Impact of role stagnation and overload on Organisational role stress
Occupational stress research emphasizes the need to assess the management of work related stress. This paper investigated organizational role stress and the various facets of social support practices exercised through peer, supervisor, manager, family and friends. The sample includes 316 employees from a number of organizations in the Indian software industry. Factor analysis on the ten dimensions of role stress developed by Pareek (1983) was recognized as Heterogeneous Stress, Contingent Stress and Inertia Stress.
This paper analyses the effect of Organizational Role Stress in IT Industry. There are various ...view middle of the document...
Day to day stress has been observed in employees, especially those who work in the private sector companies where they have to fulfil certain targets and there work needs more of efficiency and good performance every month or nearly every day. This can affect the physiological or psychological functioning of an individual. If not managed properly, it can be very hazardous to a person’s wellbeing. Therefore, the present study deals with finding out the stress level of employees who are working in IT sector Companies and also to know the extent to which they are able to cope with it.
“Workplace stress” is the harmful physical and emotional responses that can happen when there is a conflict between job demands on the employee and the amount of control an employee has over meeting these demands. In general, the combination of high demands in a job and a low amount of control over the situation can lead to stress. The most commonly accepted definition of stress by Richard S Lazarus is “stress is a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize.”
Stress is experienced in organizational role as problems are encountered in role performance. Reducing your stress through preparation and careful planning leads to a more confident and competent performance. The increase in stress can motivate you to take action. Role conflict occurs when an individual believes that the expectations and demands of two or more members of his or her role set are incompatible while role ambiguity relates to the perceived lack of information needed to perform his or her role adequately. While some workplace stress is normal, excessive stress can interfere with your productivity and impact your physical and emotional health.
Stress management programs teach workers about the nature and sources of stress, the effects of stress on health, and personal skills to reduce stress-for example, time management or relaxation exercises. Employers should provide a stress-free work environment, recognize where stress is becoming a problem for staff, and take action to reduce stress.
Our paper incorporates the role stress model given by the late Dr Pareek, who is aptly called the father of the Human Resource Development and OD movement in India. About 35 years ago in 1975, Dr. Pareek and Dr. T.V.Rao undertook a consulting assignment whose outcome was historic because it resulted in the formation of the country's first formal HRD department at L&T. Dr Pareek published a landmark book titled “Making Organizational Roles Effective”  which laid the foundation for understanding the psyche of the employees and helped develop tools and instruments in improving human relations and Organizational Development training methods. He has listed 10 major reasons for role conflict and stress: Self-role distance, role stagnation, inter-role distance, role ambiguity, role expectation conflict, role...