Resumen
Engineers often play vital roles in technical planning, designing, and operating projects, as well as implementing standard requirements in the physical sites. Although architectural designs may be similar in a construction project, the technical problems, including soil conditions, loading calculations, team combination, etc., often vary between projects. Although previous studies focus on the stress management of construction professionals, little research has been particularly conducted for the effects of stressors and stress of engineers on their organizational commitment. It is inevitable for engineers to experience different uncertainties, harsh working environments, and serious legal liabilities, while there is often no tolerance when it comes to deadlines and safety requirements. All this definitely puts great pressure on them and may subsequently affect their commitment to their organizations. The present study aimed to investigate the impact of stressors and stress on the commitment of engineers in the construction industry. A total of 146 respondents participated in a questionnaire survey, and various statistical analyses including a reliability test, correlation, and hierarchical multiple regressions were adopted for developing the optimized commitment models. The research results revealed that (1) Type A personality was a key factor, which had a significant positive effect on all the three organizational commitments of professional engineers in the construction industry; (2) poor office environment, job overload, and role ambiguity were positively associated with continuance and normative commitment, whereas poor site environment and lack of job autonomy were negatively linked with affective commitment; and (3) stress had a negative relationship with affective commitment; (4) however, there was no relationship between stress and continuance or normative commitment. In order to establish holistic organizational commitment strategies in the industry well, the current study indicates key stressors to upper management to help them efficiently manage complicated project teams in construction projects. In addition, it contributes the body of knowledge by developing an integrated commitment model for engineers. Finally, numerous recommendations are made, such as encouraging Type A personality behaviors, providing sufficient job autonomy, improving worksite conditions to enhance the organizational commitment of engineers, and reducing the adverse impacts of these stressors and stress.