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Job stress refers to the physical, emotional, and mental strain that employees experience in response to job demands or job-related factors such as workload, role ambiguity, job insecurity, interpersonal conflict and time pressure. High levels of job stress can lead to burnout absenteeism and turnover as well as negative health outcomes such as depression, anxiety and cardiovascular disease.
Organizational commitment on the other hand, refers to the extent to which employees feel a sense of loyalty and attachment to their organization and are willing to invest their time and effort to achieve its goals. There are three types of organizational commitment: affective, continuance and normative. Affective commitment is based on employees' emotional attachment to the organization, whereas continuance commitment is based on the perceived costs of leaving the organization. Normative commitment is based on employees' beliefs about the moral obligation to stay with the organization.
Organizational Commitment
Organizational commitment is an individual’s psychological and emotional attachment to the organization (TA Beehr, JE Newman, 1978). This concept predicts work variables like turnover, job performance. As well as some of the factors are role stress, job insecurity, empowerment and employability have been shown to be connected to a worker’s sense of loyalty to the organization. Commitment in the workplace or understanding how people become committed to an organization is multifaceted consisting of the elements, antecedents and consequences and forms such as organizational (affective), job, career, team and supervisory commitment (Meyer, J. and Allen, N, 1997). Organizational commitment is an important issue because having capable and committed human resources will not only reduce absenteeism, late attendance and displacements but also promote organizational performance, mental freshness of employees, manifestation of ultimate goals of organization and achievement to personal goals (Farhad Alipour,Kamaee Monfared, May 2015). Allen and Meyer (NORAAZIAN and KHALIP, 2016) developed the three-component model of organizational commitment.
Figure 1 :Organisational Commitment: Three Dimension Model
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1. Affective Commitment:
Affective structure commitment is helpful to the worker similarly. Staff that have high levels of emotional commitment, expertise lower stress levels even supposing they work longer and more durable than those not committed.
2. Continuous commitment:
According to Romzek (Romzek, 1990), employees tend to evaluate their investments by looking at what they have contributed towards the organization and what they would gain by remaining in the organization and what they would lose if they leave the firm. According to Seer's (1989) which means of member-team exchange as imitating one's role within the framework of the team, suggests that team identification would possibly influence the link between awareness of member-team exchange quality and team continuance commitment.
3. Normative commitment:
Normative commitment demonstrates an obligation by an employee to continue employment with the organization. According to Allen and Meyer (1990), individuals with a high level of normative commitment feel that they should continue providing their services to the firm. Normative commitment differs from continuance commitment because it is not dependent on the investments that the employees have put into the organization in the form of time and effort. (NORAAZIAN and KHALIP, 2016)
Workplace Stress
Currently job stress has becoming a major problem in the changing working environment. Generally overall society has faced to stress causes and consequences of stress are multi-faceted and meaningful features of life with most of their adult lives working. According to (Jungwee, December 2007), there is no single cause of job stress. Some people can become so used to the symptoms of excessive stress that it goes unnoticed to their detriment. As well as most job stress related to management of work, relationship at work.
Stress is not always negative or harmful and indeed the absence of stress is death (Arbabisarjou,Ajdari,Zaman, May 2013). Stress associated with individual, group organization and extra organizational factors. On the individual factors stress may be created with personal characteristics and life career stages. Job stress can have a huge impact on organizational commitment, organizational performance and organizational success. When we are working at a work place, there are many causes that create job/work related stress. Such as heavy work load at their working place, working times, lack of opportunity to involve for decision making process, work life conflict, more domestic problems at work, lack of suitable organizational rules and procedure. (Bhati et al, 2016). In addition, on the group factors may be cause lack of group cohesiveness, lack of social support, inter personal and inter group conflict. In the Apparel industry, employee’s mental and physical health is very important. And those factors are affected by working environment. If we have negative mental and physical health we are suffering from job stress. Therefore, operational level employees can’t perform very well and they have no positive attitudes to stay in the organization. As well as this situation cause to reduce worker’s commitment on the organization. Then employees leave from the organization.
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Potential causes for work connected stress
• Autonomy -: what reach a lot of what proportion what quantity autonomy associate degree worker has in his job on however he performs his duties so much management he has within the job can have an excellent impact on the duty stress.
• Relationships: interrelationships among the organization like with the peers, with the management, with the subordinates will have a control of a worker’s stress level, if associate degree worker doesn't trust anyone within the geographical point or he has no support from the opposite employees he can be possible to own high level of job stress. Lack of fine relationships at the geographical point can end in varied conflicts, harassments of the employees and bullying of the employees which is able to influence the duty stress.
• Role -: if associate degree worker has hassle understanding his job role within the company clearly, he can be possible to be having a high level of job stress. There will be conflicts as worker has difficulties on understanding the roles and therefore the responsibility of the similarly because the management over the staff.
• Demands-: the number of employments, shift work, long hours at work can cause the amount of job stress of associate degree worker and it'll end in the worker obtaining annoyed regarding the duty.
Impact of job stress on organization
Desseler (2000) alluded that there have been 2 main sources of job stress; environmental and private. Consistent with this author a multiplicity of external environmental factors may lead to job stress. These encompassed work schedules, place of labour, job security, route to and from work and therefore the variety and nature of purchasers. Even noise, together with folks talking and telephones ringing, contributed to worry. (Dessler, 2000). According to Desseler (2000) organizations job stress significances enclosed reductions within the amount and quality of job performance, accumulated absence and turnover, accumulated grievances and health care prices. Bowing and Harvey (Bowing, R.B. and Harvey D, 2001) shortened factors resulting in stress within the work place as follows:
- Little management of the work ssettin
- Lack of involvement in decision-making
- Uncontrolled changes in policy
- Sudden reorganizations and sudden changes in work schedules
- Conflict with subordinates, superiors, peers and different departments
- Lack of feedback
- Not enough time to try to expected duties
- Ambiguity in duties
Conclusion
In conclusion, job stress can have a significant impact on organizational commitment. By recognizing the impact of job stress and taking proactive steps to manage it, employers can help employees feel more engaged, productive, and committed to their organization, leading to greater success and satisfaction for everyone involved. High levels of job stress can decrease affective commitment by reducing employees' sense of attachment and emotional investment in the organization. Continuance commitment may also be affected, as employees may feel trapped in their jobs due to the perceived costs of leaving. Normative commitment may also be weakened as employees may question the moral obligation to stay with an organization that is causing them high levels of stress. Overall, job stress can lead to lower levels of organizational commitment and have negative consequences for both employees and organizations.
References
Arbabisarjou,Ajdari,Zaman, May 2013. The relationship between Job stress and performance among the hospitals nurses.
Bowing, R.B. and Harvey D, 2001. Human Resource Management an Experiential Approach. In: 2. Edition, ed. s.l.:Prentice Hall, Upper Saddle River..
Bowing, R.B. and Harvey D, 2001. Human Resource Management an Experiential Approach.
Dessler, G., 2000. Human Resource Management. In: i. 8, ed. s.l.:Prentice Hall.
Farhad Alipour,Kamaee Monfared, May 2015. Examining the Relationship between Job Stress and Organizational Commitment among Nurses of Hospitals A R T I C L E I N F O.
Jungwee, P., December 2007. Work stress and job performance. Perspectives on Labour and Income.
Meyer, J. and Allen, N, 1997. Commitment in the Workplace.
NORAAZIAN and KHALIP, 2016. A three-Component Conceptualization of Organizational Commitment. International Journal of Academic Research in Business and Social Sciences.
Romzek, B., 1990. Employee investment and commitment. The ties that bind. Public Administration Review.
TA Beehr, JE Newman, 1978. JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS.
I think discussing job stress and organizational commitment together is highly important because there is an association between workplace stress and job commitment. Here the author highlighted that stress needs to enhance employee commitment as well as performance. Here most of the employees work with deadlines, for example, the sales team and marketing teams work with deadlines and specific targets, where they work with stress, and that stress leads to achieving their targets and deadlines with high job commitments
ReplyDeleteThank you Nelusha for your valuable comment. As I have quoted above "Stress is not always negative or harmful and indeed the absence of stress is death (Arbabisarjou,Ajdari,Zaman, May 2013), what you ment is absolutely correct in some instances like sales & maketing teams. I agree that their performance are basically driven by the stress factor fulled by the assigned targets but I also believe that the management should handle that with care so that the employees are not harmfully affected mentally as well as physically.
DeleteImportant topic to discuss Prasad. You have well explained the points. I have a question for you, how can organisations effectively reduce job stress and promote organisational commitment among employees in today's competitive workplace? What is your opinion?
DeleteThank you for your question Lasni. Job stress and low organizational commitment are common issues in today's workplace and can have negative impacts on employee well-being, job satisfaction, and organizational performance. To address these issues, organizations can implement various strategies.
DeleteOne effective strategy is promoting work-life balance by offering flexible work arrangements, such as telecommuting, flexible schedules, and job sharing. These arrangements have been found to reduce job stress and increase job satisfaction, which, in turn, can lead to higher levels of organizational commitment (Kossek et al., 2014).
Another strategy is promoting a positive work environment by enhancing social support and recognition programs. Social support and recognition programs have been shown to reduce stress and increase organizational commitment (Bakker et al., 2017).
Providing training and development opportunities can also help reduce job stress and increase organizational commitment. These opportunities can enhance employees' skills and knowledge, increase their job satisfaction, and promote their loyalty to the organization (Fernández-Muñiz et al., 2018).
Trust this clarifies your concern and happy to answer your further questions.
Thank you for providing this informative blog post about organisational commitment and staff stress. High levels of job stress can negatively influence health and impact organisational dedication, both of which are necessary for the organization's success. Understanding the multiple features, antecedents, and effects of commitment is critical, including its various manifestations, such as organizational, work, career, team, and supervisory commitment. Allen and Meyer's three-component model of organisational commitment is also helpful in understanding the various sorts of commitment.
ReplyDeleteWhat practical measures can businesses reduce workplace stress and boost organisational commitment?
Thank you for your question. The topic of workplace stress and organizational commitment is an important one, and there are several practical measures that organizations can take to reduce stress and increase commitment.
DeleteAccording to a study by Schaufeli et al. (2009), job resources, such as social support and opportunities for growth and development, can help reduce job stress and increase organizational commitment. Implementing employee assistance programs, wellness programs, and flexible work arrangements are also effective measures for reducing stress and promoting commitment (Karanika-Murray et al., 2015).
In addition, organizational justice, including fair treatment and decision-making processes, has been shown to be positively associated with commitment and negatively associated with stress (Colquitt et al., 2001). Providing employees with a sense of autonomy, meaningful work, and positive feedback can also enhance commitment and reduce stress (Deci et al., 2017).
Overall, taking steps to reduce job stress and increase organizational commitment can lead to a healthier, more productive workforce and a more successful organization.
Well penned.
ReplyDeleteThe competitive workplace environment can be highly stressful for employees, and this stress can have a negative impact on their organisational commitment. However, organisations can use strategies to mitigate stress and promote organisational commitment, including providing resources and support, promoting work-life balance, encouraging social support, providing employee assistance programs and creating a positive work environment (Armstrong’s Essential Human Resource Management Practice). By implementing these strategies, organisations can create a more supportive and caring workplace environment that promotes employee well-being and organisational commitment.
Thank you for your comment and for mentioning the strategies that organizations can use to reduce workplace stress and increase organizational commitment. It is important for organizations to prioritize their employees' well-being and create a positive work environment, as it can have a significant impact on their commitment and overall performance. As noted in a study by Bakker and Demerouti (2014), creating a positive work environment and supporting employee well-being can lead to increased engagement and commitment, which in turn can lead to better performance and productivity. Therefore, it is in the best interest of organizations to invest in their employees' well-being and implement strategies to reduce workplace stress.
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