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Human resource is one of the key factors in determining organizational coping and profitability. Despite adverse market conditio

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问题     Human resource is one of the key factors in determining organizational coping and profitability. Despite adverse market conditions and fluctuations, many organizations have implemented changes that seek to improve their competitiveness. The consequences of organizational change, however, can vary. Sometimes, the employees may accept the change readily; at other times, the change is met with resistance and dissatisfaction of the employees.
    Change and stress are closely related. Because of the feelings of uncertainty, insecurity, and threat that it invokes, organizational change can be extremely stressful for the individual. When change occurs, employees may be stressed by role overload, role ambiguity, and role boundary.
    According to Selye, a little stress is actually good. When stress is at its optimal level, it can increase human resource potential as it spurs individuals to achieve their best working performances.
    However, stress can become negative and destructive when its optimal level is exceeded. This could result in individuals experiencing high levels of anxiety or depression, low job motivation, somatic problems such as headaches, loss of appetite, trouble sleeping and ill health. In an organization that has many of its employees overly stressed or burned out, there are many detrimental consequences such as higher absenteeism, lower productivity, lower job satisfaction, and low morale.
    There is variation in the manner individuals respond to organizational change. Individuals may undergo a similar change process in the organization, but the stress evoked by the change can be perceived very differently. Some individuals may regard change as a threat, feeling distressed and fearful of the uncertain consequences of the change. Others may react to the change with outbursts of anger and complaints. Yet there are also those who welcome change with an optimistic attitude, seeing change as a challenge, an opportunity for growth and improvement.
    What accounts for the differences in experiencing change and perceiving stress for these individuals? Many studies suggest organizational characteristics, such as workplace climate, empowerment, and information about change, as factors that affect an individual’s adjustment to organizational change and stress. However, the research is often focused on organization-level phenomena, rather than on individual factors.
    Every person has a distinct set of personality characteristics, owns different resources, and employs different coping strategies to deal with change. This explains why coping with organizational change and stress can turn out to be very different experiences for individuals. For instance, recent micro-level research on individuals has identified dispositional traits that predict a person’s ability to cope with change. Hence, on top of looking at organizational factors, this study also examines individual factors that may help to maximize an individual’s potential to work productively and efficiently in the midst of change.
According to the fourth paragraph, what should the organization do about the impact of the stress?
选项 A、The organization should take some measures to prevent stress and provide more freedom for the employees.
B、It is in the organization’s best interest to reduce the amount of distress coming from the organizational change, so as to enhance its human resource potential.
C、The organization should disregard the impact, otherwise, the interest and efficiency could be affected.
D、The organization should know what causes the stress and eliminates the origins of the stress.
答案B
解析 此题是对文章第四段的考查。原文第四段主要内容是列举了员工在面对压力之时的各种表现，从最后一句可得员工压力过大会带来缺勤率较高，生产效率低下等问题。由此，可以推断企业要尽量减少或者避免出现上述问题。故答案为B。
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