The Effect of Organisational Culture and Psychological Capital on Job Stress

Abstract

The present study aimed at understanding the effect of organizational culture and psychological capital on job stress in young adults employed in the Information Technology sector in Bengaluru, Karnataka. The study used a mixed method, sequential explanatory design. Data were collected from 99 young adults between the ages of 23-35 years using tools to meet the study objectives. The analysis was done on the results to understand the effect of organizational culture on job stress, to understand the effect of psychological capital and job stress and to study the relationship between organizational culture and psychological capital. The qualitative phase used a semi-structured interview on six participants with mild stress and severe stress. Thematic analysis was used to interpret the data obtained. Results from both phases show that there is a significant effect of organizational culture on job stress, where a hierarchical and marketplace culture produces severe job stress whereas the clan and adhocracy culture produces mild stress. The effect of psychological capital on job stress was significant where high psychological capital produced mild stress and individuals with low psychological capital had severe stress. Higher levels of psychological capital tend to fall under the clan and adhocracy culture in contrast to lower levels of psychological capital under the hierarchy and marketplace culture. The study discusses the themes discovered, implications and recommendations from the data obtained.