As the paper highlighted above, stress has significant impacts on staff and the result is eventually noted on companies. Companies incur immense losses due to stress-related instances among staffs, which are reflected in absenteeism, accidents, healthcare expenses and a general decline in productivity (Handy 1999). It is worth noting that most occurrences of workplace stress are related to the events that take at different levels of the organization. It could be due to conflict among employees or between employees and their managers; or due to poor allocation of duties, which result in overburdening of some staff. Hence, stress at the workplace can be attributed to two broad attributes of the organization: the organization structure and organization culture. Generally, the distribution of work roles at the workplace affects the performance of employees since it determines whether they will be motivated or demoralized. This is the aspect of organizational structure. How work is distributed in terms of working hours, amount of work, incentives for the work, adherence to deadlines and so on all affect the level of stress among individuals. The kind of environment created by employees, managers and all players at the workplace also affect the level of stress experienced by the aforementioned figures. This is the role played by organization culture in impacting on stress. It is undisputable that conflicting demand from different organizational stakeholders would affect greatly the performance staff, if not impose different levels of stress to them. Additionally, personal conflicts among employees are not a good picture in the purview of organizations. This paper will evaluate how the structure of organizations affects worker performance.
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