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Section 1: Foundation of the Study
Stress in the workplace has been identified as a significant topic of interest in
academia and the business environment due to its impact on organizational performance
(Oruh & Dibia, 2020). Employee occupational stress is a global phenomenon with
implications for employees, organizations, and economies (Molek-Winiarska & Molek-
Kozakowska, 2020). Because of the implications of occupational stress on organizational
performance, further research is warranted.
Background of the Problem
Organizations lose a significant amount of money arising from the impact of
stress on employees, which could manifest in the form of decreased employee
performance capacity, reduced interest in work, reduced efficiency, and psychological
consequences (Sidhu et al., 2020). Employee occupational stress can be healthy;
however, if not properly managed, it can escalate from minor anxiety to chronic illness
(Darling & Whitty, 2020). Employee occupational stress worldwide costs businesses loss
of revenue due to its impact on employee performance (Ajayi et al., 2019).
Derivable benefits exist from organizational intervention in employee
occupational stress. Benefits include improved workforce health, increased productivity,
reduced inefficiencies, and increased encouragement of positive behaviors in the
workplace (Foy et al., 2019). Organizations owe their workforce a duty of care (Darling
& Whitty, 2020), and should manage employee occupational stress to improve workers’
performance to boost overall organizational efficiency. In addition, employee
performance can be improved by workplace stress management and intervention
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practices within the organization (Molek-Winiarska & Molek-Kozakowska, 2020). The
purpose of the study was to determine strategies that organizational managers adopted to
reduce employee occupational stress.
Problem Statement
Occupational stress can be costly to organizations in terms of employee
dissatisfaction, poor morale, diminished performance, reduced productivity, and damaged
organizational image (Jacobs, 2019). Estimates of occupational stress-related costs in
Hong Kong were between $614 million and $905.3 million per annum (Siu et al., 2020).
The general business problem is that some organizations suffer a decline in productivity
arising from the negative effects of occupational stress. The specific business problem is
that some organizational managers lack strategies to reduce employee occupational
stress.
Purpose Statement
The purpose of this qualitative multiple case study was to explore strategies
managers apply to reduce employee occupational stress. Specifically, the target
population for the study consisted of three managers from three different oil and gas
companies located in Nigeria who had developed strategies for reducing employee
occupational stress. The implication for positive social change includes the potential to
balance employees’ work and life, improving family time, and employees’ quality of life.
Additional implications include the potential to reduce the negative effect of employee
occupational stress on healthcare costs and reduce the incidence of emotional outbursts
that lead to vandalism, bullying, reduced social contact, and depression.
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Nature of the Study
The three primary research methods are quantitative, qualitative, and mixed
method (Zoellner & Harris, 2017). The quantitative research method is characterized by
reliance on statistical techniques to examine variables’ characteristics or relationships
(Yin, 2018). The quantitative research method was not chosen because quantitative
researchers test the relationship among variables, which was not the purpose of the study.
Researchers use the qualitative method to explore the phenomenon under study in greater
depth (Harrison et al., 2017). I used the qualitative research method to gain insights into a
phenomenon, which in the study, is the managerial strategies used to reduce employee
occupational stress. The mixed method, which is a quasi-simultaneous qualitative and
quantitative is not suitable for exploratory research rooted in constructivist epistemology
because using the mixed method requires both the quantitative and qualitative methods
(Wilkinson & Staley, 2019).
Some principal designs for conducting qualitative research studies are
ethnography, phenomenology, and case study (Castleberry & Nolen, 2018). Ethnography
is an approach for studying systems through prolonged engagement with one or more
groups to explore the groups’ cultures (Canevacci, 2017). My intention was not to
research cultural systems but to research strategies; therefore, ethnography was not a
preferred design. Phenomenological researchers explore personal meanings of
participants’ lived experiences to gain an in-depth understanding of the phenomenon
under study, which is a form of interpretivism (Korcuska & Flynn, 2018). My research
was not about exploring the personal meaning of participants’ lived experiences, but to
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study a phenomenon within its environment; therefore, phenomenology was not chosen.
Using a case study design allowed for data collection to thoroughly investigate a
contemporary phenomenon within its environment in a real-life context (Roberts et al.,
2019). Case study research comes from an interpretive paradigm and is the preferred
strategy when how, what, or why questions are being posed (Alsharari & Al-Shboul,
2019). I therefore chose a case study design to explore managerial strategies used to
reduce employee occupational stress in a real-life context. For the study, I used the
multiple case study design. Multiple case designs provide a more in-depth understanding
of the phenomenon under study from different sources, unlike the single case study,
which is less complex with a homogenous sample (Yin, 2018).
Research Question
What strategies do managers apply to reduce employee occupational stress?
Interview Questions
1. What are the current stress-reduction strategies you use in your organization?
2. How did your employees respond to those strategies and derivative practices?
3. How did you measure the effectiveness of your stress-reduction strategies?
4. What, if any, work–life balance initiatives did you implement to reduce
employee occupational stress?
5. What were the key barriers to implementing strategies to reduce employee
occupational stress?
6. How did you overcome the key barriers to implementing strategies to reduce
employee occupational stress?
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7. How, if at all, were the strategies to reduce employee occupational stress
communicated throughout the organizational ranks and among stakeholders?
8. What additional information would you like to add regarding strategies you
used to reduce employee occupational stress?
Conceptual Framework
The stress management intervention (SMI) theory was the conceptual framework
for the study. Giga et al. (2003) developed a comprehensive approach to stress prevention
and management using the SMI theory. This framework is a tool that organizations can
adopt to prevent and manage stress at various levels of the organization. Giga et al.
categorized workplace SMIs as occurring at an individual, individual/organizational, and
organizational level.
Giga et al. (2003) highlighted that the necessary first step before implementing a
worksite stress prevention program was to develop a culture where employers and
employees are all involved in the design and initiation of the intervention process. Both
the employers and employees should be willing to continually communicate, analyze, and
revise their plans and to learn from interventions that may or may not produce expected
results. However, individuals respond differently to organizational stress (Kabat-Farr et
al., 2018). Therefore, because of its relevance, I selected the SMI theory to explore the
workplace stress management strategies the participating organizations’ managers used to
reduce employee occupational stress.
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Operational Definitions
Coping strategies: Coping strategies are methods of coping with workplace stress
(Naoum et al., 2018).
Intervention: Interventions are programs or techniques that empower individuals
to manage stressors by developing individual coping abilities (Giga et al., 2003).
Stress: Stress is caused by physical and physiological demands on the human
body (Jacobs, 2019).
Stress management: Stress management is an organizational intervention to
manage workplace stress (Molek-Winiarska & Molek-Kozakowska, 2020).
Stressor: Stressors are factors such as work overload, labor exploitation, an
unconducive work environment, and work–life imbalance that cause employee stress
(Oruh & Dibia, 2020).
Work stress or occupational stress: Work or occupational stress is the inherent
stress associated with the work environment (Darling & Whitty, 2020).
Assumptions, Limitations, and Delimitations
Assumptions
Assumptions are factors that are not verifiable but provide input into the study
(Pyrczak & Bruce, 2017). I made several assumptions in conducting this research. The
first assumption was that respondents would answer truthfully and honestly. The second
assumption was that managers would be open and transparent while addressing issues
around stressed employees in the organization, especially about revealing sensitive
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information about employees. The third assumption was that stressed employees would
truthfully report stress-related issues to managers in the organization.
Limitations
Limitations are potential weaknesses in the study, which are out of the
researcher’s control (Shin et al., 2016). One limitation of the study was the small sample
size of three managers from three oil and gas companies located in the Niger Delta Area
of Nigeria. Purposeful sampling, which I used in this research, leads to the limitation of
weakened generalizability. Another limitation was the issue of religion and cultural
sensitivity, which might have influenced some participants to be less willing to reveal
sensitive, stress-related health information about themselves.
Delimitations
Delimitations are factors that limit the scope and define the threshold of the study
(Qiu & Gullett, 2017). The study involved three managers, one each from three oil and
gas companies located in the Niger Delta Area of Nigeria. The study’s first delimitation
was the use of a multiple case study design and limiting the interview responses to three
managers from three oil and gas companies located in the Niger Delta Area of Nigeria.
The second delimitation of the study was the use of managers as opposed to other
employees in the industry who may know about the topic. Also, the study did not include
participants living outside the Niger Delta Area of Nigeria. However, the study’s findings
might provide valuable managerial insights to managers in other industrial sectors aside
from oil and gas.
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Significance of the Study
Contribution to Business Practice
Workplace stress has negative effects on organizations, as it leads to work
absences, performance decline, poor wellbeing in employees, and burnout (Johnson et al.,
2018), which manifests as employee inefficiency and reduced organizational performance
(Darling & Whitty, 2020). Having an organizational strategy to manage stressed
employees is critical to improving the performance of organizations (Molek-Winiarska &
Molek-Kozakowska, 2020). The goal of the study was to reduce employee occupational
stress, which has the potential to motivate employees and reduce work absenteeism that
will add value to the business and improve organizational efficiency. The findings from
the research study could be of significant value to managers in oil and gas companies to
manage employee occupational stress and to improve their job performance. The study
findings could contribute to the effective practice of business improvement through
workplace interventions for handling employee occupational stress, thereby improving
employee performance, job satisfaction, and improving organizational profitability.
Completion of the study identified potential strategies for organizations to reduce
employee occupational stress to enhance employees’ productivity and organizational
profitability.
Implications for Social Change
Organizations owe their workforce the duty of care (Darling & Whitty, 2020) and
should protect the workforce from work overload, work–life imbalance, and burnout
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(Oruh & Dibia, 2020). The results from this research study may be used to assist
managers in reducing employee occupational stress in organizations.
Identifying strategies for managing employee occupational stress may lead to
improved wellbeing and positive performance of employees (Sidhu et al., 2020).
Managers in the oil and gas industry could use the findings of the study to reduce
employee occupational stress and improve the performance of employees. Improved
organizational performance could increase organizational efficiency, productivity, and
revenue. Increased revenue translates into an increased tax base for local communities,
which could be used to develop parks and social programs for benefiting citizens.
A Review of the Professional and Academic Literature
The purpose of this qualitative multiple case study was to explore strategies
managers applied to reduce employee occupational stress. The review of literature for
this study included the documentation of relevant theories on occupational stress, stress
prevention, and stress reduction practices. A literature review helps researchers to
understand the issue being explored (Amini et al., 2020). This literature review consists
of two parts. The first is the discussion and critical analysis of the conceptual framework,
the SMI framework (Giga et al., 2003), and supporting and contrasting theories, which
include the transactional theory of stress and coping (Lazarus & Folkman, 1984) and the
transformational leadership theory (Burns, 1978). The second part of the literature review
consists of a discussion and analysis of the concept of employee occupational stress,
stress perception in organizations, management of workplace stress, organizational
commitment to stress management, and the impact of managers on employee
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occupational stress, and the oil and gas industry. The review ends with a summary in
which I discuss the impacts of managers on employee occupational stress.
The review of the professional and academic literature commenced with
analyzing peer-reviewed studies that address occupational stress, organizational
intervention, and employee coping strategies. I searched peer-reviewed journal articles
using Google Scholar and several databases, including Business Source, Emerald,
ProQuest, SAGE Open, and Science Direct in the Walden University library databases. I
made use of UlrichsWeb to verify peer-reviewed journals. I limited the search to journal
articles published within 2018–2022 to comply with Walden’s recommendation for
currency (Walden University, 2022). The study consists of 135 references, made up of
129 peer-reviewed articles representing 96% of the total. The total number of references
in the study published within the 2018–2022 period is 111, which is 82% of the total
number. The literature review contains 102 references; 91 are peer-reviewed and have a
publication date between 2018 and 2022, representing 89% of the total.
The keywords and phrases I used to search for journal articles include employee
occupational stress, leadership influence on stress management, organizational
intervention to employee stress, stress and motivation, stress coping strategies,
consequences of stress, stress reduction strategies, stress and leadership style, trends in
oil and gas industry, manifestation of stress, financial cost of occupational stress,
corporate communication strategies, corporate social responsibility initiatives,
transformational leadership, and work–life balance.
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The SMI Framework
The conceptual framework for this study was Giga et al.’s (2003) SMI
framework. The SMI framework is robust as it incorporates both workplace stress
prevention and stress management strategies (Vanhove et al., 2016). Improved
organizational performance is derived from the implementation of the SMI framework as
the framework allows managers to identify workplace stressors, evaluates the stressors,
and implements organization-specific intervention programs that incorporate every
member of the organization (Giga et al., 2003). Stress prevention and management
programs should be developed and adapted to the specific needs of the organization
rather than developing generic solutions that may prove ineffective. SMI intervention
strategies focus on stress management by evaluating employees as well as the interaction
between the employees and the job tasks they perform (Giga et al., 2003). SMI
encompasses stress reduction strategies, employee resilience building, and cognitive and
coping strategies in stress management (Macik-Frey et al., 2007; Rahman & Cachia,
2021; Vanhove et al., 2016). To comprehensively manage workplace stress, managers
implementing SMI in the organization do not evaluate stress as only occurring at an
individual level but also as the interaction between employees and their job tasks (Giga et
al., 2003).
Managers applying SMI identify and solve organizational problems at various
intervention opportunities. Using the SMI framework, managers categorize workplace
stress as occurring at three levels: individual, individual/organizational, and
organizational (Giga et al., 2003). Individual intervention to stress management provides
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employees with the skills, tools, and resources to carry out their job tasks and cope with
the associated stress and pressure and can take the form of managers encouraging
employees to partake in work–life balance initiatives, implementing proper time
management, and putting employee assistance programs in place (Giga et al., 2003).
Individual/organizational interventions manage stress-related issues between individuals,
and their job tasks and can be implemented using coworker support groups, person–
environment fit alignment, and granting autonomy to employees to innovate and
creatively carry out their job tasks (Giga et al., 2003). Organizational interventions are
the standard practices and policies organizations put in place to manage workplace stress.
Some examples of organizational interventions are employee selection and placement,
job selection and redesign, and effective corporate communication strategy (Giga et al.,
2003). However, the necessary first step before implementing a worksite stress
prevention program is to develop a culture where employers and employees are involved
in the design and initiation of the intervention process (Giga et al., 2003). Employers and
employees are advised to be willing to continually communicate, analyze, and revise their
plans and to learn from interventions that may or may not produce expected results (Giga
et al., 2003).
Employees perform better when managers make them feel informed and take part
in decision-making. Managers implementing SMI empower employees through regular
communication and involving employees in decision-making in an environment of
support and collaboration. Empowering employees can lead to increased job commitment
and motivation (Rinfret et al., 2020). SMI reinforces the importance of communication
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because the timely dissemination of information reduces ambiguity and motivates
employees to implement strategic planning initiatives in alignment with organizational
goals (Giga et al., 2003). Employing SMI in isolation may lead to an unethical workplace
situation that can result in workplace toxicity (Flaxman & Bond, 2010). SMI consists of
regular risk evaluation and adapting the interventions to manage specific organizational
issues leading to a work environment of continuous improvement (Datta & Hurlbert,
2019). SMI holistically incorporates every member of the organization, which fosters
workforce cooperation and collaboration that will benefit the organization.
Managers are enjoined to understand organizational SMI that can improve the
performance of employees. Organizational interventions that modify the stressors or
reduce their impact on employees have been found to be effective (Rumbold et al., 2018).
Giga et al. (2003) analyzed 74 international studies published between 1990 and 2001 for
evidence of effective practice of SMI and found that interventions practices in
organizations vary in terms of objective, structure, and target groups and that proper
methodical research is rare. Most organizations focus on individual stress management
programs that empower employees by developing their coping skills without addressing
procedures for reducing environmental stressors (Giga et al., 2003). This finding led to
the development of the SMI to comprehensively manage workplace stress intervention.
Many researchers have used the SMI framework to examine organizational
interventions to stress management. Rumbold et al. (2018) used the SMI framework to
analyze organizational SMIs in sports and found a wide range of organizational stressors,
coping behaviors, and outcomes for sports performers. The application of stress audits
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can lead to the optimization and improvement of the performance of sports performers
(Rumbold et al., 2018). In addition, Kabat-Farr et al. (2018) applied the SMI in their
research on managing incivility, anger, guilt, and the role of organizational commitment
and reported improved organizational performance from the development of SMIs, such
as relaxation and coworker support groups to manage employee negative behaviors and
emotions.
Managers can promote a healthy workplace through the implementation of
workplace stress interventions. Huettermann and Bruch (2019) investigated the
relationship between health-related human resource management, employees’ collective
well-being, and organizational performance using the SMI framework and found that
organizations that implement workplace interventions create a psychologically healthy
workplace. Huettermann and Bruch emphasized the importance of organizational
leadership in improving employees’ commitment and wellbeing. Managers are advised to
implement transformational leadership as it promotes a work environment of support,
improved employees’ positive stress mindset, and well-being.
Effective deployment of SMI can improve the effectiveness of the intervention
outcome. Caponecchia et al. (2020) investigated the taxonomy of workplace bullying
using the SMI framework and emphasized the application of the right workplace
intervention from a suite of organizational interventions to improve the efficacy and
effectiveness of the intervention deployed. From these interventions, Caponecchia et al.
commented on the effectiveness of SMI as providing direction for managers to enhance
organizational effectiveness. Caponecchia et al. advised managers to adapt the
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intervention type and timing for effective outcomes and improved workforce
performance. Managers can test and refine the taxonomy of workplace bullying by
applying different intervention programs and choosing the most appropriate
organizational intervention.
A comprehensive understanding of the psychosocial factors by managers can lead
to the implementation of more effective SMIs. For example, Pignata et al. (2018)
investigated the human resources and occupational health and safety stress interventions
using the SMI framework. Pignata et al. found that a combination of individual and
organizational intervention strategies is ideal and can lead to enhanced understanding of
psychosocial factors and improved effectiveness in stress management. Smith et al.
(2020) evaluated the impact of a wearable-based SMI on the improvement of mental
health outcomes and found improved mitigation of negative aspects of stress. Smith et al.
advised organizations to readily adopt incorporating wearables as an organizational
intervention to stress management. Managers applying SMI across the different levels in
the organization achieve better collaboration and improved results.
Managers implementing SMI and engaging with the rest of the organization
improve employee performance. Karanika-Murray et al. (2018) investigated leadership
engagement by drawing from the experiences of the intervention team using the SMI
framework and reported better leader engagement and improved workforce performance.
Organizational commitment to stress management can lead to professionalism and more
committed employees delivering superior results. To preserve an organization’s
competitive edge, managers can proactively anticipate future developments (van Dorsser
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& Taneja, 2020). Business uncertainties can be in the form of competitors or new
products.
Managers providing support to their employees in accordance with the
recommendation of SMI encounter less workplace stress. Organizations benefit from an
environment of support and collaboration (Amor et al., 2020). Employees thrive when
they receive the right support, steer, and guidance from their supervisors and managers.
Employees enjoy high esteem value and are committed to their jobs. During periods of
crisis, managers can maintain their relationship with followers by using the attachment
theory to remotely support employees when physical proximity is not feasible (Hinojosa
et al., 2020). Managers are advised to explore strategies to continuously support
employees as a means of reducing employee occupational stress and improving employee
self-esteem values.
Managers can put strategies in place to support work–life initiatives in the
organization in alignment with SMI. Giga et al. (2003) advised organizations to
implement work–life balance initiatives to reduce employee occupational stress.
Employees must strive to balance their work and nonwork roles to be more efficient
(Aruldoss et al., 2021). Management support plays a vital role in managing employees’
stress and emotions (Jacobs, 2019). Managers are enjoined to explore strategies for
employees to strike a healthy work–life balance while providing guidance and support to
employees to improve their performance and boost organizational profitability.
Managers can improve the effectiveness of resilience-building programs in the
workplace for improved employee performance. Vanhove et al. (2016) conducted a study
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using SMI to test the effectiveness of resilience-building programs and found that
resilience-building programs have become a primary means of stress prevention within
organizations and that they improve the health and performance of employees. The
proactive deployment of workplace resilience-building using SMI may lead to improved
health and performance of employees and job satisfaction. Employee occupational stress
reduces job satisfaction (Dartey-Baah et al., 2020). The lack of job satisfaction can
negatively affect organizational productivity, as employee occupational stress leads to a
decline in employee productivity, loss of organizational value from employee absences
due to stress-related illnesses, and the financial exposure of organizations in treating
stress-related illnesses in employees (Ajayi et al., 2019; Akhtar Malik & Björkqvist,
2021; Altindag, 2020). To achieve organizational effectiveness, managers must be aware
of the importance of quality of work life and work–life balance (Aruldoss et al., 2021).
Managers can explore the use of computer-based formats and technology to improve
employee resilience through computer-based training focused on improving employee
psychosocial health (Vanhove et al., 2016). Supervisors should explore strategies focused
on boosting employee resilience as a means of improving their performance, health, and
wellness.
The effective implementation of SMI by managers in the workplace can lead to
improvement and advances in workforce occupational health. Macik-Frey et al. (2007)
conducted a study using the SMI framework and found improvement and advances in the
occupational health of the workforce arising from a growing positive paradigm shift in
individuals. Organizations practicing this positive paradigm shift transform occupational
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health issues, such as absenteeism, burnout, strain, and despair into purpose, thriving,
vigor, hope, and optimism (Macik-Frey et al., 2007). The workplace stressors that
negatively affect employees’ health and wellbeing can be modified into manageable
stressors by employees through attitude change, overcoming deficiencies and illness, and
becoming actualized people (Macik-Frey et al., 2007). In the workplace, employees are
subjected to stress, which affects their health, reduces their work efficiency and
performance, and can lead to increased accidents (Yousaf et al., 2020). Workplace
stressors have negative effects on employees if not well managed. Managers with the
knowledge of the positive paradigm shift will be structurally empowered to address the
health of their workers from a more holistic paradigm, providing increased support,
opportunities for autonomy, goals that are more challenging and meaningful, and social
support (Macik-Frey et al., 2007). Employees feeling in control of the workplace
stressors manage occupational stress better.
The implementation of SMI by managers in organizations can lead to moderated
effects in stress management. Flaxman and Bond (2010) conducted a study on worksite
stress management using SMI and reported improved wellbeing of initially distressed
workers and the delivery of clinically meaningful mental health benefits to distressed
workers. Varying degrees of stress can be found within an organization, which can result
in distress in employees. Women and junior employees experienced more occupational
stress in the workplace (Maulik, 2017). Junior employees experience more stress due to a
lack of understanding of tasks, how to carry out the tasks, and unwillingness to ask for
support. Women also face potential discriminatory practices and harassment (Maulik,
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2017). To forestall against women and junior employees facing excessive stress,
managers can provide the tools, stress management training, and resources for employees
to perform their tasks, while also providing an environment of support and collaboration
(Archer-Brown & Kietzmann, 2018). Managers should pay attention to women and
junior employees and ensure fairness and transparency in managing the organization (Li
et al., 2019; Maulik, 2017). In an organization that is safe and perceived to be fair,
employees will be able to seek support and speak out if they are facing harassment or
discrimination (Maulik, 2017). Managers are encouraged to take cognizance of
harassment and discrimination and intervene to ensure a safe workplace for all
employees.
The use of relaxation spots in organizations as recommended by SMI can reduce
employee occupational stress. An organizational strategy of managing employee
occupational stress is the introduction of relaxation and support from coworkers to reduce
the negative impacts of employee occupational stress (Giga et al., 2003). Organizations
can also implement work–life balance initiatives to reduce employee stress (Chaudhuri et
al., 2020). The use of relaxation spots enables individuals to take control of their
emotional behaviors and to apply appropriate coping strategies (Giga et al., 2003).
Managers can explore the use of relaxation spots and work–life balance initiatives to
reduce employee occupational stress while improving organizational performance and
profitability (Giga et al., 2003). This workplace intervention can only be achieved
through leadership commitment to SMI strategies by providing the enabling environment
and the proper tools for employees to deliver on their job performance.
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Workplace spirituality can be implemented by managers to reduce employee
occupational stress. Pattanawit and Charoensukmongkol (2022) conducted a study on the
benefits of workplace spirituality on employee work outcomes and reported a high level
of person-job fit and improved employee performance. Singh et al. (2022) emphasized
the impact of employee spirituality and karma orientation in improving employee
motivation, enhancing their wellbeing, and reducing burnout. Employees who perform
their job tasks selflessly experience reduced emotional exhaustion and depersonalization
(Singh et al., 2022). Managers are enjoined to design employee development programs to
help employees overcome personal distress as a means of managing employee
occupational stress.
Quality work–life balance can lead to alleviation of employee anxiety and
improved employee performance. Soroya et al. (2022) conducted a study to investigate
the relationship between employee performance and the quality of work–life balance and
found that quality work–life balance has a significant impact on the job performance of
employees. Wang et al. (2022) highlighted information overload as a cause of workplace
stress and anxiety in employees. Managers are advised to incorporate work–life balance
initiatives for employees while managing the dissemination of information to avoid
employee information overload. This has the potential to mitigate workplace stress and
improve employees’ performance.
Related and Contrasting Theories to SMI
SMI was the conceptual framework for this study. I considered two alternative
theories to provide further context for my conceptual framework: Lazarus and Folkman’s
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(1984) transactional theory of stress and coping and Burns’ (1978) transformational
leadership theory. In this section, I examine the two theories and their effect on managing
employee occupational stress.
Transactional Theory of Stress and Coping
According to the transactional theory of stress and coping, stress is conceptualized
as a relationship between the individual and the environment (Lazarus & Folkman, 1984).
The theory posits that a mismatch between an individual and the environment results in
stress (Lazarus & Folkman, 1984). Stress occurs because of an imbalance between
perceived external or internal demands and the perceived personal and social resources to
manage them (Lazarus & Folkman, 1984). The imbalance between an individual and the
environment can be caused by work overload without adequate organizational support
(Saadeh & Suifan, 2020). The demands an employee perceives and the resources they
possess to perform the job demands may lead to employee occupational stress.
For stress to occur in individuals, there must be some prior cognitive evaluation.
The implementation of the transactional theory of stress and coping proposes an ongoing
cognitive stress appraisal consisting of three evaluations that take place before stress
occurs (Lazarus & Folkman, 1984). The first evaluation is the primary appraisal of the
stressor in which an individual assesses the degree of threat concerning their wellbeing
(Lazarus & Folkman, 1984). Next is the secondary appraisal of the stressor, which
considers the availability and effectiveness of the coping strategies (Lazarus & Folkman,
1984). The third evaluation consists of the selection and deployment of the coping
strategy to manage the stress (Lerman et al., 2020). The accurate evaluation of stress
22
events produces efficient coping strategies that allow employees to adapt effectively to
contingencies (Jacobs, 2019; Lerman et al., 2020). Managers are advised to deploy the
right stress evaluation method to develop efficient and effective stress management
strategies in the organization. These actions may lead to improved stress evaluation and
diagnosis with the potential for proper stress management leading to improved employee
wellbeing and performance.
Employees develop different reactions and coping strategies to occupational
stress. Stressed employees develop coping strategies by avoiding ineffective leaders
causing them stress, withdrawal, and work absenteeism (Jacobs, 2019). Individuals
display two coping strategies when they encounter stress: problem-based and emotion-
based response. Individuals demonstrating a problem-based approach modify the sources
of the stress while emotion-based coping strategy involves the individual controlling their
emotions when undergoing the stress (Lazarus & Folkman, 1984). Majority of stressed
individuals display irrational behaviors such as emotional outbursts, bullying, and
vandalism, which are losses to the individuals, organizations, and the society. These
irrational behaviors are disruptive; therefore, interventions have value and promote
wellbeing (Horan et al., 2018). Managers are enjoined to build the stress coping
capabilities of employees to avoid the negative consequences of stress on individuals,
organizations, and the society.
Bullying is a common occurrence in most organizations but treatable with
interventions. Many employees have reported either being bullied or experiencing
another employee being bullied. Junior workers and women face discriminatory actions
23
in the workplace (Maulik, 2017). Studies have shown that bullying is one of the many
stress reactions that can be addressed with an intervention (Caponecchia et al., 2020;
Maulik, 2017). Mediation is an appropriate technique for handling bullying in the
workplace (Lempp et al., 2020). Managing bullying in the workplace can lead to
improved job satisfaction and engagement for employees.
The implementation of the Lazarus and Folkman’s (1984) transactional theory of
stress and coping maps employee occupational stress to the environmental stressors
without fully considering organizational interventions to reduce the employee
occupational stress. This is an identified area where the SMI is more robust than the
transactional theory of stress and coping. In contrast to this theory, SMI incorporates
consideration of employee resilience-building, cognitive reappraisal, and employee
coping strategies (Rahman & Cachia, 2021; Vanhove et al., 2016). With this in view,
SMI appears to be a more fully developed and comprehensive framework for
understanding occupational stress and recourse for managers.
Transformational Leadership Theory
According to Burns’ (1978) transformational leadership theory, transformational
leaders motivate their followers to perform at higher levels of morality and motivation.
Transformational leaders build a connection with their followers by motivating them and
increasing their morality (Schuckert et al., 2018). Transformational leaders display four
qualities: (a) act as ideal role models to the followers, (b) inspire and motivate followers
to perform their tasks, (c) demonstrate genuine concerns for their followers, and (d)
challenge and stimulate their followers to be more innovative (Rinfret et al., 2020).
24
Transformational leadership helps to improve employee performance and motivate them
to a higher level of performance and morals (Burns, 1978). However, such motivated
employees may face burnout if they are not provided with the right support (Ree & Wiig,
2020). Managers are advised to apply the right leadership style while fostering a work
environment of support and collaboration for improved employee performance.
Transformational leaders improve the performance of employees, which translates
into improved organizational efficiency. Transformational leaders improve organizational
performance by inspiring, motivating, and empowering employees (Carleton et al., 2018).
Transformational leaders also improve workplace safety cultures and work engagements
(Ree & Wiig, 2020). In addition, transformational leadership plays a significant role in
building competitive advantages in organizations through building the competence of
employees (Rizvi & Garg, 2020). Furthermore, transformational leadership is also linked
to improved organizational performance, as transformational leaders can motivate
employees to take responsibility for the organization’s performance (Rizvi & Garg,
2020). Organizations with transformational leadership have motivated employees
working towards a common goal and shared vision, which corroborates Bass and
Riggio’s (2006) understanding that transformational leaders act as role models in charge
of communicating organizational visions and developing employee capabilities to deliver
improved results. Transformational leaders engender a learning workplace environment
through inspiring, stimulating, supporting, and recognizing followers (Bass & Riggio,
2006).
25
There is a relationship between leadership style and employee occupational stress.
Leaders providing support to employees reduce the likelihood of employee burnout
(Masoom, 2021; Tafvelin et al., 2019). Transformational leadership is time-consuming
and requires emotional involvement from the leaders and the followers, which puts a
strain and extra demands on employees thereby increasing employee occupational stress.
The job demand resources (JDR) model shows that employees encounter a series of job
demands and resources, which can either contribute to or detract from their employee
occupational stress (Bakker et al., 2003). Leadership style has an impact on employee
occupational stress. An ineffective leader can be a source of stress to employees in the
organization (Jacobs, 2019). Managers are advised to adapt their leadership style to
changing situations in the workplace while providing support to employees in their task
delivery.
Workplace stress can be caused by the interaction between an employee and the
job task. Employee occupational stress is caused by a combination of high job demands
and low resources (Karasek, 1985). Job resources include performance feedback,
rewards, career opportunities, job security supervisor and colleague support, and strategic
planning (Bakker et al., 2003). Job demands are those aspects of the job that require
sustained physical and mental effort and are related to certain physiological and
psychological costs (Bakker et al., 2003). Job demands include workloads, emotional
demands, and workflow (Bakker et al., 2003). Job resources are the tools and resources
required by employees to carry out their work goals (Amor et al., 2020). The work
environment has inherent sources of stress (Darling & Whitty, 2020), and managers are
26
advised to recognize the sources of workplace stress and ensure to balance workplace
stressors to obtain optimal employee performance. Evaluation of the JDR model proposes
that burnout will occur if the job demands exceed the resources available (Bakker et al.,
2003). Managers are enjoined to explore organizational strategies to reduce the negative
impacts of employee job demands on their performance.
Although transformational leadership can lead to improved employee
performance, it can also increase occupational stress in employees and managers.
Transformational leadership style involves interpersonal contact between the leader and
the followers, which can lead to increased employee occupational stress (Parveen &
Adeinat, 2019). Interpersonal contact can be stressful as it involves emotional labor and
the effective management of feelings and expressions to meet employee work demands
(Johnson et al., 2018). Transformational leaders challenge employees to be more creative
at work, which may increase employees’ job-related stress.
Emotional intelligence may also influence manager-employee relationships. In a
correlational study between transformational leadership and emotional intelligence,
Rinfret et al. (2020) found that managers with high emotional intelligence adopted the
transformational leadership style in leading organizations. Managers’ application of
emotional intelligence equips employees with the needed resources and competencies to
manage employee occupational stress (Dartey-Baah et al., 2020). In organizations where
managers consider employee wellbeing and health, the employees are committed and
deliver superior results (Rinfret et al., 2020). The application of emotional intelligence by
27
managers can enhance a work environment of support and collaboration, leading to
reduced employee occupational stress and improved employee performance.
Concept of Employee Occupational Stress
The increasing awareness of workplace stress is becoming a serious
organizational issue as it affects the health and wellbeing of employees while reducing
their workplace performance. Employee occupational stress is a global phenomenon that
affects individuals, organizations, and society (Jugdev et al., 2018; Molek-Winiarska &
Molek-Kozakowska, 2020). Organizations strive for optimal productivity and
sustainability. The drive for organizational productivity leads to workplace stressors,
which eventually culminates into stress in employees (Oruh & Dibia, 2020). Employee
occupational stress directly affects individual performance (Altindag, 2020), and has
consequences on the health of individuals, which affects work performance (Jugdev et
al., 2018). The workplace environment has inherent stressors, which can lead to
employee occupational stress arising from excessive workload, role conflict, lack of job
elevation and promotion, and unsatisfactory working conditions (Sidhu et al., 2020).
Employee occupational stress is becoming a major challenge for organizations and has
potentially negative effects on employees as it affects their health and wellbeing and
leads to a decline in productivity (Ajayi et al., 2019).
Work-related stress has been recognized as a major occupational health issue.
Stress occurs when a person conceives that an external threat is beyond their capability to
manage the threat (Lazarus & Folkman, 1984). The fast-paced nature of work and
competitiveness can be sources of employee occupational stress (Naoum et al., 2018).
28
Workplace stress can also be caused when the individual is overloaded or bullied in the
workplace (Oruh & Dibia, 2020). Workplaces have natural and unique stressors that
contribute to environmental and employee occupational stress (Darling & Whitty, 2020).
Workplace stress occurs when there is a mismatch between employees’ job demands and
their ability to work on the said demands (Jugdev et al., 2018). Workplace stressors
define the source of potential stress, which can affect the health and wellbeing of
employees (Oruh & Dibia, 2020). Both internal and external factors in the workplace
environment produce stress triggers in employees, which can lead to employee
occupational stress. Understanding the work environment can lead to strategies to reduce
employee occupational stress and improve organizational performance.
Physical and psychological stimuli in the work environment can cause employee
occupational stress. Job demands require physical and psychological effort and emotional
resources (Ravalier et al., 2019). Stress occurs when an employee does not have the
required job resources and support to meet the job demands and work goals (Amor et al.,
2020). These unmet physical and psychological demands become stressors to the
individual (Park & Jang, 2017). Empowering the individual with the required job
resources is critical to improving the individual’s work engagement and reducing the
initial physical and psychological demands (Amor et al., 2020). To reduce such identified
stress, management support that stimulates employee personal efficacy and development
is required (Park & Jang, 2017). Stress occurs when an employee does not have the
required job resources to execute a job task. For employees to perform, they should be
29
given the right tools and resources and they should be supported in the discharge of their
duties.
When employees are overloaded with tasks without the required resources to do
the job, it results in employee occupational stress. Employee occupational stress is caused
by a combination of high job demands and low resources (Karasek, 1985). Employees
should be structurally empowered with job guidelines and standard practices on how to
carry out work tasks (Giga et al., 2003). Managers in organizations are enjoined to
balance employee workload and to effectively delegate tasks to capable employees as a
means of managing employee overload for improved workforce performance.
Workplace stress can be caused by other factors. Other causes of workplace stress
in organizations are role and interpersonal conflicts and job ambiguity (Naoum et al.,
2018; Park & Jang, 2017). Role conflicts and job ambiguity are stressors because they
emotionally drain employees in the search for ways to carry out the tasks and eventually
lead to a decline in performance (Naoum et al., 2018). To reduce role conflicts, managers
should empower their employees and grant them autonomy (Giga et al., 2003; Park &
Jang, 2017). Managers are advised to provide clarification on employees’ roles in the
organization and ensure their job tasks are clearly defined to reduce ambiguity.
Employee occupational stress can lead to mental stress that affects both the health
and performance of employees. Workplace stress can cause physical, mental, and
emotional stress in employees (Foy, et al., 2019; Srivastava et al., 2018), which results in
ill health and a decline in the performance of employees because of employee burnout
leading to work absences and decreased productivity (Mendy, 2020). Employees’ mental
30
health is one of the biggest issues in Japan and other developed nations (Tsutsumi et al.,
2020). There is a link between chronic employee occupational stress and mental health
issues, which is detrimental to organizational performance (Ajayi et al., 2019).
Employees having mental breakdowns suffer productivity loss and incur cost of treatment
for the organization. There is the stigma of mental health, which makes it difficult for
employees to divulge such information to their supervisors (Nwaogu et al., 2019). Due to
non-disclosure of mental health issues, affected employees function sub-optimally, which
negatively affects employee performance.
High-performing organizations aspire to proactively diagnose and intervene in
employee occupational stress. Many organizations invest in measures to reduce health
expenses and improve productivity (Smith et al., 2020). Effective organizational
intervention lowers job stress and burnout and improves the performance of employees
(Akhtar Malik & Björkqvist, 2021) while also enhancing employees’ work culture of
support, work engagement, job performance, and job satisfaction (Bayona et al., 2020).
Employees strive to perform efficiently in an environment of support and collaboration to
deliver superior results (Amor et al., 2020). Organizations are to promote a work
environment of support and shared vision to improve employees’ sense of worth and
appreciation (Masoom, 2021), which leads to job satisfaction and improved results
delivery. However, the proactive intervention of employee occupational stress has a cost
implication on organizations. Hence, managers are advised to analyze the cost of
providing interventions and improving the health and wellbeing of employees. Managers
31
in world-class organizations have implemented cost-effective organizational intervention
to stress management in attempts to better their workplace environments.
Organizations that have workplace interventions perform better. The integration
of organizational intervention strategies produces innovation capabilities (Huang et al.,
2021). Workplace interventions motivate staff and promote their wellbeing (Horan et al.,
2018). These approaches have the added advantage of reducing employee occupational
stress, promoting wellbeing while improving employee performance and organizational
profitability. Managers can drive organizational innovation through the application of
both formal and informal means (Fagerlin & Lövstål, 2020). Managers are advised to
ensure such innovation initiatives do not have adverse effects on the health and wellbeing
of employees, as employees play a fundamental role in organizational performance
(Schuckert et al., 2018). Organizational innovation enhances the competitive edge of
organizations and helps them to remain sustainable (Archer-Brown & Kietzmann, 2018).
Organizations are advised to innovate to remain competitive in today’s global world of
declining profits, instability, and intense competition.
Manifestation of Occupational Stress
Employee occupational stress can manifest into illness in employees, which leads
to absenteeism; employees not meeting deadlines; incomplete project delivery; and
employee strain leading to emotional outbursts, burnout, and depression (Ajayi et al.,
2019; Jugdev et al., 2018; Maulik, 2017). Moderate or chronic exposure to environmental
stressors can lead to psychiatric illnesses such as anxiety, depression, and psychological
disorders (Akhtar Malik & Björkqvist, 2021; Saadeh & Suifan, 2020; Srivastava et al.,
32
2018). Employees subjected to chronic workplace stress can suffer depression and mental
health issues. Stress is associated with increased feelings of mental and emotional distress
that may lead to anxiety, moodiness, and depression in the short term, while chronic
stress can lead to mental breakdown, depression, organ failure, and cardiovascular
diseases in the long term (Martin et al., 2018; Maulik, 2017). The overall effects of
employee occupational stress can negatively affect employees’ health and wellbeing,
which may translate into employee illnesses and a decline in work performance.
It is important to implement workplace SMI to manage employee stress while
improving their wellbeing and enhancing their job performance (Leduc et al., 2021) as
EOS has negative consequences on individuals, organization, and society. Organizations
that put strategies in place to manage employee occupational stress may have a healthier
workforce that is committed to the organization, motivated, and will deliver high-quality
performance (Rinfret et al., 2020). Stress has consequences on organizational
performance as it leads to work absences and a decline in organizational productivity.
Employee occupational stress manifest in organizations in the form of low productivity,
high employee turnover, wasted investment in employee training, and increased
operations costs due to training replacements for sick leave (Foy et al., 2019). Employee
occupational stress can incur a significant emotional cost to employee health and
wellbeing and a substantial economic cost to organizational performance (Johnson et al.,
2018; Sidhu et al., 2020). Stress has negative consequences on society. Negative
examples of employee occupational stress on society are bullying, harassment,
aggression, and violence (Foy et al., 2019). Other negative consequences of stress are
33
emotional outbursts that lead to vandalism, reduced social contact, the risk of suicide, and
significant healthcare costs treating stress-related illnesses (Foy et al., 2019; Johnson et
al., 2018; Sidhu et al., 2020). Employee occupational stress takes a toll on society, as it
can lead to a dysfunctional society. If employee occupational stress is properly managed,
the amount spent on healthcare costs can be channeled into building parks and other
social programs. Reducing employee occupational stress has positive consequences for
the organization, as it can lead to reduced employee absenteeism and improved employee
and organizational productivity.
Employee occupational stress can lead to burnout. Workplace burnout is an
extreme stress situation that causes a crisis in the connections people establish with work
(Jugdev et al., 2018). Burnout can also be a consequence of chronic mental strain (Bakker
et al., 2003). Workplace stressors contributing to burnout are work overload, job
uncertainty, time, and budget pressures (Jugdev et al., 2018; Lloyd-Walker et al., 2018).
Employees experiencing burnout suffer a decline in their work performance, and burnout
can lead to depression (Martin et al., 2018; Ravalier et al., 2019). Manager’s support and
employees’ perceptions of a stress-management intervention can help to reduce burnout
(Horan et al., 2018). Encouraging employees to periodically take time off work and to
participate in work–life balance initiatives can assist to reduce burnout (Giga et al.,
2003). Employees engaging in work–life balance initiatives take time off work and are
away from the workplace stressors, which leads to improved health and wellbeing.
Despite some organizations providing interventions, most stressed employees do not use
such interventions because of fear of stigmatization and an eventual sack (Nwaogu &
34
Chan, 2020; Nwaogu et al., 2019). Organizations that have workplace interventions and
work–life balance initiatives in place may prevent employees from experiencing burnout.
Managers are advised to encourage work–life balance initiatives to manage employee
burnout.
Stress Perception in Organizations
Organizations are encouraged to be proactive in stress management to forestall
against the negative effects of employee occupational stress. There is the need for
managers to proactively focus on the sources and typology of stress and their impact on
employee health and wellbeing as a prescriptive means of reducing employee
occupational stress (Naoum et al., 2018). Perceived stress is the perception and appraisal
of the stressors (Dartey-Baah et al., 2020). Karasek (1985) proposed the job demands
control support (JDCS) model of stress perception, which offers organizational support in
handling employee occupational stress. French et al. (1974) proposed the person-
environment fit model for stress prediction. The JDCS model has a limitation of being
transactional and has limited coverage of job characteristics of employees (Pozo-Antúnez
et al., 2018). The person-environment fit model includes the recognition of the interplay
of organizational resources and stressors (Jugdev et al., 2018) and offers the added
benefit of managing the subjective perceptions of stress. The person-environment fit
model of stress perception is more prescriptive in handling occupational stress as it
supports stressed employees in managing employee occupational stress.
There is also the job characteristics model (JCM) for stress perception (Siruri &
Cheche, 2021), which encompasses employees’ job dimensions in stress perception. The
35
five dimensions of jobs are skill, task significance, task identity, autonomy, and feedback
(Siruri & Cheche, 2021). Managers can detect employee occupational stress by
combining the JDCS and the JCM for robustness. However, combining the JDCS and the
JCM models may be laborious, time-consuming, and may lead to increased operational
costs for the organization. There is a need to measure work-related stress and assess the
effectiveness of organizational interventions implemented (Molek-Winiarska & Molek-
Kozakowska, 2020). Managers can undertake a cost-benefit analysis to evaluate the
appropriate stress perception methods to implement in the organization for effective
detection of employee occupational stress.
Organizations can implement the use of surveys and questionnaires to assess the
stress levels of employees. Stress-check programs can be used for building employee
awareness, providing support, and putting improvement initiatives in place (Tsutsumi et
al., 2020). Organizations should understand the importance of assessing employee
occupational stress levels and implementing the appropriate workplace intervention
strategy as it reduces mental health issues in employees and boosts performance.
In fast-paced fieldwork and projects, a lack of effective communication is a
source of stress. Managers are enjoined to build communication strategies in projects as a
means of managing employee occupational stress, as ambiguity in communication and
information sharing was identified as a source of stress for employees (Ajayi et al., 2019;
Lloyd-Walker et al., 2018). Effective communication and feedback mechanisms will
assist managers in reducing employee occupational stress and preserving the health and
wellbeing of employees.
36
Organizations can implement periodical audits to check employee stress levels.
Organizations can make use of stress audits to aid managers in identifying stressed
employees (Rumbold et al., 2018). Periodic stress audits will help identify employees
undergoing mild stress before it gets to chronic levels, while also identifying chronically
stressed employees requiring workplace intervention. The use of stress audits to check
employee stress levels might help preserve the health and wellbeing of employees and
reduce stress-related sicknesses such as depression, mental health disorders, and
cardiovascular diseases.
Trends in the Management of Workplace Stress
Managing workplace stress can lead to positive outcomes for organizations.
Supervisor support will lead to improved employee and organizational performance,
employee wellbeing, and mental health (Horan et al., 2018), which enhances increased
job performance, reduces worker’s illnesses and treatment costs, reduces compensation
claims, and increases organizational productivity (Nwaogu & Chan, 2020). Supervisor
support refers to the extent to which employees feel that their supervisor values their
contribution to tasks and their wellbeing (Horan et al., 2018). Employees feeling valued
are motivated to outperform normal standards in contributing to the overall
organizational performance.
Managers’ support enhances a work environment of collaboration and shared
values, which leads to improved knowledge-sharing and the delivery of superior results
by employees. Supervisor support and SMI improve employee performance (Horan et al.,
2018). However, supervisor support can be tasking and emotionally draining to the
37
managers. Burnout occurs because of increased work-related stress (Mohammed et al.,
2019). Supervisor support requires emotional labor and involvement with employees over
time (Johnson et al., 2018). Processes and standards to guide employees in task delivery
and stress diagnosis can foster an environment of support and collaboration to prevent
burnout in employees and supervisors.
Managers can proactively manage occupational stress through the education and
training of employees about employee occupational stress. To enhance employee
productivity, managers need to train employees on stress management and emotional
intelligence to equip them with the needed resources and competencies to perform their
jobs and manage occupational stress (Dartey-Baah et al., 2020). Employees should be
trained about occupational stress as a means of equipping them with the skills and ability
to manage employee occupational stress (Cruess et al., 2018). Managers are advised to
explore strategies to educate and equip employees with the tools to identify occupational
stress to reduce the effects of employee occupational stress.
Some organizations have creatively developed initiatives to manage workplace
stress. Some of the initiatives are seeking social support as a means of managing the
negative effects of employee occupational stress (Yousaf et al., 2020). In India, some
organizations are practicing workplace spirituality to manage employee occupational
stress (Saxena et al., 2020). This innovative approach is consistent with preserving the
organization’s competitive edge through the deployment of cost-effective solutions to
solve organizational challenges.
38
Organizations can be innovative in modifying workplace stress. Some
organizations engage in job design and matching employees to jobs (Bakker et al., 2003).
Some other organizations engage in trait mindfulness as a means of supporting
transformational leadership (Carleton et al., 2018; Djourova et al., 2020), while others
engage in neuro leadership as a means of providing an integrated and more refined
approach to organizational intervention (Zwaan et al., 2019). These stress intervention
approaches are relatively new and are still developing. Fostering a work environment of
support and collaboration reduces employee occupational stress and improves employee
performance. Performance improvement can lead to organizational efficiency and
profitability, which will benefit both the organization and society.
Organizations should explore having comprehensive workplace interventions for
employees and managers. Managers hold a prestigious and economically advantageous
position, which differentiates them from nonmanagers in the organization (St-Hilaire &
Gilbert, 2018). Managers play a significant role in organizations and managers’ sense of
esteem, identity, and recognition should be preserved to prevent burnout (Hamouche &
Marchand, 2020). If the organization does not recognize the efforts of managers through
rewards and recognition, the result could be a source of stress for managers, and this
stress will have a significant impact on the organizational performance. HR policies and
interventions should encompass employees and managers.
Organizations benefit from implementing different SMIs. SMIs lead to a
reduction in emotional exhaustion and employee burnout (Johnson et al., 2018).
Organizations can implement a suite of SMIs and apply the right intervention to audit the
39
effectiveness of intervention strategies (Caponecchia et al., 2020). Organizations can
increase the value of interventions, as interventions will lead to higher employee
wellbeing and improved organizational performance (Johnson et al., 2018). Implementing
a suite of SMIs is laborious and involves much effort in iterating the current stress
intervention practices to adopt a holistic approach.
Improving Employees Coping Strategies
Employees respond differently to workplace stress and develop different coping
mechanisms to the workplace stressors. Coping strategies are the thoughts and behaviors
individuals adapt to manage internal and external stress factors (Moneva et al., 2020).
Workplace stress intervention and health promotion programs can either be primary or
secondary (Martin et al., 2018). The primary intervention is an awareness mechanism
about employee occupational stress that modifies the workplace stressors through job
redesign, increasing employees’ role in decision-making, and the provision of coworker
support (Akyurek et al., 2020). Secondary interventions focus on cognitive-behavioral
training, time management, and goal setting (Giga et al., 2003). Organizations are
advised to explore workplace strategies to improve employee stress-coping strategies to
manage employees’ health and wellbeing.
Workplace health interventions improve employees’ health. Akyurek et al. (2020)
conducted a study and found that primary and secondary workplace stress intervention
and health promotion programs resulted in improved coping skills and quality of life
while reducing employee occupational stress. Cooper et al. (2019) and Ward et al. (2018)
proposed the development of mental toughness in employees in managing work
40
challenges, stressors, and pressures, while Nwaogu et al. (2019) suggested that
organizations should promote organizational justice, flexible work systems, work
promotion, and intervention strategies as primary and secondary interventions necessary
to prevent mental health problems in employees. Improved employee coping capabilities
will lead to reduced employee occupational stress and improved work performance.
Some organizations can explore spirituality as a stress-coping strategy. Managers
can explore incorporating mindfulness-based interventions in improving employee
occupational health and sustainability (Carleton et al., 2018; Djourova et al., 2020;
Shahbaz & Sajjad, 2020). Mindfulness is a practice of the mind that enables individuals
to relieve stress by controlling their feelings, emotions, and behaviors (Shahbaz & Sajjad,
2020). The practice of mindfulness improves the mental toughness in individuals and
improves employees coping strategies to stress (Cooper et al., 2019; Ward et al., 2018).
Mentally tough employees develop stress-coping strategies and such employees manage
their stress levels and do not suffer the negative consequences of stress.
Organizational Commitment to Stress Management
Organizational commitment to stress management leads to improved employee
performance and organizational success. Visible leadership support has been shown to
improve successful organizational health interventions and employee performance
(Karanika-Murray et al., 2018). Organizational commitment motivates employees to
deliver improved performance. Organizations can formulate policies and ensure
psychosocial hazards are avoided when designing work (Schuller, 2019). For example,
Shell, a global leader in oil and gas exploration, has an innovative work–life balance
41
initiative where employees are encouraged to take time off work and relax in company-
owned resorts. In addition, Shell has a well-developed diversity and inclusion program
that incorporates every employee into the business model without any employee feeling
segregated against. These practices have helped to reduce the effects of workplace stress
on employees and to improve employee job commitment. Organizational commitment to
stress-reduction strategies can lead to committed employees with improved work
performance (Saadeh & Suifan, 2020). However, organizational commitment has cost
implications and can be expensive as job resources such as employee support or training
are capital intensive. In many organizations, management focuses on improved employee
performance to remain in business.
Organizations can commit to providing the tools and resources for employees to
perform their job tasks. Organizational commitment equips employees with the
appropriate tools, resources, and support to perform effectively (Karanika-Murray et al.,
2018). There are cost implications for organizations to equip employees with the right
tools to diagnose and manage occupational stress, resulting in some organizations not
investing in stress management initiatives. Every organization is responsible legally to its
employees as every organization owes their employee the duty of care (Darling &
Whitty, 2020). Health and safety regulations enable the organization to ensure the
employees are not affected or made ill by their work, which includes work-related stress.
Ineffective leadership and ignoring organizational commitment by leaders in
organizations can lead to a decline in organizational performance. Ignoring
organizational commitment can have negative consequences on organizations (Saadeh &
42
Suifan, 2020). Managers can improve organizational commitment in employees by
providing employees with the right leadership, appropriate job resources, support, and
training to enable them to meet their work goals (Schaufeli & Bakker, 2004). Managers
must monitor the work environment and intervene appropriately on employee
occupational stress (Kabat-Farr et al., 2018). Employees deliver quality results when they
feel valued by their managers and supervisors.
Managers are enjoined to invest in improving the psychological capital of
employees. Psychological capital is the ability of employees to cope with psychological
distress. Managers are advised to develop the psychological capital of employees because
psychological capital has been shown as a good buffer for employee occupational stress
(Biron et al., 2018; Dartey-Baah et al., 2020). Organizations can implement authentic
leadership to improve employees’ psychological capital (Schuckert et al., 2018).
Organizations are enjoined to strategize on providing support to employees without
burning out the managers emotionally and physically.
Organizations can develop strategies to recognize and reward managers.
Rewarding managers will motivate them to outperform organizational goals (Hamouche
& Marchand, 2020). Mohammed et al. (2019) recommended the implementation of
stress-relief programs, health fairs, and changes to managerial styles that align with the
culture of employees, and improved communication amongst workplace management and
employees as techniques to improve motivation and organizational performance.
Organizations are enjoined to implement policies to preserve the mental health of
managers as a means of fostering a sustainable and healthy workplace.
43
Businesses can cooperate with institutions to develop a safe work environment.
Organizations can cooperate with institutions or scientific centers to promote evidence-
based approaches to manage employee occupational stress and establish new health and
safety standards to manage employee occupational stress (Molek-Winiarska & Molek-
Kozakowska, 2020). Organizations partnering with external organizations strategy may
have the downside of reduced commitment and the exposure of business secrets to
competitors. An organization’s commitment to stress management plays an important
role in managing employee stress and improving organizational performance. However, it
can be cost-intensive and time-consuming, and this behooves organizations to adopt the
best strategy to foster organizational commitment in employees.
Leadership and Occupational Stress
The style of leadership in organizations has an impact on employee performance.
Leadership and a supportive organizational climate are critical to improving the
performance of employees (Amor et al., 2020). Transformational leaders improve
employee performance and commitment to work, which increases employee occupational
stress levels (Parveen & Adeinat, 2019; Tafvelin et al., 2019). In the drive for
organizational efficiency and profitability, most managers adopt the transformational
leadership style in leading organizations. This adoption leads to the organizations
meeting their targets at the expense of employees’ health and wellbeing, which manifests
into employee occupational stress with all the attendant negative consequences such as
work absences, fatigue, emotional outbursts, and depression. Some employees working
under managers practicing transformational leadership either show up for work ill or take
44
sick leave and absences (Nielsen & Taris, 2019). Managers can explore strategies to
foster a work environment of support and collaboration for employees by providing them
with the necessary work tools, information, knowledge management, and motivation.
This approach tends to keep employees motivated while reducing employee occupational
stress through the provision of support by the managers for effective results delivery.
Practicing transformational leadership in an environment of support and
collaboration requires financial investment by organizations. The organization will
commit to the training of employees, investing in person-environment fit, and
implementing knowledge management initiatives, which can take the form of work tools
and technology. There is a positive correlation between transformational leadership and
job resources (Ree & Wiig, 2020). Employees deliver on their job tasks when they have
the appropriate job tools and support. Employees are critical to organizational
productivity and managers should preserve employee wellbeing and health (Marques et
al., 2019). Managers’ integration of strategic knowledge management initiatives into their
leadership styles lead to increased organizational efficiency, reduced costs, and improved
organizational development and growth, while maintaining the organization’s
competitive advantage (Ali et al., 2019; Archer-Brown & Kietzmann, 2018).
Organizational leaders should be committed to providing the right environment for
employees to perform their job tasks.
Managers can adopt the right leadership style in different situations. Schuckert et
al. (2018) investigated the impacts of authentic leadership and transformational
leadership on employee innovation behavior. Schuckert et al. advocated the use of
45
authentic leadership to improve employees’ psychological capital and innovation.
Authentic leadership refers to a leadership style where the leader understands their
strengths and weaknesses and demonstrates their authentic self in analyzing information
(Willis et al., 2021). Authentic leadership has been shown to improve employees’
behavior and performance (Malik et al., 2021). Managers are advised to be flexible and
adapt different leadership styles in different situations (Willis et al., 2021), which will
help in developing managers’ competency in adapting and integrating different leadership
styles in reducing employee stress and improving organizational performance.
Managers’ knowledge and capability can also be a source of stress for employees.
Ineffective leadership results in negative consequences for employees leading to low-
quality delivery, withdrawal, avoiding work situations, and increasing employee
occupational stress (Jacobs, 2019). The leadership style of managers has an impact on
employee performance. A high level of employee occupational stress is a sign of
management deficiency (Altindag, 2020). As a result of intense business environments
and competition, managers may be focused on organizational performance without
considering the overall health and wellbeing of employees. The focus on organizational
productivity increases employee occupational stress, which results in a decline in
employee performance, and reduced organizational performance and profitability.
Managers can creatively support employees during crisis periods. Nielsen and
Taris (2019) recommended that organizations should not be judged by only performance
targets, but also by the health and wellbeing of employees. This strategy will ensure that
managers explore strategies to support employees to improve their health and wellbeing
46
while driving organizational performance and profitability. During crisis periods,
managers can innovate and remotely support employees. Hinojosa et al. (2020) proposed
leadership intervention by exploring attachment theory to remotely support employees in
uncertain and strange periods. COVID-19 was unprecedented and brought numerous
challenges for businesses, managers can explore attachment theory to remotely support,
reassure and improve employee performance.
Managers can continuously interface with other stakeholders in the organization
to explore strategies to foster a psychologically healthy workplace. Huettermann and
Bruch (2019) suggested that managers should incorporate human resources in taking
effective action to strengthen employees’ ability, motivation, engagement, and
opportunity. Amor et al. (2020) advocated the empowerment of employees to improve
their work engagement and improve their performance. This approach will lead to the
implementation of organizational SMI through the empowerment of HR in formulating
policies to help mitigate employee occupational stress and providing support to stressed
employees, thereby leading to a reduction of stress-related and psychological illnesses in
the organization.
The Oil and Gas Industry
The oil and gas industry is a prominent employer of labor. The oil and gas
industry plays a significant role in the economic growth and development of most
countries and has a significant impact on the lives and livelihoods of people around the
world (Ali et al., 2019; Ohene-Asare et al., 2018). Oil and gas companies operate in a
complex business environment. The complexity is caused by trends such as globalization,
47
liberalized trade, and innovative technology (Malik & Lenka, 2019). There are other
issues such as corruption, pipeline damage, and crude oil theft that cause a decline in oil
and gas production. In 2016, oil production in Nigeria dropped from 2.3million barrels
per day to one million barrels per day because of pipeline damage and crude oil theft
(Olujobi, 2021). In a country like Nigeria where oil and gas is the mainstay of the
economy and with pervasive corruption, oil and gas companies face significant external
challenges threatening organizational profitability and sustainability leading to employee
occupational stress.
The oil and gas sector is seen as a prosperous sector by other Nigerians and is
exposed to external risks. Employees in the Nigerian oil and gas sector are subjected to
external threats such as organized crime, kidnapping, and hostage-taking. Nigerian oil
and gas sector is regulated by the federal government to fight corruption and to ensure
transparency in the operation of the oil and gas companies. For societal improvement and
development, there is the need for regulatory improvement in creating healthy work
environments (Darling & Whitty, 2020). However, working in the oil and gas sector can
be stressful as the sector is riddled with challenges of frequent turnover, downsizing, and
frequent kidnapping, and hostage-taking of employees in the oil and gas sector seen as
prosperous. Employees are subjected to ongoing external threats, which leads to
employees resigning and relocating abroad, while those remaining face external threats in
the discharge of their duties.
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Oil and Gas Industry Strategies to Reduce Occupational Stress
In the oil and gas industry, the effective application of knowledge sharing can
reduce employee occupational stress. Knowledge sharing is the process of mutual sharing
of information in an organization that leads to the creation of joint facts (Raza et al.,
2018). Akhtar Malik and Björkqvist (2021) found managers developing an environment
of mutual trust and respect led to motivated employees feeling safe and satisfied to
deliver on their work duties. Employees perceiving high organizational support
experience low occupational stress (Masoom, 2021). Managers providing support to
employees reduce the likelihood of employee occupational stress and burnout (Tafvelin
et al., 2019). The sharing of information in an organization empowers employees and
helps in reducing work-related stress. For optimal organizational performance and
sustainability, managers in the oil and gas sector are advised to put strategies in place to
explore and integrate knowledge-sharing strategies as a means of reducing employee
occupational stress and preserving the competitive advantage of the organization.
Employees should have access to the right tools and resources to do their jobs,
and managers are advised to be clear when passing information as the ambiguity of
information is a source of stress in employees. Employees with access to work tools and
resources in an environment of support experience reduced work-related stress. To get
quality performance from employees, there must be the sharing of thoughts and
information amongst employees (Ohene-Asare et al., 2018). High exchange of
information results in improved organizational learning and innovation (Kopp et al.,
2020; Ohene-Asare et al., 2018), and managers can improve the innovation process by
49
using multiple controls and the implementation of risk management processes (Datta &
Hurlbert, 2019; Fagerlin & Lövstål, 2020). Employees provided with the right tools and
resources to do their jobs in an environment of support are committed to their jobs and
experience reduced employee occupational stress.
Oil and gas companies can aspire to become learning organizations that promote
knowledge sharing and workload sharing to reduce employee occupational stress.
Increasing organizational support reduces employee occupational stress and improves
employee self-esteem to manage the threatening conditions of the work environment by
formulating a stronger coping mechanism (Masoom, 2021). Supervisors and managers
can reduce employee occupational stress by providing support to employees, which can
take the form of improved supervision, supportive leadership, and intervention success
(Horan et al., 2018). Employees working in an environment of trust and collaboration are
more relaxed and do not suffer from work-related stress. In a work environment of low
trust, employees experience the negative effects of organizational stressors (Akhtar Malik
& Björkqvist, 2021). Managers can explore strategies for employees to share knowledge
and workload in an environment of trust and collaboration as a means of reducing
occupational stress while improving organizational performance.
Knowledge Sharing Practices in Reducing Employee Occupational Stress
Organizations in the oil and gas industry are enjoined to explore strategies to
preserve their competitive advantage. Unstable organizations are a source of stress to
employees (Zwaan et al., 2019). The management of organizational knowledge can be a
source of competitive advantage (Archer-Brown & Kietzmann, 2018). Knowledge plays
50
an important role in today’s global economy as it equips the workforce with the right
competencies to make decisions (Ali et al., 2019). Managers can explore strategies to
preserve the organization’s competitive edge as a means of reducing employee stress.
Mutual relationships enhance knowledge-sharing capabilities that lead to the
reciprocity of information and knowledge amongst colleagues. Knowledge sharing
provides the tools to support employees to deliver on their targets (Marques et al., 2019).
Employees face workplace stress when they do not have the tools and resources to carry
out their jobs (Archer-Brown & Kietzmann, 2018). The mutual sharing of knowledge in
organizations should be encouraged to reduce employee occupational stress. Managers
are enjoined to explore strategies to promote mutual trust as a means of improving
employee performance while reducing their work-related stress.
Technology is an effective platform for learning and socialization to take place in
an organization. Technology plays an important role in the knowledge-sharing process in
organizations (Ali et al., 2019; Kopp et al., 2020). Excess work, additional work hours,
and new technology have been identified as some work-related stressors (Marques et al.,
2019). The use of technology in organizations enables communication and collaboration
among staff (Archer-Brown & Kietzmann, 2018). However, new technology deployment
should be gradual as it can contribute to uncertainty and employee occupational stress
(van Dorsser & Taneja, 2020). Managers can explore strategies to train employees before
the deployment of new technologies in the organization as a means of reducing work-
related stress. This approach is proactive as it equips the employees with the correct tools
and resources to carry out their job.
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Summary
Employee occupational stress has negative effects on individuals and
organizations. There have been several studies on stress in the workplace, however, a gap
in the literature exists for studies focusing on the role of managers in reducing workplace
stress. A relationship exists between workplace stress and employee performance.
Managers can continually improve employees’ performance to achieve organizational
goals and aspirations. Improved SMIs can lead to improved health and wellbeing of
employees, improved employee performance, and enhanced organizational efficiency.
Managers are responsible for providing a work environment of support and collaboration,
which will aid in reducing employee occupational stress and improve their performance.
This study was conducted to narrow the gap of understanding of managerial actions in the
oil and gas industry to reduce workplace stress.
Transition
Section 1 of the study is the foundation for the study and included the background
of the problem, problem and purpose statements, nature of the study, research question,
and conceptual framework. This section also included a review of the professional and
academic literature. The literature review expounded on the conceptual framework and
research on employee occupational stress, stress perception in organizations,
management of workplace stress, and improving employee coping strategies. I rounded
up by discussing organizational commitment to stress management and the impact of
leaders on employee occupational stress and application to the oil and gas industry.
52
In Section 2, I focus on the study’s methodology by discussing the role of the
researcher, participants, research method, research design, population and sampling,
ethical research, data collection instrument, data collection technique, data organization
technique, data analysis, reliability, and validity. In Section 3, I provide an overview of
the study, and present the findings, application to professional practice, implications for
social change, recommendations for action, recommendation for further study,
reflections, summary, and conclusions.
53
Section 2: The Project
The study was a qualitative multiple case study to explore strategies managers
applied to reduce employee occupational stress. Workplace stress has adverse
implications for employees and can lead to burnout, depression, and cardiovascular
diseases (De Cieri & Lazarova, 2020; Martin et al., 2018; Ravalier et al., 2019). This
section includes the purpose statement, the role of the researcher, participant selection,
the research methodology and design, population and sampling, ethical research, data
collection instrument and techniques, data analysis, and the reliability and validity of the
study.
Purpose Statement
The purpose of this qualitative multiple case study was to explore strategies
managers apply to reduce employee occupational stress. Specifically, the target
population for the study consisted of three managers from three different oil and gas
companies located in Nigeria who had developed strategies for reducing employee
occupational stress. The implication for positive social change includes the potential to
balance employees’ work and life, improving family time, and employees’ quality of life.
Additional implications include the potential to reduce the negative effect of employee
occupational stress on healthcare costs and reduce the incidence of emotional outbursts
that lead to vandalism, bullying, reduced social contact, and depression.
Role of the Researcher
In qualitative research, the researcher serves as the main instrument for data
collection and analysis (Yin, 2018). Researchers use qualitative research to reveal well-
54
grounded and rich descriptions of the phenomenon under study to provide further insights
(Castleberry & Nolen, 2018). The researcher’s role includes participant selection, data
collection, data interpretation, and data analysis. In qualitative research, the researcher
serves as the principal source of data collection (Hjelle et al., 2018). My role as the
qualitative researcher of the study involved recruiting participants for data collection and
analyzing all data collected from managers from three oil and gas companies located in
Nigeria. I served as the principal instrument for data collection and as an interviewer to
explore the research problem by asking open-ended interview questions. Researchers use
qualitative research to build a complex, holistic picture in the phenomenon’s natural
setting (Castleberry & Nolen, 2018).
Equally important is the researcher’s familiarity with the study, which makes it
possible to select the most appropriate participants and data collection method. The
qualitative researcher builds trustworthiness and credibility in the research process by
collaborating with participants during the data collection process (Yin, 2018). I have
spent my working career in the oil and gas sector, starting as a graduate trainee, and have
risen to become a manager with supervisory responsibilities. My experience exposed me
to the job demands and challenges other managers may experience.
As the researcher, I complied with The Belmont Report’s protocol regarding
guidelines to follow when conducting research studies by securing the consent for the
interview from the participants, protecting the participants from harm, and safeguarding
the participants’ confidentiality (National Commission for the Protection of Human
Subjects of Biomedical and Behavioral Research [NCPHS], 1979). Researchers should
55
strive to conduct ethical research. The Belmont Report outlines core ethical concepts,
which are respect for persons, beneficence, and justice. Respect for persons involves
acknowledging autonomy and protecting individuals; beneficence ensures that
researchers treat research participants ethically; and justice ensures fairness and
transparency (NCPHS, 1979).
The Belmont Report contains information about ethical principles used during
biomedical and behavioral research related to human participants. I adhered to The
Belmont Report principles and protocols for conducting research. Research participants
were protected using the informed consent guidelines established in The Belmont Report.
Adhering to informed consent ensures that every participant is prevented from harm and
protected under the guarantee of the law (Brittain et al., 2020; Kamer et al., 2018). I
sought confirmation with the research participants that their decision to participate in this
study met informed consent guidelines established in The Belmont Report. My role as a
researcher was to treat participants with respect and protect their identity.
Researchers must accurately record data to eliminate partiality and bias (Hjelle et
al., 2018). To remove bias in the interview process, I remained open to contrary evidence
and avoided viewing the collected data through a personal lens. Yin (2018) advised
researchers to mitigate personal assumptions that could affect the data collection and
analysis processes. I conducted multiple interviews and applied member checking to
ensure accurate interpretation. Member checking is an iterative process used to verify the
accuracy of data by allowing the participants to verify the researcher’s understanding and
interpretation of the collected data (Naidu & Prose, 2018).
56
Interviews are the most common form of qualitative data collection (Harrison et
al., 2017). An interview protocol allows for an in-depth exploration of individuals’
perceptions and ensures the researcher does not view data through personal perspective
(O’Cathain, et al., 2016). The interview protocol also assists with acquiring data
saturation because it establishes a set of interview questions that are consistent and do not
vary with participants (Weller et al., 2018). I followed the interview protocol (see
Appendix) to ensure a systematic process in collaborating with my participants to fully
explore the subject under review.
Participants
The participants for this study were three managers from three different oil and
gas companies located in the Niger Delta Area of Nigeria. Researchers must establish the
eligibility of the participants by verifying the participants’ experience and knowledge of
the phenomenon (Yin, 2018). The participants possess multifunctional expertise and had
previously developed strategies for reducing employee occupational stress. For this case
study, I included experienced participants with appropriate competencies and skills,
irrespective of ethnicity, religion, or gender. I selected participants using the following
criteria: (a) have been managers in an oil and gas company for at least 5 years and (b)
have previously used strategies for reducing employee occupational stress.
I used the purposeful sampling technique to select the participants from the target
population. Purposeful sampling allows for the exploration of the phenomenon under
study (Roberts et al., 2019; Yin, 2018). Researchers use purposeful sampling to select
qualitative research participants (Roberts et al., 2019). Participants having used strategies
57
for reducing employee occupational stress were selected for this study to aid an in-depth
understanding and exploration of the research phenomenon. Researchers gain access to
research participants through research institutes linking participants to researchers or
through government support (Nemat‑Shahrbabaki et al., 2018). I used emails and
telephone calls to gain access to the participants with the right competence by checking
that they have multifunctional expertise and that they had previously developed strategies
for reducing employee stress.
A researcher’s relationship with the participants is critical to the success of the
research study (Ngozwana, 2018). To establish a working relationship with participants,
researchers must maintain meticulous records and adopt procedures that support the
ethical integrity and rigor of the research (Brittain et al., 2020; Harrison et al., 2017; Yin,
2018). I developed a working relationship with the participants through ethical integrity
and demonstrated the rigor of the research. For ethical integrity, I maintained an open and
transparent attitude that won the trust of the participants and explained processes in place
for protecting the privacy and confidentiality of the participants. To demonstrate rigor, I
provided them with the background of the study, communicated the value the study will
add to the profession, followed an interview protocol, and conducted member checking.
The researcher may encourage participants to be open and share experiences to enrich the
research findings, as qualitative studies have been established as a credible method used
to study participant experiences, behaviors, and views (Castleberry & Nolen, 2018). I
encouraged the participants to ask questions to remove doubts or concerns. I also
informed the participants that they could withdraw from the study at any time.
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Participants’ characteristics must align with the central research question
(Castleberry & Nolen, 2018). I ensured participants for the study possessed
characteristics that aligned with the overarching research question. I confirmed the
eligibility of the research participants through their experience and competencies and
extended an invitation to them to partake in the study through email.
Research Method and Design
For this qualitative study, I used the multiple case study design. Qualitative
researchers focus on a contemporary business problem driven by data collected from
participants in the phenomenon’s natural setting (Yin, 2018). In the study, I used the
multiple case study design. Researchers that conduct multiple case design provide a more
in-depth understanding of the phenomenon under study from different sources, unlike the
single case study, which is less complex with a homogenous sample (Yin, 2018).
Research Method
I used the qualitative research method for the study. The three primary research
methods are quantitative, qualitative, and mixed method (Zoellner & Harris, 2017).
Researchers use the qualitative method to explore the phenomenon under study in greater
depth in its natural setting (Harrison et al., 2017). I selected the qualitative research
method to gain insights into a phenomenon, which in the study is the managerial
strategies used to reduce employee occupational stress.
The quantitative research method is characterized by reliance on statistical
techniques to examine variables’ characteristics or relationships (Yin, 2018). The
quantitative research method was not chosen because quantitative researchers test the
59
relationship among variables, which is not the purpose of the study. The mixed method,
which is a quasi-simultaneous qualitative and quantitative approach, is not suitable for
exploratory research rooted in constructivist epistemology because the mixed method
includes a quantitative aspect analysis (Wilkinson & Staley, 2019). I selected the
qualitative method because the research was aimed to gain insights into the phenomenon
of strategies that managers use to reduce employee occupational stress.
Research Design
Possible designs for conducting qualitative research studies are case study,
ethnography, and phenomenology (Castleberry & Nolen, 2018). I used the multiple case
study for the study. Case study research comes from an interpretive paradigm and is the
preferred strategy when how, what, or why questions are being posed (Alsharari & Al-
Shboul, 2019). Researchers make use of the case study to thoroughly investigate a
contemporary phenomenon within its environment in a real-life context (Roberts et al.,
2019). Using the multiple case study design, I explored strategies that managers use to
reduce employee occupational stress.
Ethnography is an approach for studying systems through prolonged engagement
with a community to capture participant perspectives (Canevacci, 2017). My intention
was not to research cultural systems but to research managerial behaviors; therefore,
ethnography is not a preferred design. Phenomenological researchers explore lived
experiences to gain an in-depth understanding of the phenomenon under study, which is a
form of interpretivism (Korcuska & Flynn, 2018). My research was not about exploring
60
lived experiences, but to study a phenomenon within its environment; therefore,
phenomenology was not chosen.
Data were collected through interviewing the purposefully selected participants.
The study provided insights into the techniques managers use to reduce employee
occupational stress. Data saturation occurs when participants provide no additional or
new information, which signals the end of the interview process (Fusch & Ness, 2015).
Qualitative researchers must interview participants, collect data, and determine whether
responses repeat or present new information (Yin, 2018). I ensured data saturation by
further questioning the participants until doing so yielded no new information or theme. I
carried out member checking in data analysis to decide when no new themes or data
emanate. All interviews were conducted through the Zoom videoconferencing platform
(https://zoom.us) at the times agreed to by the participants.
Population and Sampling
The study’s population consisted of three managers in the oil and gas industry
who had previously developed strategies to reduce employee occupational stress.
Participant experience and viewpoints lead to a richer and deeper understanding of the
phenomenon under study (Castleberry & Nolen, 2018). I used purposeful sampling for
the study. Purposeful sampling ensures that participants have the appropriate range of
competence and skillsets to answer questions related to the overarching research question
(O’Cathain et al., 2016). I selected purposeful sampling for the study because it allowed
me to recruit participants who met the established participating criteria, which are that
participants (a) have been managers in an oil and gas company for 5 years and (b) have
61
previously used strategies for reducing employee occupational stress. I confirmed the
eligibility of the research participants through their experience and competencies.
For qualitative research, the smallest acceptable sample size is one, as the most
critical element is the depth of understanding of the phenomenon under study (Boddy,
2016). Too many participants in a qualitative study can reduce the effectiveness of
research (Ames et al., 2019). I purposefully selected three managers with the appropriate
skills, knowledge, and competencies with a proven history of implementing strategies to
reduce employee occupational stress.
I conducted interviews through Zoom calls at agreed times when participants
were comfortable. To reduce disruptions and interference, participants choose interview
times (Yin, 2018). Allowing participants to choose interview times ensures they choose
times that are convenient for them to freely express themselves. Zoom interviews were
preferred as they eliminated travel costs and could easily be recorded. Technology allows
for the replication of face-to-face interviews through virtual means while allowing for the
comfort and convenience of participants (Leung, 2015).
Ethical Research
As the researcher, I used an informed consent form, which contains information
regarding the study’s background, procedures, benefits, risks, incentives, data privacy,
and participants’ rights to withdraw. To ensure the confidentiality of participants, I used
an alphanumeric code such as RP1, RP2, and so on to identify the different participants.
Confidentiality means that the research participants cannot be identifiable by others
62
external to the research process (Ngozwana, 2018). I also answered any questions the
participants had about the study.
Participation in the study was voluntary, and participants had the option to
withdraw from the study at any time without being subjected to any form of penalty.
Human consent in research is voluntary without any penalty for withdrawing from the
study (Capron, 2018; Ngozwana, 2018). Participants could withdraw from the study by
informing me through a telephone call or email without stating the reason for
withdrawing from the study. Qualitative researchers are faced with the ethical challenges
of preserving the confidentiality of research participants (Ngozwana, 2018). Participation
in the research was voluntary without any form of incentives provided to the research
participants. Provision of financial incentives can lead to undue inducement of research
participants (Wolf et al., 2018). I applied the guidelines of The Belmont Report to protect
the research participants. The Belmont Report (NCPHS, 1979) contains a description of
the ethical principles and guidelines for protecting human subjects in research,
specifically, respect for participants, beneficence, and justice. As the researcher, I treated
the research participants with respect and protected the confidentiality of the participants.
To ensure that the research complied with ethical standards, I obtained permission
from Walden University’s institutional review board (IRB) before contacting the
participants and collecting any data (Walden University, 2022). I emailed a letter to
participants who met the requirements to partake in the study. The managers replied to
the email by stating I consent before data collection began. The participants’
63
acknowledgment of the consent form is important to show no coercion existed to
participate in the study (Reid et al., 2018).
The researcher is responsible for protecting the confidentiality of research
participants and participating organizations (Ngozwana, 2018). To protect confidentiality,
I used a dedicated hard drive to maintain participant data and store the hard drive in a
safe and fire-proof cabinet for 5 years. I will store all the archival company data in a
secure location and be the only individual with access to those documents. After 5 years,
I will destroy all the data linked with the doctoral study on the hard drive and archival
company data stored in the secured location. The IRB approval number for this study is
02-07-22-0600978.
Data Collection Instruments
I functioned as the primary data collection instrument for this study. In qualitative
research, the researcher serves as the primary data collection instrument (Hjelle et al.,
2018). Researchers use interviews to explore the phenomenon under study (Castleberry &
Nolen, 2018). In this multiple case study, I conducted semistructured Zoom interviews
with each participant and ask eight open-ended questions to explore strategies that
managers apply to reduce employee occupational stress. The use of semistructured
interviews can lead to new perspectives, concepts, and themes (Roberts et al., 2019). In
addition to the semistructured interviews, after the interview I accessed the companies’
archival documents such as employee handbooks, companies’ website information,
occupational health statistics, and health and safety records. I conducted methodological
triangulation on the multiple data sources to converge the research findings and attain
64
data saturation. Researchers use multiple data sources to obtain different insights about
the phenomenon under study (Yin, 2018). To reduce bias and enhance the reliability and
validity of the study, I conducted member checking. Member checking is an iterative
process used to verify the accuracy of data by allowing the participants to verify the
researcher’s understanding and interpretation of the collected data (Naidu & Prose,
2018). After transcribing the interview, I provided each participant with my interpretation
of the transcription and ask them to verify the accuracy of my interpretation. I used email
as the method to conduct member checking after the initial interviews with the
participants.
An interview protocol improves the effectiveness of the interview process by
ensuring comprehensive information is obtained in a systematic and consistent manner
(Yeong et al., 2018). I followed an interview protocol to ensure consistency in the
interview process by asking the research participants the same questions. I sought the
consent of the participants to record the interviews. I took notes during the interview
process. A case study researcher uses semistructured interviews, which allows for an in-
depth exploration of the phenomenon under study (Roberts et al., 2019).
Data Collection Technique
I carried out data collection after obtaining Walden University’s IRB approval to
proceed with data collection. I conducted semistructured Zoom interviews using an
interview protocol to explore strategies managers in the oil and gas industry can
implement to reduce employee occupational stress. Semistructured interviews allow for
an in-depth exploration of the phenomenon under study (Roberts et al., 2019). The
65
interview protocol guides the researcher in conducting the interview to maintain
consistency (Yin, 2018). I administered eight open-ended interview questions to the
participants. I scheduled interviews with participants by agreeing and confirming the date
and time of the Zoom calls. Furthermore, I obtained the participants’ consent, and I
informed the participants I would record the interview to aid in transcribing the interview.
I used my mobile phone to record the interviews, while I took notes during the interview.
Yin (2018) advised researchers to take notes during the interview process. To reduce bias
and add validity to the research, I carried out member checking to confirm the accuracy
of my interpretation of the transcription process.
The participants’ answers to the interview questions helped me explore strategies
managers used to reduce employee occupational stress. A semistructured interview
allows for an in-depth exploration of the phenomenon under study (Roberts et al., 2019).
The advantages of the semistructured interview technique are that it (a) allows a
comprehensive summary of events, (b) allows for an in-depth exploration of a specific
phenomenon, (c) helps to understand a phenomenon through meanings that people assign
to them, (d) allows the participants to communicate freely in their own words about their
experiences, and (e) allows the researcher to follow an interview protocol (Lass et al.,
2018; Roberts et al., 2019). The disadvantages of the semistructured interview technique
are that it (a) can be time-consuming and laborious (b) may be prone to researcher bias,
and (c) may involve a cost to complete the data collection process (Roberts et al., 2019).
I also reviewed company archival documents such as the employee handbook,
website information, occupational health statistics, and health and safety records after the
66
interview. The review of archival company documents has the following advantages: (a)
data are collected in the phenomenon’s natural setting, (b) data are stored other than for
academic research purposes, and (c) the phenomenon is examined in an ethical manner
(Heng et al., 2018). The disadvantages of reviewing company archival documents are
issues around transparency, because they are internally generated and difficulty in
accessing company archival data by outsiders (Heng et al., 2018).
Member checking is a quality control process to verify the accuracy of data by
allowing the participants to verify the researcher’s understanding and interpretation of
participants’ answers to interview questions (Naidu & Prose, 2018). Cross-checking
researcher’s interpretation of transcribed interview data with participants promotes the
researcher’s understanding of the phenomenon under study. I carried out member
checking to verify the accuracy of my interpretations of participants’ answers to
interview questions. Member checking adds validity to the research and establishes more
equitable relationships between the researcher and the participants (Brear, 2019).
Data Organization Technique
I filed all collected data in a dedicated hard drive to ensure no loss or compromise
of collected data. The researcher should safely preserve and maintain all the recorded
interviews, research logs, and reflective journals as part of the data storage process (Heng
et al., 2018; Yin, 2018). I stored all the archival company data in a secured location, and I
will be the only individual with access to those documents. I kept a log of the interview
process to track the interview process and insights gained, and it will be correctly labeled.
Yin (2018) advised researchers to correctly label and categorize interview notes. To
67
ensure the confidentiality of participants, I used an alphanumeric code, such as RP1, RP2,
and so on, for the different participants. I used Microsoft Word and Excel spreadsheets to
identify emerging themes and patterns.
I electronically saved and categorized the collected data for ease of reference. The
use of data analysis software helps the researcher to quickly access and search data more
effectively (Yin, 2018). I stored all the transcribed interview data along the different
themes. I stored all collected data on my computer and saved a backup in a dedicated
hard drive. To avoid unauthorized access to the research data, I set a password on the
laptop and hard drive and safely stored them in a secure location. All research data will
be securely stored and destroyed after 5 years after completion of the study.
Data Analysis
I carried out data analysis using MS Excel and NVivo (Version 11) software. I
transferred all the collected interview data into MS Excel and NVivo for data analysis.
Methodological triangulation is the simultaneous use of multiple data sources to yield the
same answer (Heesen et al., 2019). Researchers analyze data to reveal themes and
emerging conclusions (Castleberry & Nolen, 2018). I conducted semistructured
interviews and reviewed archival company documents to identify emerging themes.
Multiple data sources provide different insights about the phenomenon under study (Yin,
2018). I carried out methodological triangulation to converge the research findings from
multiple data sources. I applied methodological triangulation by conducting
semistructured interviews with managers in the oil and gas industry and reviewed
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archival company documents relating to stress and stress-related illnesses.
Methodological triangulation adds credibility to the research (Yin, 2018).
I coded the data on MS Excel using a coding strategy to identify emerging
themes. A properly executed data analysis provides comprehensive answers to research
questions (Zoellner & Harris, 2017). I carried out data analysis using the five steps
outlined by Yin (2018): (a) gathering data, (b) evaluating data, (c) comprehending the
data, (d) identifying data usage, and (e) concluding the data. I carried out data gathering
through conducting semistructured interviews and the review of archival company
documents. I evaluated the gathered data using MS Excel and NVivo (Version 11)
software for the emergence of themes. The identified themes were checked against the
conceptual framework for alignment. As part of data analysis, I carried out
methodological triangulation to validate the collected data from multiple sources to
promote cross-comparison of results.
The purpose of data analysis was to identify themes that apply to the overarching
research question of this qualitative multiple case study. Data analysis is critical to the
qualitative research as meanings emerge from the data (Castleberry & Nolen, 2018).
Interviews are the most standard forms of data collection in the phenomenon’s natural
setting (Varpio et al., 2017). My research objective was to identify themes and patterns
drawn from the participants’ response to the interview questions. I recorded interviews
using my mobile phone recorder, transcribed all collected interview data and applied
member checking to validate the interview process. I transferred the transcribed data
from the interviews to MS Excel and NVivo (Version 11) software to identify any
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emerging themes. Emerging themes from the interview data become the categories for
analysis (Roberts et al., 2019). The conceptual framework for the research was Giga et
al.’s (2003) SMI framework. I compared the emerging themes with the Giga et al.’s SMI
framework and current research to identify strategies managers can implement to reduce
employee occupational stress
Reliability and Validity
Reliability
Reliability in qualitative research refers to the consistency of the research process
(Leung, 2015). To ensure the consistency of this research, I followed an interview
protocol. An interview protocol improves the effectiveness of the interview process by
ensuring comprehensive information is obtained in a systematic and consistent manner
(Yeong et al., 2018). I documented the data collection process and adapted my research
methodology to the standard process for carrying out a qualitative case study. The use of
an interview protocol assures the reliability of a study (Yin, 2018). Ensuring research
reliability authenticates the research results as being valid (Yin, 2018). I enhanced the
study’s reliability by carrying out interview transcription, interpretation of interview
transcripts, member checking, and methodological triangulation to converge the research
findings.
Dependability
Research dependability refers to the consistency of research data when subjected
to similar conditions (Reid et al., 2018). To ensure dependability, I followed an interview
protocol to ensure research consistency and replicability. For a research study to be
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considered reliable, the study should be dependable and consistent (Leung, 2015). A case
study protocol allows a researcher to be focused (Yin, 2018). For consistency and focus, I
used an identical process to conduct semistructured interviews, transcribed the interview
data, interpreted the transcribed data, and carried out member checking to obtain
information on strategies managers can explore to reduce employee occupational stress.
Validity
Validity in qualitative research refers to the suitability of the research process,
tools, and data (Leung, 2015). A case study approach was chosen for this research due to
its exploratory nature. In alignment with a case study design, I followed the case study
protocol for sample selection, data collection, interpretation, and data analysis to ensure
research validity and credibility. I carried out member checking to confirm the veracity of
collected information and to eliminate researcher bias. Methodological triangulation was
also carried out to converge the research findings from multiple data sources.
Credibility
Credibility is defined as the believability of the research (Ngozwana, 2018). To
achieve credibility, I conducted member checking to ensure research accuracy and to
eliminate researcher bias. Member checking improves the credibility of the research
process (Brear, 2019). I used multiple data sources, hence, I carried out methodological
triangulation to converge the research findings.
Transferability
Transferability can be defined as the generalizability of the research (Leung,
2015). Generalizability refers to the extent to which research findings are transferable to
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different sectors, context, or environment (Yin, 2018). I ensured research quality in this
study by purposefully selecting the research participants and ensuring only participants
with the appropriate competencies were selected to partake in this study. In addition, I
articulated my methodology and carried out a detailed interview process developed in
alignment with the conceptual framework. The researcher should explain the way their
research is transferable to another environment and sector (Varpio et al., 2017). By
providing an accurate description of my methodology, future researchers can determine
the transferability of this research study to their needs.
Confirmability
Confirmability is the validation that the research findings are the participants’
responses and not the researcher’s interpretation (Nemat‑Shahrbabaki et al., 2018). To
ensure confirmability, I transcribed the interviews, interpreted the transcribed interviews,
and carried out member checking. Member checking is an iterative process used to verify
the accuracy of data by allowing the participants to verify the researcher’s understanding
and interpretation of the collected data (Naidu & Prose, 2018).
Data Saturation
Data saturation occurs when participants provide no additional or new
information, which signals the end of the interview process (Fusch & Ness, 2015). To
ensure data saturation, I continued interviewing participants until no new information
emerged or until it started to repeat. The sample size needed to achieve data saturation
varies due to the paradigm in which the research is taking place and ranges from a
minimum of one participant to a maximum of thirty (Boddy, 2016; Fusch & Ness, 2015).
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For this research, I chose three participants and continued to interview them until no new
information emerged.
Transition and Summary
In Section 2, I provided a detailed description of the objective of the study, stated
the purpose of the study, explained the role of the researcher, the research method and
design, participants, population and sampling, and ethical research. I also discussed data
collection instruments, data organization, data analysis techniques, and the study’s
reliability and validity. In Section 3, I present the research findings, discuss applications
to professional practice and implications for social change. I make recommendations for
action, highlight areas for future research, and provide personal reflections and study
conclusions.
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Section 3: Application to Professional Practice and Implications for Change
Introduction
The purpose of this qualitative multiple case study was to explore strategies
managers apply to reduce employee occupational stress. The data were collected from
manager interviews and the review of archival company documents. The research
participants included three managers from three different oil and gas companies in
Nigeria who have previously developed strategies for reducing employee occupational
stress. I obtained secondary data from the companies’ archival documents, such as
companies’ website information, employee handbooks, occupational health statistics,
health and safety records, field notes, and observation logs.
Based on the participants’ responses to the interview questions, organizational
documentation, and thematic analysis, I identified three themes: (a) quality work–life
balance; (b) employee competence, training, and development; and (c) corporate
communication. By relating these findings to the SMI framework, I developed a better
understanding of the strategies managers apply to reduce employee occupational stress.
Presentation of the Findings
The overarching research question for this qualitative multiple case study was,
what strategies do managers apply to reduce employee occupational stress? I conducted
semistructured Zoom interviews to gain insights on strategies used by three managers
from three different oil and gas companies in Nigeria to reduce employee occupational
stress. I used RP1, RP2, and RP3 to denote the three participants for confidentiality
purposes. In addition to the semistructured interviews, I reviewed archival company
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information, such as evidence from the companies’ websites on stress management, and
conducted a review of the current literature on stress management initiatives. In the
following subsections, I will present the three themes that emerged from the thematic
analysis of participants’ responses to the interview questions and archival document
review (see Table 1).
Table 1
Strategies Managers Applied to Reduce Employee Occupational Stress (N = 3)
SMI Strategy Percentage of use by managers
Quality work–life balance 100%
Employee competence, training, and development 100%
Corporate communication 100%
Theme 1: Quality Work–life Balance
The first theme that emerged from the thematic analysis was quality work–life
balance, which involves employees effectively balancing their work and life
commitments. Quality work–life balance improves the health and wellbeing of
employees. All the participants agreed to implementing quality work–life balance
initiatives as a means of reducing employee occupational stress and improving
performance. Managers implementing quality work–life balance initiatives develop a
work environment where employees are committed and deliver improved performance
(Aruldoss et al., 2021; Foy et al., 2019).
All study participants observed improved job performance from employees
implementing quality work–life balance. RP1 emphasized the importance of team-
building sessions as a means of reducing workplace stress and improving performance.
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RP1 stated, “regular team bonding sessions are encouraged by the company where
employees unwind and let out steam.” These sessions provided a counterbalance to work
demands and reduced stress in employees. RP1 also stated that “employees participate in
variety nights and informal company competitions where employees from different
workstreams and organizations in the conglomerate mix, blend and interact in an
informal setting.” RP2 stated, “the employee performance process should not only be
used to evaluate employee, determine promotion and remuneration, it should also be used
to incorporate work–life balance initiatives and strategies to reduce employee stress.”
RP2 further asserted that “goals should be set on how employees can maintain a healthy
work–life balance and employees should be measured against it during performance
appraisal.” RP3 stated, “my company encourages employees to partake in flexible
working where we work in the office for 3 days and work from home for the rest of the
week.” Workplace stress can be caused by the imbalance in the management of the
interface between work and life (Hammond et al., 2020). Workplace stress can be
reduced through the implementation of quality work–life balance initiatives. Managers
encouraging quality work–life balance develop a work culture of committed and
motivated employees.
All participant managers encouraged employees to participate in work–life
balance initiatives and the response had been outstanding. As evident on the three
different companies’ websites, the organizations encouraged employees to partake in
work–life balance initiatives. RP1 stated, “employees responded well to the work–life
balance initiatives and the response has been encouraging.” RP1 further stated that
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“employees look forward to the work–life balance initiatives.” RP2 stated that “there
were inferential ways to measure performance improvement, for example, the
countenance of employees improved.” RP2 noticed improved employee commitment
from employees participating in work–life balance initiatives. RP2 further stated, “other
ways of measuring employees’ response were an increase in productivity levels,
employees attending meetings regularly, and employees meeting deadlines compared to
previously.” RP3 recalled an event that led to the implementation of work–life balance
initiatives. RP3 stated, “most of the work–life balance initiatives came on the back of the
pandemic and were well received by the employees.” Employees participating in work–
life balance initiatives were better focused, delivered better results, and took care of their
families.
The implementation of quality work–life balance enables employees to revitalize.
Soroya et al. (2022) asserted that quality work–life balance improves employees’
wellbeing and job performance. Wang et al. (2022) highlighted the importance of
managing work overload as a means of reducing employees’ anxiety that causes
workplace stress. RP1 stated that “stressed employees were given days off to refresh and
to get revigorated.” RP1 further stated, “there is a forum in the office where employees
converge to discuss nonwork-related issues as a means to unwind.” RP2 stated, “as a
strong believer of quality work–life balance, I am responsible for the wellbeing of my
employees.” RP2 posited, “I encourage team-building activities where we celebrate
successes with the rest of the team.” RP2 concluded by saying the following: “I
encourage my subordinates to get involved in non-work-related activities, such as
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pursuing their hobbies because a well-rested employee is a productive employee.” RP3
stated, “flexible working enabled employees to take better care of their families as they
spent 40% of their work time working from home.” In this study, I learned about the
importance of quality work–life balance as a strategy to reduce employee occupational
stress and improve employee performance. In this study, all three managers interviewed
affirmed the implementation of quality work–life balance as a strategy to reduce
employee occupational stress.
From the review of the three organizations’ websites and publicly available
resources, all participant managers encouraged employees to partake in work–life balance
programs. In the review of RP1’s employee handbook and media release, the
organization arranges a company-wide, intra-group sports competition where employees
compete informally amongst themselves and interact unofficially. These competitions
serve as a platform for promoting team bonding and strengthening the spirit of enterprise
across the organization. In addition, RP1’s organization sponsors several work–life
balance initiatives, such as marathons and retreats for employees and their families.
RP2’s corporate sustainability report illustrated methods to value the balance between
work and employees’ personal lives. The organization promotes quality work–life
balance initiatives by promoting its mental health program and launching an employee
assistance program. The employee assistance program provides mental health and
wellness resources, a suite of wellness programs, and a new resilience application. In
addition, RP2’s organization supports initiatives that help improve physical condition and
the well-being of its employees. From a review of RP2’s corporate sustainability report,
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the organization established a sports committee, which organizes events that encourage
regular physical activity for employees and family members. On RP3’s organization’s
website, a review of its corporate governance report showed that the organization
arranges yearly retreats outside the office where employees and their families participate
in different fun activities. In addition, RP3’s organization sponsors sporting events where
employees, their families, and other members of the community participate and compete
in an informal setting. These work–life balance initiatives help to improve the health,
wellbeing, and performance of employees.
Theme 1, quality work–life balance, aligns with Giga et. al.’s (2003) SMI
framework used as the conceptual framework for this study. According to Giga et al.,
relaxation enables employees to be in control of their emotional behaviors. Individuals in
control of their emotional behaviors apply appropriate stress-coping behaviors. Quality
work–life balance improves the work environment and enhances workers’ satisfaction
(Aruldoss et al., 2021). The participants acknowledged the importance of quality work–
life balance in improving employee commitment and job satisfaction, which leads to
improved performance. Organizations that implement work–life strategies and social
support reduce workplace stress, improve quality of life for employees, and enhance
performance (Foy et al., 2019). Researchers support the implementation of quality work–
life balance initiatives in organizations, as they contend that these initiatives improve job
safety, employee satisfaction, and career opportunities (Aruldoss et al., 2021). Relaxed
employees perform better, deliver on their job tasks, and are in control of their work–life
interface.
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Theme 2: Employee Competence, Training, and Development
The second theme that emerged from the thematic analysis was employee
competence, training, and development. Employee competence, training and
development are important for the effective delivery of job tasks by employees.
Employees should be trained to equip them with the needed resources to perform their
jobs (Dartey-Baah et al., 2020). During the interview, all participants attested to the
importance of implementing strategies to improve employees’ competence, training, and
development to reduce employee occupational stress. RP1 stated, “employees from
across the organization mix and blend, this is a means of reducing employee occupational
stress and lateral learning across the organization.” RP2 stated, “I match the competence
of my employees to the tasks I give to them.” RP2 further posited “As a manager, I know
the competence of my employees and I mentor them to improve their competence.” RP2
further asserted, “I simplify work as a means of reducing employee occupational stress in
my subordinates.” RP2 affirmed, “I ensure my employees work on tasks that add value to
the organization to improve their competence and confidence.” RP3 stated, “employees
should be trained and given the resources to carry out their jobs.” RP3 further stated,
“when employees do not have the right tools to do their jobs, stress sets in.” Competent
employees who are trained and have the relevant tools and resources perform their jobs
effectively and encounter reduced workplace stress.
Having competent employees who are regularly trained is an advantage for
organizations. Ali et al. (2019) asserted the proactive management of organizational
knowledge-sharing initiatives as a source of competitive advantage for organizations,
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whereas Archer-Brown and Kietzmann (2018) highlighted the importance of
organizational innovation in the enhancement of the competitive edge of organizations
and the development of sustainable business operations. Employees’ competence should
be improved through training and development programs. RP1, in expressing his belief in
employee development, stated, “there is a need for organizations to employ competent
hands.” RP1 commented on the value of organizational agility strengthened by
appropriate employee development, saying, “in a bid for organizations to reduce cost,
they downsize, and employees are overloaded with work, so it is essential for
organizations to employ the right number of staff with the right experience to reduce
work overload.” RP1 recommended for “organizations to employ the right number of
staff with the right experience to reduce work overload.” RP3 added, “organizations need
adequate and committed manpower to carry out job tasks.” Competent and trained
employees effectively discharge their job tasks and preserve the competitive advantage of
the organization.
For business continuity, organizations should train employees and have
succession plan in place. Training empowers employees to effectively discharge their job
tasks. Training is a positive force that further enables employees to meet their work goals
(Schaufeli & Bakker, 2004). In addition, managers should ensure there is a succession
plan in place to prevent gaps in the organization when staff movement takes place. All
the participants highlighted the importance of employee training, mentorship, and
empowerment.” RP3 posited “the importance of a strong succession planning in place so
that some individuals are not overworked.” RP3 further stated, “with a strong succession
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plan, employees can take time off work to refresh, recharge, and address exhaustion and
their job will not suffer as other employees can do their jobs.” Employees’ competence
should be improved through training and development, and there should be a succession
plan in place to ensure business continuity.
From the review of the three organizations’ websites and publicly available
resources, all organizations have strategies for improving employees’ competence
through training and development. RP1’s organization affirms its commitment to human
capital development by operating a career development program. A review of RP1’s
press release showed that the organization also boosts employee competence through the
building of learning and development centers and the deployment of strategies to drive
sustained human capital development and transformation. According to RP2’s corporate
sustainability report, the organization partnered with global organizations for the training
and development of its employees. The organization developed a virtual training platform
for employees in response to travel restrictions caused by the pandemic. In addition,
RP2’s organization ensures the selection of competent and qualified employees based on
their qualifications, training, and experience. RP3’s organization organizes periodic
training for its employees. A review of RP3’s corporate governance report showed that
the organization also contributes to improving employees’ competence by sponsoring
scholarships, training, and knowledge transfer. These organizational workplace training
and development programs help to improve the competence and performance of
employees.
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Theme 2, employee competence, training, and development, also relates to the
conceptual framework for this study, Giga et al.’s (2003) SMI framework. Giga et al.
recommended implementing training and education programs as a means of updating
employee skills and reducing workplace stress. Employees need to be equipped with the
proper training, tools, and resources to effectively carry out their work goals (Amor et al.,
2020). All the participants highlighted how incompetence and lack of training and
development can lead to job ambiguity, which is a source of workplace stress. Job
ambiguity drains employees and leads to employee occupational stress (Naoum et al.,
2018). Training and development improve the competence of employees and enables
them to effectively carry out their work goals (Dartey-Baah et al., 2020). Having
adequately trained employees can be a competitive advantage for organizations.
Managers are enjoined to improve employee competence through training and
development programs in an environment of support and collaboration for improved
organizational performance.
Theme 3: Corporate Communication
The third theme that emerged from the thematic analysis was corporate
communication. Organizations communicate their activities through an effective
corporate communication strategy (Weder et al., 2019). Effective corporate
communication is essential in the dissemination of organizational goals and vision.
Employees feel empowered when they are updated about organizational goals and vision.
Empowering employees can lead to increased job commitment and motivation (Rinfret et
al., 2020). Managers are enjoined to regularly update employees about updates in the
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organizational goals as ambiguity and communication gaps can lead to stress in
employees. During the interviews, all the managers attested to the importance of
communication in reducing employee occupational stress. All the participants agreed that
they emphasized communication as a means of reducing employee occupational stress.
Communicating organizational goals and vision to the whole organization can be
seen as a long-term enhancement strategy. Organizational learning and innovation can be
enhanced through the sharing of information (Ohene-Asare et al., 2018). Corporate
information sharing updates employees about long term strategy of the organization. RP2
asserted, “as a manager, I am very clear about goals and company vision. If goals are not
clear, employees get confused and it causes stress.” RP2 affirmed, “I carry employees
along on organizational goals and vision, thereby reducing ambiguity in my team.”
Effective corporate communication disseminates appropriate information to employees
about organizational goals and vision, thereby reducing ambiguity that causes workplace
stress.
There is the need for organizations to have corporate communication teams that
disseminate information throughout the organization without ambiguity. Organizations
should clearly communicate corporate social responsibility initiatives (Weder et al.,
2019). RP1 stated, “there is a corporate communication team that updates employees in
the organization using the right terms, pictures, and terminologies to communicate.” RP1
further stated, “the corporate communication team makes use of appealing graphics and
pictures to win the hearts and minds of employees.” RP3 stated, “Corporate
communication was championed and pushed by HR.” RP3 further stated, “emails were
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sent to employees communicating the initiatives.” RP3 concluded by saying, “HODs had
more individual sessions with employees, and they clarified issues and boundary
conditions with employees.” An effective corporate communication strategy is vital as it
enables organizations to regularly update employees about organizational goals and
vision in an open and transparent manner.
From the review of the three organizations’ websites and publicly available
resources, all organizations engaged in corporate communication strategies. From a
review of RP1’s press releases, the organization has a corporate communication team that
oversees the organization’s media and public relations. In addition, the organization
emphasizes the importance of corporate communication in enhancing effective
collaboration and sustainable development. RP2’s organization has a corporate
communication team that engages with the different stakeholders. The corporate
communication team attempts to inspire and inform the workforce and raises internal and
external awareness of the organization’s activities. From a review of online reports and
press releases, the corporate communication team engages with government, local
communities, and other stakeholders to understand and work to address significant issues
in areas where the organization operates. From a review of RP3’s corporate governance
report, the organization has a corporate communication team that sends messages and
updates employees. The organization encourages open communication, proactiveness,
meaningful participation of all stakeholders, and the timely resolution of issues. In
addition, the organization recognizes and encourages effective and honest
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communication. These corporate communication strategies help to encourage shared
vision and reduce ambiguity, which can lead to employee occupational stress.
Theme 3, corporate communication, aligns with Giga et al.’s (2003) SMI
framework used as the conceptual framework for this study. Giga et al. recommended
communication as a means of managing employee insecurity and improving
organizational effectiveness. Corporate communication is a means of communicating
organizational goals and vision to the organization. Organizational goals and vision need
to be effectively communicated to the organization to prevent ambiguity, which can lead
to workplace stress. Managers are enjoined to build communication strategies in projects
as a means of managing stress in the workplace, as ambiguity in communication and
information sharing was identified as a source of stress for employees (Ajayi et al.,
2019). Effective corporate communication strategy is an organizational-level intervention
to stress management (Giga et al., 2003).
Applications to Professional Practice
Identifying the strategies that managers use to manage employee occupational
stress is crucial to improve employee performance. Estimates of occupational stress-
related costs in Hong Kong were between $614 million and $905.3 million per annum
(Siu et al., 2020). Workplace stress has a negative impact on organization as it affects the
health and wellbeing of employees and leads to reduced efficiency (Foy et al., 2019).
This decline in performance requires managers in oil and gas companies to implement
strategies to reduce employee occupational stress. This study’s findings could
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significantly contribute to stress reduction and performance improvement arising from
the implementation of stress reduction strategies by managers in the oil and gas industry.
Based on the findings of my research, managers in oil and gas companies could
reduce employee occupational stress and improve organizational performance by
implementing three strategies, namely: (a) achieving quality work–life balance; (b)
improving employee competence, training, and development; and (c) improving
corporate communication. The first strategy, implementing quality work–life balance, is
important as it enables employees to manage the interface between work and life, thereby
leading to employee focus and improved performance. The second strategy, employee
competence, training, and development, is critical as employees are the most important
asset in an organization. Hence, the need to improve their competence through training
and development programs as a means of achieving organizational goals. The third
strategy, effective corporate communication strategy, ensures that organizational goals
and vision are effectively communicated to employees, including updates related to
future organizational plans and projects.
By implementing these stress-reduction strategies, managers in oil and gas
companies could reduce employee occupational stress and improve the performance of
organizations. Ali et al. (2019) asserted that the proactive management of organizational
knowledge-sharing initiatives can be a source of competitive advantage for organizations.
Therefore, the results of this research study may add to the body of knowledge on
strategies managers in oil and gas companies can use to reduce employee occupational
stress to improve organizational performance.
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Implications for Social Change
The findings of this study may significantly contribute to positive social change
by providing managers with the strategies to manage employee occupational stress,
thereby improving the health, wellbeing, and performance of employees. Additional
implications include reducing the negative effect of employee occupational stress on
healthcare costs and emotional outbursts that lead to vandalism, bullying, reduced social
contact, and depression. Organizations can benefit in the form of improved productivity
that may lead to increased profitability (Giga et al., 2003), thereby generating increased
revenue, which translates into an increased tax base for local communities, which could
be used to develop parks and social programs for benefiting citizens. Furthermore,
reduced employee occupational stress translates into increased organizational
profitability, which can lead to organizations performing corporate social responsibility
projects that positively benefit society (Weder et al., 2019).
Managers in the oil and gas industry implementing these stress-reduction
strategies of (a) quality work–life balance; (b) employee competence, training, and
development; and (c) corporate communication may preserve the health and wellbeing of
employees and meet organizational goals. By improving organizational productivity that
could lead to profitability, managers can implement sustainable projects in fulfillment of
their corporate social responsibility commitments to the host communities where they
operate. Such projects can be used for sponsoring medical outreaches and sporting
competitions; building of hospitals, schools, and civic centers; and awarding scholarships
to deserving citizens. By expanding the business, the organization could contribute to
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positive social change by creating employment opportunities for members of society.
Therefore, this study may help improve the health and wellbeing of employees, while
enabling managers of oil and gas companies to positively impact the society through the
implementation of projects in the society arising from improved organizational
performance that may lead to increased profitability, emanating from the reduction of
employee occupational stress.
Recommendations for Action
Research on stress-reduction strategies in the Nigerian oil and gas industry is
critical as oil and gas is the mainstay of the Nigerian economy (Olujobi, 2021). Employee
occupational stress negatively affects employees’ health and wellbeing, performance, and
organizational productivity. Managers can reduce employees’ anxiety caused by work
overload through the implementation of work–life balance initiatives (Wang et al., 2022).
Through the findings of this research, I highlighted areas that managers of oil and gas
companies should implement to manage the negative effects of employee occupational
stress and improve organizational performance and productivity.
My first recommendation is that managers of oil and gas companies implement
quality work–life balance initiatives and encourage employees to participate in these
programs. Aruldoss et al. (2021) stressed the importance of quality work–life balance
initiatives in the improvement of organizational effectiveness. Second, I recommend that
managers in the oil and gas industry improve employees’ competence through training
and development programs. Managers should aspire to employ competent employees and
put programs in place to improve and update their competence through participation in
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training and development programs. Human capital can be enhanced through training and
development (Archer-Brown & Kietzmann, 2018), thereby reducing job ambiguity,
which is a workplace stressor (Naoum et al., 2018). The reduction of workplace stress
leads to improved employee health, wellbeing, and performance. Finally, I recommend
that managers in oil and gas companies collaborate with human resources and the
corporate communication team in the organization to regularly share corporate
information and organizational goals, vision, and aspirations throughout the organization.
Huettermann and Bruch (2019) suggested that managers should incorporate human
resources in taking effective action to strengthen employees’ ability, motivation,
engagement, and opportunity. With the implementation of these strategies, managers in
the oil and gas companies can reduce workplace stress and improve organizational
performance. I will disseminate this study’s result to interested stakeholders through
presentation at conferences, industry events, seminars, publications in academic journals
on stress management, business journals, lateral learning to colleagues, and my
professional network.
Recommendations for Further Research
In this qualitative multiple case study, I aimed to explore strategies managers in
the oil and gas industry use to reduce employee occupational stress. To better recommend
future research, I examined the study’s limitations. The first limitation of this study was
the small sample size of three managers from three oil and gas companies located in
Nigeria. Irrespective of sample size, the depth of understanding is critical in qualitative
research (Boddy, 2016). The themes might be different if the sample size was increased.
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In addition, future researchers can extend this study to other industrial sectors aside from
the oil and gas industry. Therefore, I recommend future research with a larger sample size
and in other industrial sectors aside from the oil and gas industry.
Another limitation identified in pursuing this research was participants’ concerns
in revealing sensitive, stress-related health information. To mitigate this limitation in
future research, awareness can be conducted to enlighten and sensitize members of
organizations about the benefits derivable from transparency in research. Managers
should ensure fairness and transparency in managing the organization (Li et al., 2019;
Maulik, 2017). Future research should be conducted across the whole organization and
not targeted towards only managers. Therefore, I recommend future research should be
conducted across various cadre of employees with an emphasis on research benefits and
transparency. As a novice researcher, I possessed limited knowledge in conducting
research and my interpretation might have been subjective (see Ngozwana, 2018).
Consequently, I recommend that future research should include multiple experts with the
role of assisting in data coding and analysis to mitigate subjectivity.
Reflections
I found the Walden University’s Doctor of Business Administration Program
challenging. I am particularly grateful for the support and encouragement I have received
throughout the entire program from faculty and family members urging me to keep on. I
encountered successes while I also faced some challenges. In retrospect, the challenges
made me stronger and motivated me throughout the entire program.
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I gained an in-depth understanding of the strategies managers apply to reduce
employee occupational stress. My writing skills also improved. While conducting this
multiple case study, I explored the strategies managers in the oil and gas industry use to
reduce employee occupational stress. From the study findings, I learned that managers
apply a suite of SMI strategies made up of achieving quality work–life balance;
improving employee competence, training, and development; and improving corporate
communication.
I learned that employees deliver better results when they can manage the interface
between work and life. My new knowledge and understanding of the research problem
has positively impacted me as I have incorporated some of these strategies in managing
my subordinates to improve their work performance. In addition, I have acquired new
knowledge, which has changed my perceptions and personal biases about workplace
stress and the strategies used to implement to reduce employee occupational stress. I look
forward to the future with optimism.
Conclusion
In fast-paced business environments, employees are subjected to increasing
workplace stress. In this qualitative multiple case study, I used Giga et al.’s (2003) SMI
framework to explore strategies to reduce employee occupational stress. Through the
thematic analysis of collected data and review or archival documents, I found that
managers in the oil and gas industry can preserve employees’ health and wellbeing and
improve their performance through the implementation of stress-reduction strategies,
such as implementing quality work–life balance initiatives, improving employees’
92
competence through training and development, and using effective corporate
communication methods. These strategies may be helpful for managers to reduce
workplace stress and improve employee performance.
The three themes that emerged from the thematic analysis of the data and archival
document reviews were (a) quality work–life balance; (b) employee competence,
training, and development; and (c) corporate communication based on the strategies
implemented by the participating managers to reduce employee occupational stress.
Employees’ performance improves when they can properly manage the interface between
work and family (Hammond et al., 2020). From the evidence of this research, applying
these strategies could improve employees’ health and wellbeing, and improve
organizational performance.
93
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