오늘날의 기업들은 세계화에 따른 글로벌 경영, 제품과 서비스의 과잉공급, 선택기회의 다양성, 고객의 기대 상승 등으로 경영환경이 급격히 변화하고 있다. 동시에 무한 경쟁과 불확실한 경영환경 속에서 종업원들은 역할갈등, 역할 모호, 역할과부하, 대인간 관계, 안전, 직무불안정, 업무 성과에 대한 압력 등으로 심각한 스트레스에 노출되어 있다. 본 연구에서는 건설업 종업원을 중심으로 직무역할, 대인관계 및 직무환경 관련 요인들이 직무스트레스에 어떻게 영향을 미치며, 또한 개인적 특성과 조직적 지원에 따라 직무스트레스와 직무탈진 및 직무태도 간의 관계에 어떠한 영향을 미치는지 분석하였다. 연구 결과 6개의 스트레스 유발요인들(역할모호성, 역할갈등, 역할과부하, 대인관계, 안전, 직무불안정성) 중 대인관계 변수를 제외하고는 통계적으로 유의하게 나타났으며, 직무스트레스는 직무만족, 직무몰입, 그리고 전업의지에 유의한 설명력을 가지는 것으로 나타났다. 조직적 지원 등은 직무스트레스와 직무탈진간의 관계에서 통계적으로 유의하게 조절효과를 하는 것으로 나타났다. 그러나 직무만족과 전업의지의 경우 조직적 지원은 유의하게 나타나지 않았다. 즉, 건설업 종업원들의 경우 상사나 동료로부터의 지원이라는 조직적 지원이 직무스트레스 대처전략으로 유효하지 못하였다.속적으로 검증하고 발전시키는 것이 요구된다.
Today, companies faces the rapid changes in environments owing to global management, excessive supply of the products and services, diversity, and increasing expectation of customers. Thus, employees are exposed to the numerous job requirements and stresses from the role conflict, the role ambiguity, the role overload, the interpersonal relations, safety, the job insecurity, and the job performance. Particularly, employees in the construction industry work in a more poor environment compared to those in other industries. These situations cause job stress, job dissatisfaction, low productivity, higher absences and turnover, and low organizational performance. To cope with these difficulties, managers should manage to reduce job stresses, job burnouts, and negative job attitudes. The extant study on job stress indicates that the study of job stress has been limited to the effect of job stress and job attitudes. Thus, this study is added to the previous studies in the area of job stress including the concept of self-esteem and organizational support as moderating variables. The purpose of this study is to examine the relationship among stressors, job stresses, job burnouts, job attitudes, self-esteems, A-type personality, and organizational supports. The research results can be led to show how stressors affect on job stress, job burnout and job attitudes as proceeding factors. According to the research result, firstly, role conflict, role ambiguity, role overload, safety, and job insecurity influence job stress. Employees have perceived the high level of role conflict, role ambiguity, role overload, job insecurity, and low level of safety, then their job stress level also has increased. Thus, managers try to decrease role conflict, ambiguity, overload, job insecurity, and to increase safety of employees so as to decrease the level of job stress. Secondly, organizational support have significant moderating relationships with job stress and job burnout. Thirdly, organizational support has not a significant moderating relationship with job satisfaction and change-job intention. This result means that, in human resource management, the management of organizational support should be controled separately.