads to moral and mental attenuation. In turn it may cause dissatisfaction of an employee with his/her workplace. Suchlike flow in the personnel causes the negative results falling into “poor work quality, poor productivity, morale problems, health problems, employee absenteeism and turnover and accidents” (Channuwong, 2009, p. 1).
Burnout and less effective interpersonal relationships are detached by Ongori & Agolla (2009) as the additional results of the occupational stress. In this respect the ability of workers to communicate and do something for the well-being of a company slows down. An employee is appropriate for work when two constituent parts of him/her are united in the integrative unity. By his one understands the physical and the mental health. However, occupational stress: “A number of factors contribute to workplace stress, ranging from technological change and global competitive pressures to toxic work environments and managerial bullying” (Avey et al, 2009, p. 4).
Thus, stress is a chimera of contemporary office managers due to this overloading with work and particular numerous tasks to be immediately done from the side of senior management. Moreover, people having involved into the stressful conditions in the workplace reflect their negativism on their families, so the life at work and at home becomes without any difference. Hence, an employee should choose between these two vital aspects of life. All in all, stress is a signal for turnover rates. Until senior team of a company resolves this issue on the principal basis, there will be no distinct reasons for stability.
Avey, J. B., Luthans, F & Jensen, S. M. (2009). ‘Psychological Capital: A Posiotive Resource for Combating Emplyee Stress and Turnover’. Human Resource Management. (48)5. Web.
Channuwong, S. (2009). ‘Strategies for Reducing Stress among Managers: An Integrated Physical and Spiritual Approach’. 334 International Journal of Management (26) 2. Web.
Ongori, H. & Agolla, J. E. (2009). ‘Occupational Stress in Organizations and Its Effects on Organizational Performance’. Botswana: University of Botswana. Web.