Antecedents and consequences of role stress: A covariance structure analysis

Abstract

An earlier model of the consequences of role conflict and role ambiguity is expanded to incorporate antecedent job conditions and the outcome of organizational commitment. This newer model clarifies the impact of role stressors on commitment and other established outcomes (i.e. tension, job dissatisfaction, and turnover intention). The antecedent job conditions are added in consideration of research indicating that role conflict and ambiguity do not directly influence affective and behavioral reactions when other perceptions of the work environment are included in the analysis. A LISREL analysis of this model with cross‐validation on an independent sample indicated that the direct effects of participation and co‐worker social support on job satisfaction may account for the direct effects of role conflict and role ambiguity on satisfaction and turnover intention observed in previous studies. In addition, organizational commitment appeared to mediate the effects of other variables on turnover intention. Implications for theories of role‐related variables and directions for future research are discussed.

Using the job demands‐resources model to predict burnout and performance

“…We corrected for measurement error by setting the random error variance associated with each construct equal to the product of its variance and the quantity one minus the estimated reliability (Bollen, 1989). This approach has been used in several previous studies (e.g., Frone, Russell, & Cooper, 1992;Schaubroeck, Cotton, & Jennings, 1989), and the utility of this approach has been supported by a study by Netemeyer, Johnston, and Burton (1990). Finally, in-role and extra-role performance were each indicated by the multi-item scales introduced before and included as endogenous outcome variables.…”

A Mixed-Methods and Multi-Level Investigation of the Effects of a Crew Chief Intervention on Job Attitudes, Occupational Stress, and Organizational Commitment

“…Based on their meta analysis, Tett and Meyer (1993) estimated the true correlations between job satisfaction and turnover intentions to be -.58 and job satisfaction and actual turnover to be -.25. Job satisfaction has also been found to be positively related to organizational commitment (Deery, Iverson, & Erwin, 1994;Mathieu & Zajac, 1990;Schaubroeck, Cotton, & Jennings, 1989;Tett & Meyer, 1993) and work climate. As a whole, this research demonstrates that job satisfaction has significant relationships with a variety o f important organizational outcomes.…”

“…The frustration that results from the uncertainty is what creates tension on the job (Schaubroeck et al, 1989). Further, if employees are not clear on how to perform their duties and tasks effectively, performance improvements and rewards become more difficult to obtain, which leads to less satisfaction (Schaubroeck et al, 1989).…”

“…The frustration that results from the uncertainty is what creates tension on the job (Schaubroeck et al, 1989). Further, if employees are not clear on how to perform their duties and tasks effectively, performance improvements and rewards become more difficult to obtain, which leads to less satisfaction (Schaubroeck et al, 1989). Role ambiguity has been found to be negatively related to company commitment (A. Cohen, 1992;Fullagar & Barling, 1991;Schaubroeck et al, 1989) and positively related to depression (Frone, Russell, & Cooper, 1995 (Kahn & Byosiere, 1992).…”

“…This dimension is best understood in the context o f social service occupations where the object o f depersonalization is the worker's client (Wright & Cropanzano, 1998 The mechanism by which emotional exhaustion occurs and by which it exerts its effects can be explained by conservation o f resources theory (CORT) (Hobfoll, 1989). According to CORT, strain, in this case in the form of emotional exhaustion, can occur when there is an actual resource loss, a perceived threat o f resource loss, when resources are inadequate to meet the demands o f the situation, or the investment o f resources does not bring about expected returns (Hobfoll, 1989;Wright & Cropanzano, 1998 (Ganster, Fusilier, & Mayes, 1986;Jackson, 1983;Schaubroeck et al, 1989). Participation in workplace decision making is believed to reduce role conflict because it provides employees with influence over role senders (Schaubroeck et al, 1989).…”