A Study of Role Clarity and Need for Clarity for Three Occupational Groups.

Ivancevich, John M.; Donnelly, James H.

doi:10.2307/254768

Cited by 110 publications

(28 citation statements)

References 6 publications

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“…Dummy variables were used to measure these three control variables, where the number "1" was used to represent "man", "manager", and "college/university degree". Job type has also been found to influence role ambiguity (Ivancevich and Donnelly, 1974) and was controlled for by using dummy variables for five job types in manufacturing SMEs. The respondents were asked to state their primary work task in the company and could choose from work in the "production line", "research and development", "marketing/sales", "support (i.e.…”

Section: Level-1 Control Variablesmentioning

confidence: 99%

What about the employees in entrepreneurial firms? A multi-level analysis of the relationship between entrepreneurial orientation, role ambiguity, and social support

Andersén

2017

International Small Business Journal: Researching Entrepreneurs

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Research on entrepreneurial orientation (EO) has mainly addressed outcomes of EO at the level of the firm. However, few studies have examined how EO affects employees. Using a multi-level analysis of 343 employees nested in 25 small and medium-sized enterprises (SMEs) the analysis presented shows that EO will increase the degree of role ambiguity among employees. Social support from management was not found to have any effect on the relationship between EO and role ambiguity. However, social support from co-workers weakens the EO-ambiguity relationship and can counteract the negative effects of EO to some degree. The study contributes to the EO literature by being one of a few studies that have considered the possible negative consequences of EO. The article also highlights how to reduce role ambiguity in entrepreneurial SMEs.

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Section: Level-1 Control Variablesmentioning

confidence: 99%

What about the employees in entrepreneurial firms? A multi-level analysis of the relationship between entrepreneurial orientation, role ambiguity, and social support

Andersén

2017

International Small Business Journal: Researching Entrepreneurs

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“…Most of these are personality variables including the need for achievement (Johnson & Stinson, 1975;Abdel-Halim, 1980), tolerance of ambiguity (Kahn, et al, 1964;Lyons, 1971;Ivancevich & Donnelly, 1974;Miles & Petty, 1975) and locus of control (Organ & Greene, 1974;Szilagyi, Sims & Keller, 1976;Abdel-Halim, 1980;Baths, 1980). The present study included two moderator variables -locus of control and tolerance of ambiguity.…”

Section: Introductionmentioning

confidence: 94%

“…It has also been demonstrated to be a factor in job dissatisfaction and propensity to leave the organization one works for ever since the classic work of Kahn and his colleagues (Kahn, Wolfe, Quinn, Snoeck & Rosenthal, 1964;Rizzo, House & Lirtzman, 1970;House & Rizzo, 1972;Hamner & Tosi, 1974;Van Sell, Brief & Schuler, 1981;Stout & Posner, 1984;Fang & Baba, 1993;Cordes & Dougherty, 1993). Role ambiguity, the lack of clear and specific information regarding work role requirements, has also been linked repeatedly with job stress and low job satisfaction (House & Rizzo, 1972;Hamner & Tosi, 1974;Ivancevich & Donnelly, 1974;Wright & Thomas, 1982;Cordes & Dougherty, 1993). Since role conflict and role ambiguity are issues in most Western organizations, they must be faced by Pakistani managers as well.…”

Section: Introductionmentioning

confidence: 99%

Causes of Stress in Organization, a Case Study of Sukkur

Bhatti¹,

Shar²,

Shaikh³

et al. 2010

IJBM

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The aim of this study is to investigate the main causes of stress for employees working in different industries in Sukkur and their vicinity. Stress is taken as dependent variable whereas independent variables are categorized into extra-organizational and intra-organizational stressors. Data were collected from different sectors such service, manufacturing and distribution including banks, insurance companies, manufacturing (LU Continental Biscuit Factory Sukkur and Engro Foods) and distribution (Medicine distribution firms). Data were collected through self-administrative questionnaire consisting of 20 questions. Respondents were only the employees working at operational level. From the results it was quite clear that employees working in different areas feel great stress, there were different causes due to which employee experience stress. Findings have been classified into extra-organizational and intra-organizational stressors. Extra-organizational stressors include variables such as climate, economic conditions and employee family, whereas intra-organizational stressors include variables such as company policies, working conditions, and leadership, workload and office timings. According to results 33% of overall stress is caused by factors outside organization whereas 67% stress is due to internal factors. It was also found that major cause of stress is workload (25%) because employees are been utilized more than their capabilities, second major cause for stress is timings (16%) as employees work for long hours, next cause for stress is climate (11%) as employees especially from distribution side have to go outside offices to meet their clients and customers so hot weather, traveling distances and transportation system really give them tough time which result in stress. Next stressor is leadership as leader-employee relationship is needed to be very good but according to some employees their bosses do not behave well due to which they feel stressed. Other causes include economic, family, company policies and working conditions with percentage of 11%, 8%, 7% and 7% respectively.

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“…Job satisfaction has been defined as the perceived equity between expected and actual job rewards (Ivancevich & Donnelly, 1974), the affective reactions that an employee has to a job (Fields, 2002), the way that employees feel about their jobs (McChesney & Peterson, 2005), as well as a positive emotional response resulting from an employee's job expectations being met or exceeded (Mathis & Jackson, 1991). Issues surrounding job satisfaction exist in every profession, noted Terranova and Henning (2011), and the nature of the profession might influence the degree of satisfaction.…”

Section: Job Satisfactionmentioning

confidence: 99%

The Impact of Role Conflict on Job Satisfaction of Independent School Athletic Directors

Conant

2017

JAS

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Role conflict and job satisfaction were measured for 56 independent school athletic directors whose schools were members of the New England Preparatory School Athletic Council (NEPSAC). Simple linear regression analysis was used to test if role conflict significantly predicted the NEPSAC athletic directors’ ratings of job satisfaction. Results of the simple linear regression revealed that job satisfaction was significantly predicted by role conflict. Results of a one-way analysis of variance revealed significant differences between the levels of programs served (middle school, high school-only, or combined middle and high school) for role conflict, but not for job satisfaction. It was also determined that no significant differences existed between athletic directors working at boarding schools versus day schools, or co-ed schools versus single-sex institutions, on either role conflict or job satisfaction.

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A Study of Role Clarity and Need for Clarity for Three Occupational Groups.

Cited by 110 publications

References 6 publications

What about the employees in entrepreneurial firms? A multi-level analysis of the relationship between entrepreneurial orientation, role ambiguity, and social support

What about the employees in entrepreneurial firms? A multi-level analysis of the relationship between entrepreneurial orientation, role ambiguity, and social support

Causes of Stress in Organization, a Case Study of Sukkur

The Impact of Role Conflict on Job Satisfaction of Independent School Athletic Directors

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