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The word was introduced by endocrinologist Hans Selye (1907-1982) in 1976; [1] he combined the Greek prefix eu-meaning "good", and the English word stress, to give the literal meaning "good stress". The Oxford English Dictionary traces early use of the word (in psychological usage) to 1968.
Occupational stress is a concern for both employees and employers because stressful job conditions are related to employees' emotional well-being, physical health, and job performance. [3] The World Health Organization and the International Labour Organization conducted a study. The results showed that exposure to long working hours, operates ...
As well as physical pressure, mental stress from the workplace can cause karoshi. [12] [13] People who die by suicide due to mental stress are called karōjisatsu (過労自殺). [12] The ILO also lists some causes of overwork or occupational stress that include the following: All-night, late-night or holiday work, both long and excessive hours.
Salanova, Agut and Peiró (2005) found a positive relationship between organization resources, work engagement and performance among employees, working in Spanish restaurants and hotels. [42] There are several possible reasons why engaged employees show higher performance than non-engaged employees: [43] They often experience positive emotions;
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Training employees in ways to manage stress in the workplace is effective in preventing burnout. [165] One study suggests that social-cognitive processes such as commitment to work, self-efficacy, learned resourcefulness, and hope may insulate individuals from experiencing occupational burnout. [150]
Personal resources, such as status, social support, money, or shelter, may reduce or prevent an employee's emotional exhaustion. According to the Conservation of Resources theory (COR), people strive to obtain, retain and protect their personal resources, either instrumental (for example, money or shelter), social (such as social support or status), or psychological (for example, self-esteem ...
Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. [1] This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens.