A Critical Review of Workplace Stress: Causes, Theoretical Models and Strategic Management Approaches

Abstract

Workplace stress is a widespread concern in modern organizations, significantly affecting employee well-being, productivity, job satisfaction, and overall organizational performance. This paper explores the multifaceted nature of workplace stress by examining its causes, consequences, theoretical frameworks, and effective management strategies. The study synthesizes insights from established theories, including Cognitive-Behavioral Theory, Person-Environment Fit Theory, Equity Theory, Demand-Support-Control Theory, and the Emotional Overload Model, to analyze workplace stress dimensions. The Cognitive-Behavioral Theory explores how individual perceptions shape stress responses, while the Person-Environment Fit Theory examines stress as a result of misalignment between personal abilities and job demands. Equity Theory highlights the impact of perceived imbalances in effort and rewards, whereas the Demand-Support-Control Theory identifies excessive demands, limited autonomy, and inadequate support as key stressors. Additionally, the Emotional Overload Model emphasizes the role of excessive workloads and poor work-life balance in stress development. Research has found several causes of workplace stress, including excessive workloads, lack of recognition, toxic work environments, tight deadlines, and insufficient support systems. Effective strategies often integrate personal stress management techniques with systemic changes within the organization to create a supportive and balanced work environment. Future research could explore innovative approaches, such as virtual reality-based stress management, to enhance employee well-being, resilience, and overall organizational performance.