scholarly journals The effect of role stress on organizational commitment

2015 ◽  
Vol 28 (4) ◽  
pp. 772-747
Author(s):  
SooMin Ryu ◽  
TaeYong Yoo
Keyword(s):  
Organizational Commitment ◽  
Role Conflict ◽  
Psychological Contract ◽  
Role Ambiguity ◽  
Role Stress ◽  
Mediating Effect ◽  
Psychological Contract Breach ◽  
Role Overload ◽  
Contract Breach ◽  
The Relationship

The first purpose of the study was to examine the mediating effect of psychological contract breach in the relationship between role stress(role ambiguity, role conflict, and role overload) and organizational commitment. The second purpose of this study was to examine the moderating effect of resilience in the relationship between role stress(role ambiguity, role conflict, and role overload) and psychological contract breach. For these purposes, data were collected from 267 employees working in various corporations by questionnaires. Results indicated that role ambiguity, role conflict, and role overload have positive effects on psychological contract breach, and that psychological contract breach has a negative effect on organizational commitment. The psychological contract breach partially mediated the relationship between role ambiguity and organizational commitment, and fully mediated the relationship between role conflict and role overload and organizational commitment. The moderation effect of resilience was found because resilience weakens the positive relationship between role overload and psychological contract breach. Based on these results, academic and practical implications were discussed. Finally, the limitations of this study and directions for the future research were discussed.

scholarly journals Relationship between role stress and employee silence behavior

2018 ◽  
Vol 31 (2) ◽  
pp. 433-457
Author(s):  
SoYeon Jung ◽  
TaeYong Yoo
Keyword(s):  
Role Conflict ◽  
Role Ambiguity ◽  
Supervisor Support ◽  
Role Stress ◽  
Mediating Effect ◽  
Psychological Ownership ◽  
Role Overload ◽  
Perceived Supervisor Support ◽  
Employee Silence ◽  
The Relationship

The purpose of this study was to investigate the influence of role stress(role conflict, role ambiguity, and role overload) on employee silence behavior and the mediating effect of psychological ownership between two variables. In addition, this study examined the moderating effect of perceived supervisor support on the relationship between psychological ownership and employee silence behavior. Using the survey research method, data were collected from 310 employees who were working in a variety of organizations in Korea. As results, role conflict, role ambiguity, and role overload had positive relationships with employee silence behavior. And psychological ownership had mediation effect in the relationship between role conflict/role ambiguity and employee silence behavior. The perceived supervisor support had moderation effect on the relationship between psychological ownership and employee silence behavior. That is, the negative relationship between psychological ownership and employee silence behavior was stronger when the perceived supervisor support was high rather than low. Finally, based on these results, we discussed the implications and limitations of the study, and the suggestions for the future research.

scholarly journals An Exploratory Salesforce Study Of The Relationship Between Leader-Member Exchange And Motivation, Role Stress, And Manager Evaluation

2011 ◽  
Vol 9 (4) ◽  
pp. 110 ◽  
Author(s):  
Rosemary R. Lagace ◽  
Stephen B. Castleberry ◽  
Rick E. Ridnour
Keyword(s):  
Role Conflict ◽  
Role Ambiguity ◽  
Role Stress ◽  
Sales Manager ◽  
Role Overload ◽  
Future Research ◽  
Total Quality ◽  
Member Exchange ◽  
The Relationship ◽  
Role Insufficiency

With the movement in the U.S. economy toward a total quality environment, there will be a greater focus on relationships building within an organization. This study sought to empirically explore the association between sales manager salesperson relationships and salesperson motivation, stress, and evaluation of the manager. Results suggest that cadres (high quality relationships) are higher on extrinsic and intrinsic instrumentality, extrinsic valence, and evaluation of their manager. Cadres are lower on the role overload, role insufficiency, role ambiguity, and role conflict. Implications of these findings and suggestions for future research are offered.

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