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The Role of Human Resource Practices in Reducing Occupational Stress and Strain

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International Journal of Stress Management

Abstract

The current study examined the occupational stress-strain relationship among a sample of 109 white-collar employees in Singapore. Participants completed a survey that assessed the presence of 8 human resource practices (job training, communication, job redesign, promotional opportunities, employee involvement, family-friendly policies, pay systems, and individual-focused stress interventions [SMIs]), 2 major stressors (role overload and responsibility), 2 types of strain (vocational and interpersonal), and organizational commitment. Results indicate that human resource (HR) practices did not reduce the sources of stress (role overload and responsibility) within the workplace. However, there was a direct negative relationship between HR practices and interpersonal strain. In particular, family-friendly practices, job training, and SMIs reduced interpersonal strain. An examination of vocational strain showed that it was negatively associated with SMIs and job training. In addition, organizational commitment mediated the relationship between HR practices and vocational strain. It was concluded that HR practices may be effective as part of a symptom-directed approach to stress intervention and that further replication of these results in both Asian and Western samples is required.

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Authors and Affiliations

  1. Department of Management, The University of Melbourne, Australia

    Claire Teo

  2. Department of Management, Faculty of Economics and Commerce, The University of Melbourne, Parkville, Victoria, 3101, Australia

    Lea Waters

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  1. Claire Teo
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Teo, C., Waters, L. The Role of Human Resource Practices in Reducing Occupational Stress and Strain. International Journal of Stress Management 9, 207–226 (2002). https://doi.org/10.1023/A:1015575910080

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