Organizationally‐induced work stress. The role of employee bureaucratic orientation
| Date | 01 April 2005 |
| Published date | 01 April 2005 |
| Pages | 210-224 |
| DOI | https://doi.org/10.1108/00483480510579439 |
| Author | Deondra S. Conner,Scott C. Douglas |
| Subject Matter | HR & organizational behaviour |
Organizationally-induced work
stress
The role of employee bureaucratic orientation
Deondra S. Conner
Department of Management and Marketing, School of Business,
Alcorn State University, Lorman, Mississippi, USA, and
Scott C. Douglas
School of Management, Binghamton University, Binghamton, New York, USA
Abstract
Purpose – This paper offers a model that illustrates the relationship between organizational
structure, work stress and perceived strain based on the concept of bureaucratic orientation.
Design/methodology/approach – After a brief review of the stress and structure literatures, a
number of propositions are developed concerning organizationally-induced stressors that are fostered
by mechanistic or organic structures. Next, a model is presented illustrating the impact of members’
bureaucratic orientation on the organizationally induced stressor-strain relationship.
Findings – It is argued that highly-mechanized structures manifest different stressors for employees
from highly organic structures. The model also demonstrates how organizationally-induced stressors
such as role conflict and ambiguity mediate the relation between structure and strain. However, the
extent to which these stressors result in perceived strain is also dependent on employees’
predisposition toward dominance, autonomy, achievement, ambiguity and control. Based on the model
and propositions presented, conclusions and suggestions for future research are provided.
Practical implications – Noted implications include more flexible workplace rules for female
executives to eliminate stress associated with work-family conflict as well as improved effectiveness of
social support and person-organization fit based on individual bureaucratic orientation.
Originality/value – This paper uniquely advocates consideration of employee bureaucratic
orientation and organizational structure in relation to person-organization fit and work stress. The
propositions offered are of value to practitioners and researchers due to their implications for fostering
person-organization fit and reducing work stress.
Keywords Stress, Role conflict,Bureaucracy, Organizational structures, Working practices,
Business policy
Paper type Conceptual paper
Changes in the modern work environment brought on by technological advances,
organizational restructuring, and various redesign options can elevate levels of work
stress (Perrewe et al., 2000), and increased stress has led to a rise in the number of
employees who have considered leaving their jobs (Gunsauley, 2002). The
organizational literature (e.g., Bacharach et al., 2002; Dewe, 1992; Kahn and
Byosiere, 1993; Lazarus, 1993) recognizes that structure influences employee stress and
thus advocates for a more comprehensive and better understanding of organizational
structure’s role in the stress process. Despite this call, much of the literature focuses on
issues concerning how to design jobs with more (or less) autonomy (e.g. Karasek, 1979;
Westman, 1992; Xie and Johns, 1995) and control (Schaubroeck and Merritt, 1997)
The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at
www.emeraldinsight.com/researchregister www.emeraldinsight.com/0048-3486.htm
PR
34,2
210
Received February 2003
Revised September 2003
Accepted December 2004
Personnel Review
Vol. 34 No. 2, 2005
pp. 210-224
qEmerald Group Publishing Limited
0048-3486
DOI 10.1108/00483480510579439
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