Researching about organization commitment at DHG pharma in viet nam

INTRODUCTION--- 2 Company introduction- DHG Pharma Company ---2 Principal activities- Capitalization---2 Vision- Mission- Core values---6 Organisational structure ---6 Financial perfor

RESEARCH PROJECT (BMAOUM0915)

RESEARCHING ABOUT ORGANIZATION COMMITMENT AT DHG PHARMA

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Advisor’s signature

(March, 2017)

DR NGUYEN THE KHAI

ADVISOR’S ASSESSMENT

I would like to thank my teacher for his participation in the survey who supported my work in this way and helped me get results of better quality I would like to express my deepest gratitude to Dr NGUYEN THE KHAI, who instructed, gave me a chance and guided me to do this research

I am also grateful to my friends in the this class for their patience and support in overcoming numerous obstacles I have been facing through my research

Last but not the least, I would like to thank my family: my mother and sister for supporting me spiritually throughout writing this thesis and my my life in general

Once again, I thanks very much to all !

With kindest regards,

HCMC, Mar 2017

NGUYEN THI DIEM THUY Student

ACKNOWLEDGEMENTS

ABSTRACT - 1

PART I INTRODUCTION - 2

Company introduction- DHG Pharma Company -2

Principal activities- Capitalization -2

Vision- Mission- Core values -6

Organisational structure -6

Financial performance - The positioning statement -7

Research introduction -9

Reason of research- Introduction of Research -9

Motivation of the study- significance of the study -10

Purpose of the study- Question of the study -12

Time of research- Overcome of research -13

PART II: LITERATURE REVIEW -14

Organization Commitment -15

Job Satisfaction -20

Employee Pay Level -23

Work Role Ambiguity -25

Job Tension -27

CONTENTS

PART III METHODS -31

Research design -31

Sample -31

Measures -32

Data

Analysis -Error! Bookmark not defined.6 PART IV RESULTS -39

Reliability

statistic -Error! Bookmark not defined.9 Descriptive statistic -40

Correlation statistic -40

Hypotheses Testing Results -42

PART V DISCUSSION -48

PART VI RECOMMENDATION - 54

Appendix 1: Survey Questionnaires -57

Appendix 2: Presentation Slides -61

Table 1.1: Capitalization -5

Table 1.2: Organisational structure -7

Table 1.3: Financial performance -7

Table 1.4: DHG’s position in Southeast Asia -8

Table 1.5: DHG’s position in the Vietnam pharmaceutical industry -9

Table 2.1: Maslow’s Need Hierarchy - 14

Table 2.2: The basic process of organizational behavior - 16

Table 2.3: Attitudinal and behavioral perspectives on organizational commitment Table 2.4: Prerequisites for organizational commitment - 17

Table 3.1: Hypotheses - 31

Table 3.2: Measures - 35

Table 4.1: Reliability Statistics - 38

Table 4.2: Descriptive Statistics - 39

Table 4.3: Correlations 40

Table 4.4: Model Summary (H1) -41

Table 4.5: Coefficientsa (H1) -42

Table 4.6: Model Summary (H2) 43

Table 4.7: Coefficientsa (H2) 43

Table 4.8: Model Summary (H3) 44

Table 4.9: Coefficientsa (H3) 45

LIST OF TABLE

Table 4.10: Model Summary (H4) 46

Table 4.11: Coefficientsa (H4) 46

Figure 1: DHG Pharma’s Production Line -4

Figure 2: DHG Pharma's Product List -4

Figure 3: DHG Pharma’s Factory -6

Figure 4: The Board of Directors -6

Figure 5: Job Satisfaction -23

Figure 6: Are you stressed at work? -27

LIST OF FIGURE

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The purpose of the study was to investigate the influence of Job satisfaction (JS), Employee pay level (EPL), Work role ambiguity (WRA), and Job tension (JT) on Organization commitment (OC) in DHG Pharma company Practical data were

collected from 285 employees out of 1,000 employees in the company by means of a questionnaire Statistical techniques such as descriptive statistics, correlation and linear regression were employed The results of the study indicated a positive significant

relationship between Job satisfaction, Employee pay level, Job tension and Organization commitment

Empirical results also indicated that the Work role ambiguity were having slightly impact or was not having significant impact on Organization commitment The results

can provide the reference for Human Resource Management Team about the

relationship between Job satisfaction (JS), Employee pay level (EPL), and Job tension (JT) on Organization commitment (OC) in DHG Pharma company

Key Words: Job satisfaction (JS), Employee pay level (EPL), Work role ambiguity (WRA), and Job tension (JT) on Organization commitment (OC)

ABSTRACT

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Figure 1: DHG Pharma’s Factory

Company introduction Principal activities

FORMATION HISTORY

Establishment: Precursor of DHG Pharma (DHG) was 2/9 Pharmaceutical Factory and

was founded on September 02nd 1974 at 5 Dat Set Channel, Khanh Lam Commune (Khanh Hoa Commune now), U Minh District, Ca Mau Province

After 30/4/1975 Southwest District People Health Board was dissoluted, Pharmaceutical Factory 2/9 was managed by the Department of Health Hau Giang

In 1982: Factory of United Hau Giang Pharma was established on the base of uniting three branches: 2/9 state-owned pharmaceutical factory, Level 2 Pharmaceutical Company, and Pharmacognostic Station

In 1988: People’s Committee of Hau Giang Province decided to merge Health Device

Material Supply Company and Factory of United Hau Giang Pharma

Ngày 02/9/2004: On September 2, 2014: Factory of United Hau Giang Pharma was equitized into DHG Pharma Joint-Stock

PART I: INTRODUCTION

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MILESTONES

In 2004: Become Joint-Stock Company

In 2005: Become member of Enterprise Club having over 500 billion VND in revenue

Be the first enterprise pharmaceutical equivalent clinical trial Haginat and Klamentin powder Develop effective policies to attract talent, especially the policy of "4D Salary”

In 2006: First time having listed stocks at SGDCK HCM city; Achieving

WHO-GMP/GLP/GSP

In 2007: Recognize vison, mission, and 7 core values Try relevant biology successfully

Haginat 250 mg and Glumeform 500mg Increase required capital from 80 billion to 200 billion VND Established 02 first subsidiaries and SH and DHG Pharma Travel Convert ISO / IEC 17025 from version 1999 to version 2005

In 2008: Operate effectively modern managerial tools: 10.5S, Balance Score Card

Established 6 branches: CM Pharma, DT Pharma, HT Pharma, ST Pharma, DHG PP, DHG Nature

In 2009: Successfully perform 20/80 strategy: product, customer, human capital,

established A&G Pharma

In 2010: Successfully perform “Kieng 3 chan” Strategy: Shareholders, customers, and

laborers Established 3 branches: TOT Pharma, TG Pharma and Pharma DHD MTV Ltd

In 2011: Successfully Initiated “ Increase the productiveness of the branch operation”,

Established Bali Pharma

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In 2012: Subject “Today Solution is Tomorrow Problem” brought the company high

effectiveness in expense controlling, risk management and policy Established 5 branches: VL Pharma, TVP Pharma, B&T Pharma, DHG PP1, DHG Nature 1

In 2013: Completed project of new Non Betalactam Factory, standardized GMP WHO

at industrial park Tan Phu Thanh Its capacity was over 4 billion products per year Completed DHG packaging and Printing Factory of DHG PP1 at industrial park Tan Phu Thanh

Figure 1: DHG Pharma’s Production Line

Figure 2: DHG Pharma’s Product List

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Capitalization:

The charter capital increasing:

No Subjects Increased

capital

Charter capital No GCNDKCK Date

1 Equitisation: the

initial charter capital 80.000.000 80.000.000

67/2007/GCNCO-CNTTLK 18/12/2006

1 Quality, safety, effectiveness targeted as our highest commitments

2 Knowledge and creativity served as our foundation for development

3 Responsibility, cooperation, and promotion prioritized in our motto of action

4 DHG Pharma identity features taken as our pride

5 Mutual prosperity with partners established as our long-term goal

6 Outstanding differentiation employed as our strength in competitions

7 Benefits for the community centered upon at the start of all activities

Organisational structure:

Figure 3: The Board of Directors

*Growth potential of generics in emerging market:

Generics in the emerging countries holds a high proportion and their proportion increased from 58% (2012) to 63% (2018) This is a potential market for pharmaceutical

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companies producing generics Up to 2018, proportion of patent drug will be decreased, generics will grow fast but will only account for 36% because of its low value

*DHG’s position compared with peers in Southeast Asia:

According to Bloomberg, in 2014, in Top 10 listed pharmaceutical companies in Southeast Asia, DHG ranked 6th in market capitalization, 7th in sales and 5th in profit after tax

Table 1.4: DHG’s position in Southeast Asia

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* DHG’s position compared with peers in the Vietnam pharmaceutical industry

Table 1.5: DHG’s position in the Vietnam pharmaceutical industry

Research introduction Reason of research

Vietnam Pharmaceutical Industry growth has slowed down in recent years due to cyclical economic downturn The average growth rate of 2005-2015 reached 15.8% per year, but during 5 years from 2011 to 2015 this figure was only 10.5% Nevertheless, growth rate of Vietnam pharmaceutical market remains high among emerging markets group and also has great growth potential

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In 2015, DHG Pharma company continues to be the leading enterprise of Vietnam Pharmaceutical industry However, net sales were only VND 3,608 billion, meeting 90.2% of the plan, down 7.79% compared with that in 2014; profit before tax was VND

701 billion, reaching 92% of the plan and down 2.37% over the same period

Profit after tax reached VND 593 billion, an increase of 11.04% over the same period thanks to cost savings initiatives, product portfolio restructuring (cut down inefficient

products) and tax incentive from the new plant,… Hot growth rate in previous years has

created an enormous challenge DHG itself

So DHG Pharma must to review planning including strategies, revised goals and targets, core activities and tasks, and prudent use of resources,… One of them is Organizing,

like organisational strategy, restructuring, teamwork, multi-tasking Then DHG need a good staff force, qualified workers, high capacity, and always devoted to companies DHG determined that human is the most precious capital to create value for business and society Therefore, the company has always focused on policy development and attracting care workers; staff rejuvenation This is the reason to do below research

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DHG’s organizational structure, human resources and administration system have not

fully fit with the scale of growth and development of DHG; exposing many shortcomings In 2015, DHG faced many difficulties, both objective and subjective, resulting in some unmet business targets Difficulties which DHG encountered were not only challenges but also motivation for the Company determining to restructure, laying the foundation for growth and sustainable development in the coming years Fully aware

of its internal shortcomings, in 2015 DHG has gradually strengthened its operational aspects such as building a long-term development strategy; fine-tuning rules/procedures

to enhance institutional capacity; restructuring the product portfolio by only produce effective products; completing Beta Lactam factory with GMP-WHO standard to enhance production capacity of additional 1 billion units of products per year; restructuring a professional and efficient distributionsystem; improving capacity framework for future leaders, especially in senior positions of the Company

In many ways to generate competitiveness of the company, the advantage through people is considered essential elements Human resources are considered basic and crucial of all time Human resources is sustainable elements and difficult to change in any organization Through human capacity in the company shall be understood as the ability of staff within the company Human resources contribute to the success of the company on the aspects of high quality, superb service, the ability to innovate; skills for specific jobs; and productivity of staff This is the key factor to bring the success of the organization

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Human resources management practices are therefore affect the survival and development of any organization and Organization commitment has been an important focal point for organizational How does the organization create employee’s

commitment? This question is what heads of an organization are interested in Therefore, the relationship between employee’s commitment and organization

commitment are necessary and should be focused In fact, a lot of organization didn't satisfy Organization commitment with the employee related promotion, salary so on Human resources management is at the core development and execution of DHG organizational strategy The board of directors of DHG knows thoroughly innovation, leadership; cooperation and loyalty play a vital role in rang DHG’s success DHG has

invested heavily in people and acquired a large pool of young, talented professionals who have the ability and desire to conquer new technologies fast and deliver them to customers successfully

Significance of the study

This study will be conducted from either managerial employees or non-managerial employees to exclude the bias of self-report The opinion of employees in DHG about the impact of factors as Job satisfaction, Employee pay level, Work role ambiguity, Job

tension on DHG’s employees’ Organization commitment will be collected to see what

the being implemented side evaluates the company HRM policies

Purpose of the study

The purpose of the current study is to investigate the impact of factors as Job

satisfaction, Employee pay level, Work role ambiguity, Job tension on DHG’s

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employees’ Organization commitment Then provide for managers knowledge of the

study to manage staff most effectively

Question of the study

This study addresses some points follow:

o How is the impact of Job satisfaction on DHG’s employees’ Organization

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Understanding People’s Needs: Maslow’s Need Hierarchy (18)

Table 2.1: Maslow’s Need Hierarchy

The purpose of the current study is to investigate the impact of Job satisfaction,

Employee pay level, Work role ambiguity, Job tension on DHG’s employees’

Organization commitment This part present the body of organizational literature containing the base theory and relevant other theories used in this study This part includes the following: (1) Job Satisfaction

(2) Employee Pay Level

(3) Work Role Ambiguity

(4) Job Tension

(5) Organization Commitment

actualization

self-Ego

Social

Safety

PhysiologicalPART II: LITERATURE REVIEW

This primer explores the topic of organizational commitment, its possible influence on organizational efficiency, and actions leaders can take to build highly-committed workforces

Organizational behavior is the study of beliefs, attitudes, and behaviors displayed by people in the workplace Behavioral scientists argue that managers who know why workers behave the ways they do are better equipped to motivate employees to contribute to the achievement of organizational goals Gray & Starke explain in their book, Organizational Behavior, Concepts and Applications (1988, p.6) that the process for obtaining this knowledge involves understanding, prediction, and control (See Figure 1) They write:

Understanding is aimed at identifying and measuring (as accurately as possible) the major factors affecting a situation If understanding is successful, patterns of behavior may emerge, and one can make certain predictions about behavior in light of acquired knowledge The ability to understand then predict makes it possible to control behavior (16)

P a g e 16- 64Table 2.2: The basic process of organizational behavior

Table 2.3: Attitudinal and behavioral perspectives on organizational commitment

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Prerequisites for organizational commitment

Personal Characteristics

Age Gender Education Perceived Competence Protestant Work Ethic

Job Attitudes

Job Satisfaction Organizational Citizenship Behavior

Job Characteristics

Job Level Position Tenure Job Skills Autonomy Challenges

Role Stress

Ambiguity Conflict Overload

Relationships with

Co-workers and Supervisors

Group Cohesiveness

Leadership

Initiating Structure Consideration Table 2.4: Prerequisites for organizational commitment

In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization The basis

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behind many of these studies was to find ways to improve how workers feel about their jobs so that these workers would become more committed to their organizations Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance Some of the factors such as role stress, empowerment, job insecurity and employability, and distribution of leadership have been shown to be connected to a worker's sense of organizational commitment employee experiences a 'sense of oneness' with their organization

Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them Exemplary of this work is Meyer and Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had been proliferated in the literature Meyer and Allen's model has also been critiqued because the model is not consistent with empirical findings It may also not be fully applicable in domains such as customer behavior There has also been debate surrounding what Meyers and Allen's model was trying to achieve (15)

Organizational commitment may be viewed as an organizational member's

psychological attachment to the organization Organizational commitment plays a very large role in determining whether a member will stay with the organization and zealously work towards organizational goals

A prominent theory in organizational commitment is the 3-component model (or TCM) The model argues that organizational commitment has three distinctive components

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Affective commitment is your emotional attachment to an organization If you have a

high level of affective commitment, you enjoy your relationship with the organization and are likely to stay You stay because you want to stay

Continuance commitment is the degree with which you believe that leaving the

organization would be costly If you have a high level of continuance commitment, you will stay with an organization because you feel that you must stay For example, you may feel quitting your job may lead to an unacceptable length of unemployment On the other hand, you may feel you will lose a certain degree of status if you leave a well-respected organization such as a top law firm or research company

Normative commitment is the degree you feel obligated to the organization or believe

that staying is the right thing to do Here, you believe you ought to stay (17)

Keep in mind that your commitment is not based on just one of these components A

commitment profile is the interaction between these three components For example,

you may work at a prestigious medical research company that gives you a good salary and makes you feel important You will have affective commitment because you enjoy your work and want to stay, but you will also have continuance commitment because you don't want to lose the pay and prestige associated with the work Finally, given the nature of the work, you may feel you ought to stay to help with the medical research The three components can have a significant effect on retention, work performance, and member well-being There is a negative relationship between affective, normative, and continuance commitment and a member's intention to voluntarily leave an organization

In other words, low affective, continuance, and normative commitment increases the

and are likely to engage in organizational citizenship behavior such as helping other

members, putting forth extra effort, and being an advocate for the organization (17)

Job Satisfaction

Job satisfaction or DHG Pharma’s employee satisfaction has been defined in many

different ways Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision.[1] Others believe it is not as simplistic as this definition suggests and instead that multidimensional psychological responses to one's job are involved.[2] Researchers have also noted that job satisfaction measures vary

in the extent to which they measure feelings about the job (affective job satisfaction).[3]

or cognitions about the job (cognitive job satisfaction).[4]

The concept of job satisfaction has been developed in many ways by many different researchers and practitioners One of the most widely used definitions in organizational research is that of Locke (1976), who defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" (p 1304).[5] Others have defined it as simply how content an individual is with his or her job; whether he or she likes the job or not.[6] It is assessed at both the global level

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(whether or not the individual is satisfied with the job overall), or at the facet level (whether or not the individual is satisfied with different aspects of the job).[1] Spector (1997)[1] lists 14 common facets: Appreciation, Communication, Coworkers, Fringe benefits, Job conditions, Nature of the work, Organization, Personal growth, Policies and procedures, Promotion opportunities, Recognition, Security, and Supervision

A more recent definition of the concept of job satisfaction is from Hulin and Judge (2003), who have noted that job satisfaction includes multidimensional psychological responses to an individual's job, and that these personal responses have cognitive (evaluative), affective (or emotional), and behavioral components.[2] Job satisfaction scales vary in the extent to which they assess the affective feelings about the job or the cognitive assessment of the job Affective job satisfaction is a subjective construct representing an emotional feeling individuals have about their job.[1][3][4][7] Hence, affective job satisfaction for individuals reflects the degree of pleasure or happiness their job in general induces Cognitive job satisfaction is a more objective and logical evaluation of various facets of a job Cognitive job satisfaction can be unidimensional

if it comprises evaluation of just one facet of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs While cognitive job satisfaction might help to bring about affective job

A study title "Analysis of Factors Affecting Job Satisfaction of the Employees in Public and Private Sector", in India concluded that in India Employees tend to love their job if they get what they believe is an important attribute of a good job Weightage factor of each such attribute based on exhaustive survey has been calculated Region, sector and gender wise study of job satisfaction has provided consistent picture with respect to distribution of data set analyzed showed that most of the employees in Indian industry are not satisfied with their job except for a few like male in commerce sector and female

in education sector Total job satisfaction level of males is found to be higher than that

of woman Total job satisfaction level in manufacturing sector is found to be very low.[9]

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Figure 5: Job Satisfaction

Hypothesis 1: Job Satisfaction is positively associated with DHG Pharma company’s

Organization commitment

Employee Pay Level

SALARY RANGES AND POSITION GRADES FOR STAFF JOBS, FOR EXAMPLE AT HARVARD UNIVERSITY

SALARY GRADES AT HARVARD

Every staff position has a grade level Local HR offices administer the compensation system for employees in their units, evaluating jobs and determining the grade of each position based on professional knowledge, skills, required education and experience and job responsibilities; Harvard benchmarks; and the complexity and scope relative to other University positions

Administrative and professional positions: Every professional, nonunion position

is classified by a job grade from 55-64 Benchmarks are developed by the Harvard

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Human Resources Compensation and local HR offices, with a position’s grade reflecting

factors such as scope and impact of decision-making, budget management and resource generation, supervisory/management responsibility and planning

Clerical and technical positions: Clerical and technical jobs, including HUCTW

staff, are classified in job grades 47-56 Generic position descriptions for each grade are available Service and trade roles are classified in job grades 01-43 These jobs have been determined to be eligible for overtime pay under the Fair Labor Standards Act (FLSA)

SALARY RANGES AT HARVARD

Salary ranges within each pay grade are based on qualifications, skills, experience, equity in comparison to similar positions, and external market values Salary ranges allow for differences among positions within the same grade as well increasing levels

of responsibility and performance within the same job

The salary ranges in the table below reflect base salaries paid for all positions at a given grade across the University Typically a new hire can expect a starting salary somewhere

in the lower part of the range The amount will vary based on the position and the

candidate’s relevant experience No employee will be paid below the minimum (10)

Hypothesis 2: Employee Pay Level is positively associated with DHG Pharma

company’s Organization commitment

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Work Role Ambiguity

Role ambiguity occurs when people are unclear or uncertain about their expectations within a certain role, typically their role in the job or workplace Role ambiguity arises when the definition of the person's job is vague or ill defined Workers may be unclear regarding the goals, expectations, or responsibilities associated with the performance of their positions Unclear roles may involve expectations for behavior or performance levels In order to be proficient in their role, people should be made aware of the responsibilities and obligations of that role, the actions necessary to fulfill the role, and the effects that the role has on various constituents, including the workers themselves, their coworkers, and the organization itself If employees are unaware of the expectations surrounding their responsibilities (11)

In Human Resource Management where the position is poorly presented and there is a

The human resources department of an enterprise plays a major role in organizational wellness and performance, and employers now spend more time trying to increase employee job satisfaction and to improve performance Read on for a discussion on role ambiguity and role conflict in job satisfaction

Definitions

Job satisfaction is the attitude towards one’s job, and indicates the extent to which the

employee is content with his or her job High levels of job satisfaction means that the employee experiences a pleasurable emotional state resultant from the appraisal of one’s

incompatible pressures arising from the employee’s membership in multiple groups,

opposing pressures from different role senders, and a conflict between personal values and prescribed role behavior For instance, general managers of joint ventures usually experience role conflict because of two or more bosses with two sets of expectations

Role ambiguity is lack of clarity on one’s job profile The employee remains confused

about his or her role or tasks, caused by lack of required information, lack of communication of available information, or receipt of contradictory messages regarding the role The CEOs of joint ventures very often experience role ambiguity as they lack sufficient information regarding the specific expectations of the different policy-makers

in each parent firm, different expectations of the different employee groups in the ventures, and divergent expectations from the vastly different stakeholders

Research Findings

Research has clearly established the role of role ambiguity and role conflict in job satisfaction Both role conflict and ambiguity lead to low job satisfaction Job ambiguity has a stronger negative correlation with job satisfaction compared to role conflict The greater the role ambiguity and greater the role conflict, the lesser the job satisfaction

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Research reveals that role conflict and role ambiguity cause stress, hostility, dissatisfaction, low productivity, difficulties in decision-making, and distortion of reality, all of them associated with low job satisfaction Left unchecked these factors can even lead to failure of the organization (13)

Hypothesis 3: Work Role Ambiguity is positively associated with DHG Pharma

company’s Organization commitment

Job Tension

DEFINITION OF WORK STRESS

Figure 6: Are you stressed at work?

Are you looking for a definition of work stress? While there are some similarities in how stress manifests itself in the workplace, the phrase "work stress" can mean different things to different people

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One of the reasons that work stress is so difficult to define is that it comes from many different sources Some of the most common sources of job-related stress include:

 Environmental Stress - Some stress that people experience in the workplace is

related to the physical environment in which they work This type of stress can

be associated with workplace safety issues, the configuration of one's work area, the type of furniture or equipment that must be used in order to perform job functions, and other variables

 Uncertainty - People who aren't sure where they stand in their jobs often

experience a high degree of work stress This issue can be tied to fear of job loss, hoping for recognition or a promotion, a lack of feedback on one's performance,

or other issues

 People Issues - A great deal of workplace stress is related to people problems,

such as coping with difficult co-workers, dealing with a negative or uncommunicative supervisor, peer pressure, and more

 Performance Pressure- Feeling pressure to produce a certain quality or quantity

of work can be a workplace stressor This can be tied to sales or production quotas, manufacturing standards, impending deadlines, and other factors

While there isn't a single phrase that can sum up what stress means for everyone, there are several facts about the phenomenon that remain consistent