08組織變革與組織文化-文庫吧
2025-01-04 03:51 本頁面
【正文】 nding supervisor, and unpleasant coworkers are a few examples. The discussion that follows anizes stress factors into five categories: task,role, and interpersonal demands。anization structure。 and anizational leadership. ? (1)Task demands are factors related to an employee’s job. They include the design of the person’s job(autonomy, task variety, degree of automation), working conditions, and the physical work layout. Work quotas can put pressure on employees when their “outes” are perceived as excessive. The more interdependence between an employee’s tasks and the tasks of others, the more potential stress there is . Autonomy, on the other hand , tends to lessen stress. Jobs where temperatures, noise, or other working conditions are dangerous or undesirable can increase anxiety . So, too , can working in an overcrowded room or in a visible location where interruptions are constant. ? ( 2 ) Role demands relate to pressures placed on an employee as a function of the particular role he or she plays in anization. ? Role conflicts create work expectations that may be hard to reconcile or satisfy. ? Role overload is experienced when the employee is expected to do more than time permits.(Having more work to acplish than time permits.) ? Role ambiguitthe is created when role expectations are not clearly understood and the employee is not sure what he or she is to do.(When role expectations are not clearly understood.) ? (3)Interpersonal demands are pressures created by other employee. Lack of social support from colleagues and poor interpersonal relationships can cause considerable stress, especially among employee with a high social need. ? (4)Organization structure can increase stress. Excessive rules and an employee’s lack of opportunity to participate in decisions that affect him or her are examples of structural variables that might be potential sources of stress. ? (5)Organizational leadership represents the su
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