This paper, firstly, studies the structure and statistics of work stressor of managers, and proves its applicability to Chinese managers.Then, the paper analyses the work stressor which influence managers in State-own...This paper, firstly, studies the structure and statistics of work stressor of managers, and proves its applicability to Chinese managers.Then, the paper analyses the work stressor which influence managers in State-owned Enterprise and Private Enterprises,and point out each of them has its own Two-dimentional mode.The former is structure and trendency of its organization——work condition and requirement, while the latter is career development——the role in the organization.Further studies show that the work stressor which affects work satisfaction of managers in State-owned Enterprises is “structure and trendency of its organization” and “work condition and requirement”,whereas affects that in Private Enterprises is “career development” and “the role in the organization”.However,other work stressor doesn’t put pressure on the managers of Chinese present State-owned Enterprises and Private Enterprises.展开更多
文摘This paper, firstly, studies the structure and statistics of work stressor of managers, and proves its applicability to Chinese managers.Then, the paper analyses the work stressor which influence managers in State-owned Enterprise and Private Enterprises,and point out each of them has its own Two-dimentional mode.The former is structure and trendency of its organization——work condition and requirement, while the latter is career development——the role in the organization.Further studies show that the work stressor which affects work satisfaction of managers in State-owned Enterprises is “structure and trendency of its organization” and “work condition and requirement”,whereas affects that in Private Enterprises is “career development” and “the role in the organization”.However,other work stressor doesn’t put pressure on the managers of Chinese present State-owned Enterprises and Private Enterprises.
