Impact of Organizational Factors on Job Stress in IT Companies
Keywords:
Job stress, Organizational Factors, Organizational Snags, Sedentary Self.Abstract
This research article aims to “To study the impact of different organizational factors on job stress of IT professionals”. The paper applies data reduction using Exploratory Factor Analysis (EFA) on a sample of 312 respondents drawn from 6 IT companies in the Bengaluru and condenses a set of 16 organizational factors converted into a four organizational factors. The present study proposes a model of the impact of organizational factors on job stress. The study found that organizational snags, sedentary self, adaptability to situations and hierarchical pressure are impacting significantly the job stress. Therefore, IT companies should focus on the above factors to reduce job stress of professionals. The study investigated the impact of organizational factors on job stress of the IT professionals concluded that organizational snags had the highest impact on the job stress of the professionals’ sedentary self, adaptability to situations followed by hierarchical pressure.
Downloads
References
Bhatti, N., Shar, A. H., Shaikh, F. M., & Nazar, M. S. (2010). Causes of stress in organization, a case study of Sukkur. International Journal of Business and Management, 5(11), 3.
Cooper, C. L. (1995). Identifying workplace stress: Costs, benefits, and the way forward. New Solutions: A Journal of Environmental and Occupational Health Policy, 4(4), 38-40.
Cummings, T. G., & Worley, C. G. (2005). Organization development. Mason, OH: Thomson South-Western.
Cunningham, C. E., Woodward, C. A., Shannon, H. S., MacIntosh, J., Lendrum, B., Rosenbloom, D., & Brown, J. (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioral correlates. Journal of Occupational and Organizational psychology, 75(4), 377-392.
Devi, U. T. (2011). A study on stress management and coping strategies with reference to IT companies. Journal of information technology and economic development, 2(2), 30.
Gladies, J. J., & Kennedy, V. (2011). Impact of organisational climate on job stress for women employees in information technology sector in India. Asia Pacific Journal of Research in business management, 2(6), 66-76.
Harigopal, K. (1995). Organizational stress: A study of role conflict. Universities Press.
Kazlauskaite, R., Buciuniene, I., & Turauskas, L. (2012). Organisational and psychological empowerment in the HRM‐ performance linkage. Employee Relations.
Kodavatiganti, K., & Bulusu, V. (2011). Stress Indicators and its Impact on Educators. SIES Journal of Management, 7(2).
Koutroumanis, D. A., Alexakis, G., & Dastoor, B. R. (2015). The influence organizational culture has on commitment in the restaurant industry. Small Business Institute Journal, 11(2), 27-40.
Madsen, T. N., Andersen, S., & Kristensen, A. R. (2005). Modelling the drinking patterns of young pigs using a state space model. Computers and Electronics in Agriculture, 48(1), 39-61.
Michailidis, M., & Georgiou, Y. (2005). Employee occupational stress in banking. Work, 24(2), 123-137.
Mishra, B. S. (2015). Study on stress and prevention of stress; with reference of corporate professionals. Int J Adv Res Manage Soc Sci, 4, 66-87.
Naicker, N. (2008). Organizational culture and employee commitment: A case study (Doctoral dissertation).
Patel, P Dorab (1998), “Stress Management and modern life”, Himalaya Publications.
Pratibha, G. (2010). Stress management among private sector banking professionals. Advances in Management.
Richardson, K. M., & Rothstein, H. R. (2008). Effects of occupational stress management intervention programs: a meta-analysis. Journal of occupational health psychology, 13(1), 69.
Sayğan, F. N. (2011). Relationship between affective commitment and organizational silence: A conceptual discussion. International journal of social sciences and humanity studies, 3(2), 219-227.
Schabracq, M. J., & Cooper, C. L. (1998). Toward a phenomenological framework for the study of work and organizational stress. Human Relations, 51(5), 625-648.
Settoon, R. P., Bennett, N. & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219-227.
Shanmugavadivu, M. K., & Kalaimani, G. An Empirical Study on occupational Stress and Managing Techniques Among Software Professionals in Chennai.
Srivastav, A. K. (2010). Heterogeneity of role stress. Research and Practice in Human Resource Management, 18(1), 16-27.
Udupa, K. N. (1985). Stress and its management by yoga. Motilal Banarsidass Publ.
Urska Treven, Sonja Treven and Simona Sarotar Zizek (2011), Effective approaches to managing stress of professionals. Review of Management Innovation & Creativity. 4 (10). 46-57.
Vakola, M., & Nikolaou, I. (2005). Attitudes towards organizational change: What is the role of professionals’ stress and commitment? Professional Relations, 27, 160-174.
Vinita Sinha and K.S. Subramanian, Organizational Role Stress across Three Managerial Levels: A Comparative Study, July/August 2012, Global Business and Organizational Excellence.
Vivekanandan, K., & Parthsarathy, K. (2016). Studied on Occupational Stress: An In-depth Review. International Journal in Management & Social Science, 4(11), 67-79.
Weiss M. (1983) Weiss, E. A., 1983. Oilseed crops. Tropical Agriculture Series, John Wiley & Sons Incorporated.
Woodman, R. W., & Dewett, T. (2004). Organizationally relevant journeys in individual change. Handbook of organizational change and innovation, 95.
Yu, M. C. (2009). Employees’ perception of organizational change: the mediating effects of stress management strategies, Public Perspective. Management Spring.
Downloads
Published
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.