Competitive Advantage And Stress Of Organizational Health

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Competitive Advantage and Stress Organizational health means profit; therefore, to gain profits organizations must secure and grow their competitive advantage. Competitive advantage is the means of strategically differentiating products and/or services an organization from its competitors, such as branding, customer base, product quality, reputation, leadership, organizational culture, innovation, intellectual property, patents, leadership, and customer or governmental relationships, to reduce and/or eliminate threats, such as substitution, buyer power, or new entry, and increase seller power (Ployhart, 2012; Ramesar, Koortzen, & Oosthuizen, 2009; Singh, 2009; Srivatvaa & Martinette, 2013). Consequently, rather it is innovation, product quality, leadership, relationships, or patents organizations cannot ignore the fact that human capital as the primary resource needed to sustain and grow their competitive advantage power (Ployhart, 2012; Ramesar, Koortzen, & Oosthuizen, 2009; Singh, 2009; Srivatvaa & Martinette, 2013). Therefore, it is a necessity for organizations to ensure their organizational health by addressing the psychological and physical well-being of their employees, which allows them to remain competitive in a global marketplace. Detrimental to organizational health and employee well-being is occupational stress as it hinders organizational effectiveness and efficiency through absenteeism, workplace violence, turnover, lowers product quality, poor job
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