The Effect of Job Status on Stressors and Stress Coping Strategies in the New Zealand Construction Sector

Abstract

The construction sector is a substantial employer but has a reputation for having stressful jobs. This study investigates whether stress is affected by job status within the hierarchical structure of construction teams from highest status executives to managers with intermediate status to tradespersons (both skilled and unskilled) with the lowest status. Statistical analysis of survey responses from 300 New Zealand construction workers explores the effect of job status on significant stressors and identifies key stress coping strategies for the different roles. Tradespersons are primarily stressed by physical job demands and are most likely to turn to maladaptive stress responses. They would benefit from site safety and stress reduction training. Relationship-based stressors are problematic for managers, and this could be addressed in communication and role-specific skills training. Both managers and tradespersons would benefit from an organization culture that fosters supportive management, career development, flexible work hours, and counseling services. Executives face stress from long hours, operational problems and managing contractors. If they prioritize financial success, then they may be reluctant to implement costly training programs and flexible work schedules. However, reducing job stress amongst all team members can improve job satisfaction, reduce employee turnover and increase productivity of the whole team.