THE STRESS OF ORGANIZATIONAL-CHANGE - A DYNAMIC PROCESS MODEL

Organisations in the global marketplace continue to experience tremend ous change, Although most of these changes are necessary and long over due, the downside includes the risk of huge costs in terms of increase d health care expenses, lost productivity, lower levels of job satisfa ction, and low morale. These costs may be directly attributed to the d istress that is created when an organisation's employees encounter con stant changes. This paper establishes a dynamic framework from which w e can begin to understand the complex interplay between change at the organisational level and stress at the individual level. Using this fr amework, comprehensive interventions can ultimately be developed to he lp employees manage the stress of organisational transitions.