Several organisational factors that cause stress-particularly task and role demands-are controlled by management and thus can be modified or changed. Strategies to consider include improved employee selection and job placement, training, realistic goal-setting, redesign of jobs, increased employee involvement, improved organisational communication, employee sabbaticals, and corporate wellness programmes. Certain jobs are more stressful than others, but, as we have seen, individuals differ in their response to stressful situations. We know individuals with little experience or an external locus of control tend to be more prone to stress. Selection and placement decisions should take these facts into consideration. Obviously, management should not restrict hiring to only experienced individuals with an internal locus, but such individuals may adapt better to high stress jobs more effectively. Similarly, training can increase an individual's self-efficacy and thus lessen job strain. Individuals perform better when they have specific and challenging goals and receive feedback on their progress toward these goals. Goals can reduce stress as well as provide motivation. Employee who are highly committed to their goals and see purpose in their jobs experience less stress, because they are more likely to perceive stress as challenge rather than a hindrance. Specific goals perceived as attainable clarify performance expectation. In addition, goal feedback reduces uncertainties about actual job performance. The result is less employee frustration, role ambiguity and stress. Predesigning job to give employee more responsibility, more meaningful work, more autonomy and increased feedback can reduce stress because these factors give employees greater control over work activities and less dependence on others.
Which of the following form the management strategy for reducing organisational stress factor?
A. Achievable goals
B. Employee wellness
C. Compulsory leave
D. Top-down communication
Choose the correct option:
