INDIVIDUAL, INTERPERSONAL AND ORGANIZATIONAL-FACTORS IN MENTAL DISTRESS AT THE WORKPLACE

The main purpose of this study was to investigate the scientific merit of a two-step model designed to explain fluctuations of psychological distress in organizations. In this model, psychological distress is first predicted by three specific organizational stressors: quantitative work overload, role conflict and role ambiguity. On the other hand, stressors are determined by individual resources (locus of control and type A behaviour), interpersonal resources (received social support), and organizational resources (worker's decisional latitude). The sample consisted of 636 workers recruited through four organizations. Results of multiple regression analyses show that work overload is associated with type A behaviour and supervisor support. Role ambiguity is predicted by supervisor support and demographics variables. Role conflict is associated with type A behaviour pattern and supervisor support, and also decision latitude. Finally, psychological stress is explained by work overload, role ambiguity, supervisor support, stressful life events and education. The theoretical implications of these results are discussed.