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Introduction

Colligan and Higgins (2006) define workplace stress as the “change in one’s physical or mental state in response to workplaces that have an appraised challenge or threat to that employee.” The authors divide stress into two categories: eustress and distress. In eustress, the positive stress, the associated stressor has been cognitively appraised as positive; distress is the negative kind of stress, such as that experienced by employees who feel frustrated by a pressure to perform. All employees respond cognitively, behaviourally, emotionally, and physically to both eustress and distress. Moreover, the authors identify three levels of stress—acute, episodic, and chronic—each level of which has associated emotional and physiological symptoms. The authors point out that several factors contribute to workplace stress, such as a toxic work environment, an unmanageable workload, and challenging working hours, while adding that training can help alleviate workplace stress. Shuttleworth (2004) argues that training in workplace management can help employees become more resilient in the face of stress and better able to tackle the root causes of stress-related problems.

Key Assumptions

Colligan and Higgins (2006) make the following key points about workplace stress: * Workplace stress can lower productivity, increase absenteeism, and create pervasive patterns of dysfunction in the workplace. Workplace stress will also lead to changes in employees’ work habits and personalities and cause job burnout. * There are five categories of workplace stress factors: factors unique to the job; the employee’s role in the organization; the employee’s career development; the employee’s interpersonal work relationships; and the job’s organizational structure