Workplace Stress, Negative Emotions, and Organizational Resilience: A Critical Analysis of Antecedents, Consequences, and Interventions

Abstract

The paper will look at how negative emotions at workplaces (stress, anxiety, fear, and frustration) affect the outcome of individuals and organizations. The analysis is based on the transactional model of stress and appraisal of Lazarus and Folkman (1984), and the Conservation of Resources (COR) theory (Hobfoll, 1989) to understand the mechanisms by which organizational stressors cause negative emotional reactions that negatively affect cognitive performance, organizational citizenship behavior, and physical health. A systematic review of 12 empirical studies in the healthcare, manufacturing, finance, and education sectors shows that the three stressors that have the most harmful emotional effects are role ambiguity, interpersonal conflict, and job insecurity. Findings indicate that mindfulness-based programs can decrease burnout by a mean of 34 years, and job redesign based on the Job Demands-Resources (JD-R) framework can decrease turnover intention by 22 years. Results emphasize strategic significance of organizational resilience investments in the creation of adaptive workforces that can perform under pressure.

Keywords: workplace stress, negative emotions, organizational resilience, burnout, coping, mindfulness