Job stress and organizational commitment among mentoring coordinators

Abstract

PurposeThis research aims to examine the impact of job stress on the organizational commitment of a random, representative sample of coordinators in the Israeli educational mentoring organization PMP. Organizational commitment, including affective, continuance and normative commitment, refers to worker relations in the organization, and how these relations influence the employee's well‐being, behavior and contribution to the organization.Design/methodology/approachThe study used three questionnaires to investigate the influence of the stress variable and its cumulative effects to predict the coordinators' organizational commitment, among 131 PMP coordinators from six different PMP branches around Israel.FindingsThe findings revealed that stress hinders the coordinators' sense of emotional commitment. As the stress level rises, the coordinators' sense of belonging decreases. Another finding was that the stress in the coordinators' job does not influence their overall continuance commitment. Strong continuance commitment was found in two categories: role expectations that were not compatible with the role requirements, and the second, unwillingness to leave the job in the middle of the year. In addition, the research indicated that job stress is not related to the PMP coordinators' normative commitment. They felt loyalty to the organization based on the faith that this work is the right thing to do.Originality/valueThe importance of the research lies in the highlighting of stress as an essential factor influencing work and performance in organizations, together with the mitigating influence of organizational commitment. These results could help organizations to better understand the influence of organizational commitment and to manage its implications more effectively. It is suggested that further research should investigate whether those working in educational settings have greater normative commitment than workers in other fields.

The contribution of perceived fit between job demands and abilities to teachers’ commitment and job satisfaction

“…In previous studies, professional commitment was predicted by job-related variables (Michael et al, 2009) while organizational commitment was predicted by school-related ones (Nir, 2002a;Somech and Bogler, 2002). Other studies investigated the impact of the principal's relationship with the teachers on both satisfaction and commitment (Price, 2012).…”

To Be or Not To Be"...Perceived Benefits of Mentoring In the United States Air Force"

“…Traditional predictors, such as job stress (Michael, Court, & Petal, 2009), turnover intention (Holtom, Mitchell, Lee, & Eberly, 2008;Smith, Holtom, & Mitchell, 2011), job satisfaction (Judge & Saari, 2004;Michael et al, 2009), and organizational commitment (Chun, 2012) dominate organizational behavior literature. While some researchers have begun to scrutinize the impact perceived notions of mentoring in comparison to non-mentoring on these variables.…”

“…Organizational commitment is another prevalent affective outcome that dominates the mentoring literature (Allen et al, 2004;Kraimer, Seibert, Wayne, & Liden, 2010;Michael et al, 2009). The samples (constituting "n") in this study derived from numerous other research efforts; in which none of which pertained to Airmen in the USAF.…”

The Impact of job stress: An imperative insight into the Banking sector

“…The term stress was initially originated from the field of physics and later on got embedded in the field of psychology (Michael, Court & Petal, 2009 Generally, Prior to the stage at which job stress turns harmful; there exists a stage of ‗Eustress' which is essential to bring the desirable consequences (Wu, 2011;Lawrence & Kacmar, 2012) and this optimum stress level boosts the immune system and creativity within employees (Rizwan et al, 2010;Shropshire & Kadlec, 2012). Eustress arises when the intensity of stress is from moderate to low, conversely ‗Distress' arises when the intensity of stress arises and provokes an individual's self regulatory body, physically and physiologically.…”

“…Thus Stress at the organization is termed as ‗occupational stress/job stress'. Generally Stress is the ‗human resistance' to the external forces arising commonly in the domains of: Stress as stimulation---threats, Stress as reaction---in response to a particular event, Stress as a relation-due to interaction with the external environment (Michael, Court & Petal, 2009). The causes and effects of job stress in any field can be analysed by its antecedents and consequences.…”