Stress And Burnout And Stress

A culminating effect was purported by Schattner and Coman (1998) (as cited in Brewer and McMahan-Landers) suggesting that a series of minor stressors could lead to a perceived level of high stress. For example, being verbally abused once can generate increased stress at that point; however, constant diminutive comments made in a placated manner over an extended period might be more distressing. And it is this elongated exposure to stress can culminate in burnout (Maslach and Schaufeli, 1993, as cited in Brewer and McMahan-Landers). Brewer et al research on the relationship between job stress and job satisfaction provided convincing support for assertions by Edwards et al (1998) that dissatisfaction is an outcome of high levels of stress.

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The traditional view of HRM viewed stress and burnout and an issue for the employee to manage, however, contemporary HRM advocates that managing stress and burnout is the responsibility of both the employee and the organization, as stress and burnout occurs due to individual and organizational factors. Stress has an unavoidable nature; as such it must be managed. Herbert and Cohan (1994, as cited in Jibril 2008) stated that people respond differently to stressors depending on their cultural and family backgrounds, personal experiences, their mood at the time of stress, and other stressors present simultaneously. People experience stress in life and at the workplace, therefore the need for managing it is crucial. The somewhat apparent option or effect of stress (especially prolonged stress) is termination (turnover). People leave their jobs due to stress this is not only harmful to the individual, but the organization in terms of them having to engage in the recruitment and selection process and its associated costs. As such the literature reviewed here will look at managing stress to improve job satisfaction and reduce turnover