Stressors and Coping Strategies for Finance Executives: An Organizational and Individual Analysis

Industrial/ Organizational Psychology
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Introduction
Employee stress level increases illness, absenteeism which in turn decreases morale,
negatively impacting business productivity (Ganster & Rosen, 2013). Robert Half, 76% of
Singaporean CFOs expect the stress level of their finance staff to rise over the next three years.
Ms Ng, the Finance Manager of SS Pte Ltd, has asked to give a talk to its finance executives.
The talk would be outlining possible stressors (organizational and individual), faced by finance
executives, as well as possible coping strategies (organizational and individual) that finance
executives can employ to deal with stress. The scope of this analysis deals with the talk that will
be provided across to employees.
Analysis
High competitive business environment with prolonged working hours has been
associated with growing stress levels at workplace (Griffin, et.al., 2010). Stress has been
associated with negative impacts on an employee’s well-being and organization productivity as
well. While there remains plenty of factor that causes stress within the organization environment,
some can be categorized as job related factors, role related factors, interpersonal or group related
factors. Other factors include organizational structural factors, organizational leadership factors,
and organization life style factors along with individual stressors. Job related factors can include
characterizes of the job by itself that can cause anxiety or stress. In case of hazardous jobs or job
being too dull or boring, duties being strenuous, lacking job security or having too much of job
overload (Anitha, 2014). Role related factors can create stress in case there is a role conflict, role
ambiguity or role overload. In any of these cases an individual is expected to do too many things
that can add to stress or even burnout. Interpersonal and group related factors can be a source of
constant stress. In case of group conflict, unpleasant relationship, poor communications and fear
of being ostracized can lead to lack of social support from senior managers or colleagues leading
to stress. Organizational structural factors as rules and regulations, differentiation can lead to
organization stress. Organization’s leadership factors can also add to cultural characteristics
creating anxiety, tension and fear. Organization’s life cycle is an integral factor that can create
enormous amounts of stress. An organization at a mature state is bound to create lesser amounts
of stress compared to those at their declining stage (Avey, Luthans & Jensen, 2009).
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