A model of projects as a source of stress at work: A case for scenario-based education and training

Article

Darling, Eric John and Whitty, Stephen Jonathan. 2020. "A model of projects as a source of stress at work: A case for scenario-based education and training." International Journal of Managing Projects in Business. 13 (2), pp. 426-451. https://doi.org/10.1108/IJMPB-01-2019-0003
Article Title

A model of projects as a source of stress at work: A case for scenario-based education and training

ERA Journal ID19203
Article CategoryArticle
AuthorsDarling, Eric John (Author) and Whitty, Stephen Jonathan (Author)
Journal TitleInternational Journal of Managing Projects in Business
Journal Citation13 (2), pp. 426-451
Year2020
PublisherEmerald
Place of PublicationUnited Kingdom
ISSN1753-8378
1753-8386
Digital Object Identifier (DOI)https://doi.org/10.1108/IJMPB-01-2019-0003
Web Address (URL)https://www.emerald.com/insight/content/doi/10.1108/IJMPB-01-2019-0003/full/html
Abstract

Purpose
The purpose of this paper is to describe the relationship between project work and stress. It examines how the conditions of project work negatively impact on an individual’s mental and physical state of well-being, consequentially reducing organisational performance.

Design/methodology/approach
The authors systematically review the project management literature for sources of stress or stressors as it relates to Cooper and Marshall’s (1976) model of stress at work. The authors perform a thematic analysis on these stressors to reveal the “sub-stressor” conditions of project work.

Findings
A “model of projects as a source of stress at work” is developed. It shows the relationship between the sub-stressors of project work and the ill effects they have on mental and physical well-being of the project workforce.

Research limitations/implications
The findings of this study are constrained by the limits of a literature review process. This study has implications for research on stress in project work, as studies can benefit from the “model of projects as a source of stress at work”, which can be continually advanced to gain insights on the minimisation of physical and mental distress.

Practical implications
Many sectors including health, education, policing, aviation and military provide scenario-based training. In project management, a greater understanding of stressful scenarios and counter measures would improve health outcomes for project staff, human relations and project outcomes.

Originality/value
The study presents a comprehensive model of projects as a source of stress at work. It draws attention to the burden and cost of anxiety and stress placed on the project workforce. It makes the case for organisations and employees to take responsibility for the well-being of project staff.

KeywordsTraining, Human resources, Stress, Anxiety, Work satisfaction, Conflict, Human capital dimensions of projects, Critical project studies, Health and wellness
ANZSRC Field of Research 2020429999. Other health sciences not elsewhere classified
359999. Other commerce, management, tourism and services not elsewhere classified
350503. Human resources management
Public Notes

Files associated with this item cannot be displayed due to copyright restrictions.

Byline AffiliationsUniversity of Southern Queensland
Faculty of Business, Education, Law and Arts
Institution of OriginUniversity of Southern Queensland
Permalink -

https://research.usq.edu.au/item/q5593/a-model-of-projects-as-a-source-of-stress-at-work-a-case-for-scenario-based-education-and-training

Log in to edit
  • 217
    total views
  • 7
    total downloads
  • 2
    views this month
  • 0
    downloads this month

Export as

Related outputs

A leap of faith: overcoming doubt to do good when policy is absurd
Margetts, Fiona, Whitty, Stephen Jonathan and van der Hoorn, Bronte. 2024. "A leap of faith: overcoming doubt to do good when policy is absurd." Journal of Education Policy. 39 (2), pp. 191-213. https://doi.org/10.1080/02680939.2023.2198488
Playing With Power: Using Collage to Bring Reflexivity to Management Studies
Margetts, Fiona, van der Hoorn, Bronte and Whitty, Jon. 2023. "Playing With Power: Using Collage to Bring Reflexivity to Management Studies." Sage Research Methods. https://doi.org/10.4135/9781529624762
Historical role preparedness: A Bourdieusian analysis of the differential positions of professional staff and academics in an Australian managerialised university
Wheeldon, Anita Louise, Whitty, Stephen Jonathan and van der Hoorn, Bronte. 2023. "Historical role preparedness: A Bourdieusian analysis of the differential positions of professional staff and academics in an Australian managerialised university." Educational Management Administration and Leadership. https://doi.org/10.1177/17411432231191173
Burnt out by underinvestment: Why university professional staff suffer amidst the Australian work-integrated learning system
Wheeldon, Anita Louise, Whitty, Stephen Jonathan and van der Hoorn, Bronte. 2023. "Burnt out by underinvestment: Why university professional staff suffer amidst the Australian work-integrated learning system." International Journal of Work-Integrated Learning. 24 (1), pp. 99-115.
Fish-Out-of-Office: How managerialised university conditions makes administrative knowledge inaccessible to academics
Wheeldon, Anita Louise, Whitty, Stephen Jonathan and van der Hoorn, Bronte. 2023. "Fish-Out-of-Office: How managerialised university conditions makes administrative knowledge inaccessible to academics." Higher Education Quarterly. 77 (2), pp. 342-355. https://doi.org/10.1111/hequ.12404
Centralising professional staff: is this another instrument of symbolic violence in the managerialised university?
Wheeldon, Anita Louise, Whitty, Stephen Jonathan and van der Hoorn, Bronte. 2023. "Centralising professional staff: is this another instrument of symbolic violence in the managerialised university?" Journal of Educational Administration and History. 55 (2), pp. 181-199. https://doi.org/10.1080/00220620.2022.2095993
Deconstructing the “Ph” in “PhD”
Whitty, S. Jonathan and van der Hoorn, Bronte. 2022. "Deconstructing the “Ph” in “PhD” ." Mulligan, Deborah L., Ryan, Naomi and Danaher, Patrick Alan (ed.) Deconstructing Doctoral Discourses: Stories and Strategies for Success. Switzerland . Palgrave Macmillan. pp. 129-143
Sham project compliance behaviour: necessarily masking the reality of project work from senior management
Darling, Eric, John and Whitty, Stephen, Jonathan. 2021. "Sham project compliance behaviour: necessarily masking the reality of project work from senior management." International Journal of Managing Projects in Business. 14 (2), pp. 497-519. https://doi.org/10.1108/IJMPB-05-2019-0118
The project-space model: enhancing sensemaking
van der Hoorn, Bronte and Whitty, Stephen Jonathan. 2017. "The project-space model: enhancing sensemaking." International Journal of Managing Projects in Business. 10 (1), pp. 185-202. https://doi.org/10.1108/IJMPB-05-2016-0039
Absurdity amidst project work
Darling, Eric John. 2020. Absurdity amidst project work. PhD Thesis Doctor of Philosophy. University of Southern Queensland. https://doi.org/10.26192/0bs6-kc67
Drawing out critical conversations in the management classroom
van der Hoorn, Bronte and Whitty, S. Jonathan. 2020. "Drawing out critical conversations in the management classroom." Virtual MOBTS 2020 Conference. Virtual 2020
Getting agile about wicked problems: An outcomes framework for local council community development initiatives
van der Hoorn, Bronte, Richards, Abbey, Downes, Brent and Whitty, S. Jonathan. 2019. "Getting agile about wicked problems: An outcomes framework for local council community development initiatives." 33rd Australian and New Zealand Academy of Management Conference (ANZAM 2019). Cairns, Australia 03 - 06 Dec 2019 Southport, Australia.
Practitioner views on project management methodology (PMM) effectiveness
McGrath, Stephen and Whitty, Jonathan. 2020. "Practitioner views on project management methodology (PMM) effectiveness." Journal of Modern Project Management. 8 (1), pp. 188-215.
What do project management practitioners think governance is? A study on perceptions in Queensland, Australia
McGrath, Stephen Keith and Whitty, Stephen Jonathan. 2020. "What do project management practitioners think governance is? A study on perceptions in Queensland, Australia." International Journal of Managing Projects in Business. 13 (5), pp. 961-980. https://doi.org/10.1108/IJMPB-09-2018-0180
Governance terminology confusion in management and project management reference documents
McGrath, Stephen Keith and Whitty, Stephen Jonathan. 2019. "Governance terminology confusion in management and project management reference documents." Journal of Modern Project Management. 7 (3), pp. 146-171. https://doi.org/10.19255/JMPM02008
A typology of meanings: practitioners views of ‘program'
McGrath, Stephen Keith and Whitty, Stephen Jonathan. 2019. "A typology of meanings: practitioners views of ‘program'." Journal of Modern Project Management. 7 (2), pp. 228-245. https://doi.org/10.19255/JMPM02011
The suitability of MSP for engineering infrastructure
McGrath, Stephen and Whitty, Stephen Jonathan. 2020. "The suitability of MSP for engineering infrastructure." Journal of Modern Project Management. 7 (4), pp. 348-368. https://doi.org/10.19255/JMPM02216
The suitability of PRINCE2 for engineering infrastructure
McGrath, Stephen and Whitty, Stephen Jonathan. 2020. "The suitability of PRINCE2 for engineering infrastructure." Journal of Modern Project Management. 7 (4), pp. 312-347. https://doi.org/10.19255/JMPM02215
Thinking systemically to mobilise IPD capability
van der Hoorn, Bronte, Whitty, Jonathan and Walker, Derek H. T.. 2020. "Thinking systemically to mobilise IPD capability." Walker, Derek H. T. and Rowlinson, Steve (ed.) Routledge handbook of integrated project delivery. London, United kingdom. Routledge. pp. 99-116
The five modes of comportment for project managing: disclosing the tacit in project work
van der Hoorn, Bronte and Whitty, Stephen J.. 2019. "The five modes of comportment for project managing: disclosing the tacit in project work." International Journal of Project Management. 37 (3), pp. 363-377. https://doi.org/10.1016/j.ijproman.2019.01.009
Do steering committees really steer?
McGrath, Stephen Keith and Whitty, Stephen Jonathan. 2019. "Do steering committees really steer?" International Journal of Managing Projects in Business. 12 (3), pp. 785-807. https://doi.org/10.1108/IJMPB-04-2018-0064
The client-side project manager: a practitioner of Design Thinking
Usher, Greg and Whitty, Stephen Jonathan. 2018. "The client-side project manager: a practitioner of Design Thinking." Project Management Research and Practice. 5. https://doi.org/10.5130/pmrp.v5i0.6147
What is a program: an examination of terminology in practitioner reference documents
McGrath, Stephen Keith and Whitty, Stephen Jonathan. 2019. "What is a program: an examination of terminology in practitioner reference documents." Journal of Modern Project Management. 6 (3), pp. 6-27. https://doi.org/10.19255/JMPM01801
The Practitioner’s Tapestry: Revealing the epistemological diversity to project management knowledge
Krusi, Markus and Whitty, Stephen Jonathan. 2019. "The Practitioner’s Tapestry: Revealing the epistemological diversity to project management knowledge ." Journal of Modern Project Management. 7 (2), pp. 196-226.
Accountability and responsibility defined
McGrath, Stephen Keith and Whitty, Stephen Jonathan. 2018. "Accountability and responsibility defined." International Journal of Managing Projects in Business. 11 (3), pp. 687-707. https://doi.org/10.1108/IJMPB-06-2017-0058
The final state convergence model
Usher, Gregory and Whitty, Stephen Jonathan. 2017. "The final state convergence model." International Journal of Managing Projects in Business. 10 (4), pp. 770-795. https://doi.org/10.1108/IJMPB-11-2016-0090
A 'lived experienced’ tool for managing and building project delivery capability
van der Hoorn, Bronte, Duffield, Stephen and Whitty, S. Jonathan. 2016. "A 'lived experienced’ tool for managing and building project delivery capability." 30th Australian and New Zealand Academy of Management Conference (ANZAM 2016). Brisbane, Australia 06 - 09 Dec 2016 Australia.
Project management Yinyang: coupling project success and client satisfaction
Usher, Greg and Whitty, Stephen Jon. 2017. "Project management Yinyang: coupling project success and client satisfaction." Project Management Research and Practice. 4 (January-June). https://doi.org/10.5130/pmrp.v4i0.5523
Stakeholder defined
McGrath, Stephen Keith and Whitty, Stephen Jonathan. 2017. "Stakeholder defined." International Journal of Managing Projects in Business. 10 (4), pp. 721-748. https://doi.org/10.1108/IJMPB-12-2016-0097
The praxis of ‘alignment seeking’ in project work
van der Hoorn, Bronte and Whitty, Stephen J.. 2017. "The praxis of ‘alignment seeking’ in project work." International Journal of Project Management. 35 (6), pp. 978-993. https://doi.org/10.1016/j.ijproman.2017.04.011
Identifying and managing drift-changes
Usher, Greg and Whitty, Stephen J.. 2017. "Identifying and managing drift-changes." International Journal of Project Management. 35 (4), pp. 586-603. https://doi.org/10.1016/j.ijproman.2017.02.015
The private life of project managers - the social struggle
Whitty, S. Jonathan. 2011. "The private life of project managers - the social struggle." PMOz 2011 Incorporating the PMI Australia National Conference: Project Management at the Speed of Light. Sydney, Australia Sydney, Australia.
The project manager is condemned to be free: a continental model of angst in projects
van der Hoorn, Bronte and Whitty, Jon. 2015. "The project manager is condemned to be free: a continental model of angst in projects." IRNOP 2015: Building Partnerships Though the Power of Projects. London, United Kingdom 21 - 24 Jun 2015 London, United Kingdom.
Chocolates, cats, dips and loops: the lived experience of managing projects
van der Hoorn, Bronte and Whitty, Jon. 2015. "Chocolates, cats, dips and loops: the lived experience of managing projects." IRNOP 2015: Building Partnerships Though the Power of Projects. London, United Kingdom 21 - 24 Jun 2015 London, United Kingdom.
Talking with Russian Dolls: revealing the project 'lived experience' through Heidegger’s spatiality and temporality
van der Hoorn, Bronte and Whitty, S. Jonathan. 2015. "Talking with Russian Dolls: revealing the project 'lived experience' through Heidegger’s spatiality and temporality." APROS/EGOS Conference 2015: Spaces, Constraints, Creativities: Organization and Disorganization. Sydney, Australia 09 - 11 Dec 2015 Sydney, Australia.
From the project manager’s desk: the ‘lived experience’ disclosed
van der Hoorn, B. and Whitty, S. J.. 2015. "From the project manager’s desk: the ‘lived experience’ disclosed." APROS/EGOS Conference 2015: Spaces, Constraints, Creativities: Organization and Disorganization. Sydney, Australia 09 - 11 Dec 2015 Sydney, Australia.
Reconceptualising project management methodologies for a post-postmodern era
McKenna, Terry and Whitty, S. Jonathan. 2012. "Reconceptualising project management methodologies for a post-postmodern era." PMOz 2012 Incorporating the PMI Australia National Conference. Melbourne, Australia 15 - 16 Aug 2012 South Brisbane, Australia.
A systemic lessons learned and captured knowledge (SLLCK) model for project organizations
Duffield, Stephen and Whitty, Jonathan. 2012. "A systemic lessons learned and captured knowledge (SLLCK) model for project organizations." 9th Annual Project Management Australia Conference (PMOz 2012). Melbourne, Australia 15 - 16 Aug 2012 South Brisbane, Australia.
Let’s discuss aesthetics for projects
van der Hoorn, Bronte and Whitty, Jon. 2016. "Let’s discuss aesthetics for projects." Project Management Journal. 47 (3), pp. 63-76. https://doi.org/10.1177/875697281604700306
The project management office: it’s just not what it used to be
Darling, Eric John and Whitty, Stephen Jonathan. 2016. "The project management office: it’s just not what it used to be." International Journal of Managing Projects in Business. 9 (2), pp. 282-308. https://doi.org/10.1108/IJMPB-08-2015-0083
Projectyness: a spectrum of greater or lesser capability
van der Hoorn, Bronte and Whitty, Stephen J.. 2016. "Projectyness: a spectrum of greater or lesser capability." International Journal of Project Management. 34 (6), pp. 970-982. https://doi.org/10.1016/j.ijproman.2016.05.003
Redefining governance: from confusion to certainty and clarity
McGrath, Stephen Keith and Whitty, Stephen Jonathan. 2015. "Redefining governance: from confusion to certainty and clarity." International Journal of Managing Projects in Business. 8 (4), pp. 755-787. https://doi.org/10.1108/IJMPB-10-2014-0071
Signs to dogma: a Heideggerian view of how artefacts distort the project world
van der Hoorn, Bronte and Whitty, Stephen J.. 2015. "Signs to dogma: a Heideggerian view of how artefacts distort the project world." International Journal of Project Management. 33 (6), pp. 1206-1219. https://doi.org/10.1016/j.ijproman.2015.02.011
A Heideggerian paradigm for project management: breaking free of the disciplinary matrix and its Cartesian ontology
van der Hoorn, Bronte and Whitty, Stephen J.. 2015. "A Heideggerian paradigm for project management: breaking free of the disciplinary matrix and its Cartesian ontology." International Journal of Project Management. 33 (4), pp. 721-734. https://doi.org/10.1016/j.ijproman.2014.09.007
Developing a systemic lessons learned knowledge model for organisational learning through projects
Duffield, Stephen and Whitty, S. Jonathan. 2015. "Developing a systemic lessons learned knowledge model for organisational learning through projects." International Journal of Project Management. 33 (2), pp. 311-324. https://doi.org/10.1016/j.ijproman.2014.07.004
Aged care informatics: exploring the role of information, knowledge and aged care management
Hume, Margee, Soar, Jeffrey, Whitty, S. Jonathan, Hume, Craig, El Sayed, Faeka and Johnston, Paul. 2014. "Aged care informatics: exploring the role of information, knowledge and aged care management." International Journal of Enterprise Information Systems. 10 (2), pp. 1-20. https://doi.org/10.4018/ijeis.2014040101
Agile is not the end-game of project management methodologies
McKenna, T. and Whitty, S. J.. 2013. "Agile is not the end-game of project management methodologies." 10th Annual Project Management Australia Conference (PMOz 2013): Projects Driving and Sustaining the Future of the Australian Economy. Melbourne, Australia 17 - 18 Sep 2013 Melbourne, Australia.
Do steering committees and boards constitute good project governance?
McGrath, S. K. and Whitty, S. J.. 2013. "Do steering committees and boards constitute good project governance?" 10th Annual Project Management Australia Conference (PMOz 2013): Projects Driving and Sustaining the Future of the Australian Economy. Melbourne, Australia 17 - 18 Sep 2013 Melbourne, Australia.
Complexity and project managers' competencies
Maylor, Harvey and Whitty, Stephen. 2007. "Complexity and project managers' competencies." 7th International Research Workshop on Project Management. Lille, France Aug 2007
Thinking in slow motion about project management
Whitty, Jonathan. 2013. "Thinking in slow motion about project management." Drouin, Nathalie, Muller, Ralf and Sankaran, Shankar (ed.) Novel approaches to organizational project management research: translational and transformational. Copenhagen, Denmark. Copenhagen Business School Press. pp. 95-116
Existentialism, evolution, and the matter of project management enquiry
Whitty, Stephen Jonathan. 2011. "Existentialism, evolution, and the matter of project management enquiry." 25th IPMA World Congress: Project Management - Delivering the Promise. Brisbane, Australia 09 - 12 Oct 2011 Sydney, Australia.
How to train your manager: a Darwinian perspective
Whitty, S. Jonathan. 2011. "How to train your manager: a Darwinian perspective." Bourne, Lynda (ed.) Advising upwards: a framework for understanding and engaging senior management stakeholders. Farnham, Surrey, UK. Gower. pp. 243-268
Insights from complexity for organisations
Whitty, Jon. 2011. "Insights from complexity for organisations." Building Business Communities: Justice, Performance and Change Creating a Sustainable Scholarly Community Colloquia (2011). Brisbane, Australia 09 Nov 2011 Toowoomba, Australia.
New philosophy of project management: an investigation into the prevalence of modern project management by means of an evolutionary framework
Whitty, Stephen Jonathan. 2009. New philosophy of project management: an investigation into the prevalence of modern project management by means of an evolutionary framework . PhD by Publication Doctor of Philosophy. University of Queensland .
It's just absurd [In my view]
Whitty, Jon. 2006. "It's just absurd [In my view]." Project: The Voice of Project Management.
'C' for craftsmanship not 'C' for complexity
Whitty, S. Jonathan. 2008. "'C' for craftsmanship not 'C' for complexity." Kardon, J. (ed.) PMI 2008: PMI Global Congress Asia Pacific. Sydney, Australia 03 - 05 Mar 2008 Newtown Square, PA, USA.
On a new philosophy of project management: an investigation into the prevalence of modern project management by means of an evolutionary framework
Whitty, Stephen Jonathan. 2011. "On a new philosophy of project management: an investigation into the prevalence of modern project management by means of an evolutionary framework." International Journal of Managing Projects in Business. 4 (3), pp. 524-533. https://doi.org/10.1108/17538371111144210
21st century project management: open source body of knowledge
Whitty, S. Jonathan. 2010. "21st century project management: open source body of knowledge." 7th Annual Project Management Australia Conference (PMOz 2010): Building on the Global Recovery. Brisbane, Australia 23 - 26 Aug 2010 Sydney, Australia.
And then came complex project management
Whitty, S. Jonathan and Maylor, Harvey. 2007. "And then came complex project management." Kisielnicki, J. A. and Sroka, S. (ed.) 21st IPMA World Congress on Project Management. Cracow, Poland 18 - 20 Jun 2007 BD Nijkerk, Netherlands.
The PM BOK Code
Whitty, S. J. and Schulz, M. F.. 2006. "The PM BOK Code." Turner, Rodney (ed.) 20th IPMA World Congress on Project Management. Shanghai, China 15 - 17 Oct 2006 BD Nijkerk, The Netherlands.
Engineering project management: doing not teaching
Ziemski, Marcin and Whitty, Stephen Jonathan. 2005. "Engineering project management: doing not teaching." Moscinski, Jerzy and Obracaj, Danuta (ed.) ICEE 2005: Global Education Interlink. Gliwice, Poland 25 - 29 Jul 2005 Gliwice, Poland.
Project management artefacts and the affective emotions they evoke
Whitty, Stephen Jonathan. 2010. "Project management artefacts and the affective emotions they evoke." International Journal of Managing Projects in Business. 3 (1), pp. 22-45. https://doi.org/10.1108/17538371011014017
Team project: a method of teaching project management?
Whitty, S. J. and Schulz, M.. 2005. "Team project: a method of teaching project management?" Love, P. and Baccarini, D. (ed.) Australian Institute of Project Managers 2005 Conference. Melbourne, Australia 09 - 11 Oct 2005 Sydney, Australia.
The impact of Puritan ideology on aspects of project management
Whitty, Stephen Jonathan and Schulz, Mark Frederick. 2007. "The impact of Puritan ideology on aspects of project management." International Journal of Project Management. 25 (1), pp. 10-20. https://doi.org/10.1016/j.ijproman.2006.05.002
A memetic paradigm of project management
Whitty, Stephen Jonathan. 2005. "A memetic paradigm of project management." International Journal of Project Management. 23 (8), pp. 575-583. https://doi.org/10.1016/j.ijproman.2005.06.005
And then came complex project management (revised)
Whitty, Stephen Jonathan and Maylor, Harvey. 2009. "And then came complex project management (revised)." International Journal of Project Management. 27 (3), pp. 304-310. https://doi.org/10.1016/j.ijproman.2008.03.004