Role ambiguity, role conflict and job satisfaction among physical education teachers in Greece

Κουστέλιος, Αθανάσιος; Theodorakis, Nicholas D.; Goulimaris, Dimitris

doi:10.1108/09513540410522216

Cited by 71 publications

(85 citation statements)

References 26 publications

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Section: Stress In the Higher Education System And Its Effects On Orgmentioning

confidence: 99%

“…Role demands can become stressful for a teacher for many reasons; for instance when organisational members' expectations about a teacher's behaviour are unclear (role ambiguity) (Koustelios et al, 2004;Nwadiani, 2006). Role ambiguity refers to the uncertainty, on the part of employees, about key requirements of their jobs, and about how they are expected to behave in those jobs (Nhundu, 1999;Koustelios et al, 2004).…”

Section: Possible Causes Of Stress In Higher Educationmentioning

confidence: 99%

“…Role ambiguity can result from deficient information available (Conley & Woosley, 2000). The former could lead to lower performance in some jobs, simply because workers do not know how to direct their efforts most effectively (Conley & Woosley, 2000) and is associated with job dissatisfaction (Fairbrother & Warn, 2003;Bridger et al, 2007).In addition, role demands are stressful when meeting one set of expectations makes it more difficult to meet other expectations (role conflict) (Koustelios et al, 2004;Johnson et al, 2005). Role conflict occurs when different groups or persons with whom an individual must interact (e.g.…”

mentioning

confidence: 99%

“…Role conflict can result from inconsistent information (Conley & Woosley, 2000). It is important to note that several studies have revealed that both role conflict and role ambiguity are associated with low satisfaction, absenteeism, low involvement, low expectancies and task characteristics with a low motivating potential and tension, which all affect the productivity and efficiency at the organisation (Conley & Woosley, 2000;Manshor et al, 2003;Koustelios et al, 2004;Nwadiani, 2006;Chang & Lu, 2007).Furthermore, role demands could be stressful when they are excessive (role overload) (Johnson et al, 2005). For instance, academic overload comes when teachers experience increased responsibilities (Stress, 2008).…”

mentioning

confidence: 99%

“…Role ambiguity refers to the uncertainty, on the part of employees, about key requirements of their jobs, and about how they are expected to behave in those jobs (Nhundu, 1999;Conley & Woosley, 2000;Koustelios et al, 2004). Role conflict occurs when different groups or persons with whom an individual must interact hold conflicting expectations about that individual's behaviour and can result from inconsistent information (Koustelios et al, 2004;Johnson et al, 2005;Nwadiani, 2006;Chang & Lu, 2007).Research has shown that organizational change, such as downsizing, implementation of new equipment or plant and restructuring, can and often does lead to stress and increases in injury/illness (Savery & Luks, 2001;Morris et al, 2006). In a study conducted by Sharpley and co-workers (1997) on university staff, the most commonly reported sources of job stress were (in order of frequency): "lack of regular feedback about how well I am doing my job"; "lack of promotion opportunities"; "uncertainty about how amalgamations will influence me"; "overwork"; "being expected to do too much in too little time"; "lack of necessary equipment and/or infrastructure support".…”

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confidence: 99%

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Factors Associated with Occupational Stress and Their Effects on Organizational Performance in a Sudanese University

Shikieri¹,

Musa²

2012

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Occupational stress has a significant impact on student learning and thereby on the contribution that such institutions can make to society. This affects organizational performance by reducing productivity and efficiency which affect the organization negatively. The aim of the current study was to determine the factors associated with occupational stress and their relationship with organizational performance at one of the private universities in Sudan. A total of 150 male and female employees from different departments and with various educational levels in the main building of the university were randomly selected. Data was collected using a questionnaire with background questions, job stressors such as role conflict and ambiguity, lack of participation in decision making, lack of authority, workload, unsatisfactory working conditions and interpersonal relationships, and statements about the effect on organisational performance. Questions were based on three-and four-point scale. Responses were grouped in terms of scores to show the level of job stress. Descriptive statistics was carried out using SPSS programme. Results indicated that on average the employees experienced high degree of job stress. Job stressors affected the general physical health of employees, their job satisfaction and performance as well as their commitment negatively. Similar findings were reported in other studies. The study recommended that the university needs to elevate the situation and resolve all the factors affecting the employees by for example increasing the number of staff needed to perform the tasks and/or decreasing the number of students enrolled.Keywords: Higher Education; Occupational Stress; Organizational Performance; Sudan IntroductionStress is a prevalent problem in modern life (Smith, 2000;Chang & Lu, 2007). In 1964, Selye was the first to use the term "stress" to describe a set of physical and psychological responses to adverse conditions or influences (cited from Fevre et al., 2003). Occupational stress can be defined as a disruption of the emotional stability of the individual that induces a state of disorganization in personality and behaviour (Nwadiani, 2006). A stressor may be defined as any "demand made by the internal or external environment that upsets a person's balance and for which restoration is needed" (Herbert, 1997;Larson, 2004). Job stressors may refer to any characteristic of the workplace that poses a threat to the individual (Bridger et al., 2007). They affect organizational performance by reducing productivity and efficiency which affect the organization negatively (Dua, 1994;Brown & Uehara, 2008;Reskin, 2008). Theories of Occupational StressThere are several theories of occupation stress, in this section, the "person-environment fit theory, the "demand-control" theory and the "cybernetic and systems" theory will be the selected theories since they are prevalent and central to the literature on occupational stress (Fevre et al., 2003). Moreover, they are representative of the range of theories in t...

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Section: Stress In the Higher Education System And Its Effects On Orgmentioning

confidence: 99%

Section: Possible Causes Of Stress In Higher Educationmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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Factors Associated with Occupational Stress and Their Effects on Organizational Performance in a Sudanese University

Shikieri¹,

Musa²

2012

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Motivation to Lead: Preparing Leaders of the Future through an Understanding of Role Ambiguity and Perceived Organizational Support

Jones‐Carmack¹

2019

J of Leadership Studies

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The purpose of the current study was to expand on previous research on motivation to lead (MTL) by testing a situational model of MTL that included two contextual variables (i.e., goal and process clarity and perceived organizational support [POS]). Although researchers have acknowledged individual differences and situational factors may affect MTL, studies on how aspects of the work context impact an individual's MTL are limited. Thus, the current study empirically examined the effects of situational variables while controlling for individual differences previously found as predictors of an individual's MTL. The hypotheses were tested with hierarchical multiple regression applied to cross‐sectional data collected from a sample of retail employees (N = 170) at stores on the east coast of the United States. The hypotheses were partially supported. Contextual variables did account for significant additional variance in noncalculative MTL after controlling for individual differences. However, POS and goal and process clarity did not account for significant additional variance in affective‐identity MTL and social‐normative MTL. Past leadership experience and personality were the only significant predictors of affective‐identity MTL, and values and personality were the only significant predictors of social‐normative MTL. Theoretical and practical implications are presented and suggestions for future research are discussed.

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Role ambiguity and volunteer board member performance in nonprofit sport organizations

Doherty

Hoye

2011

Nonprofit Mgmnt & Ldrshp

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Role ambiguity, role conflict and job satisfaction among physical education teachers in Greece

Cited by 71 publications

References 26 publications

Factors Associated with Occupational Stress and Their Effects on Organizational Performance in a Sudanese University

Factors Associated with Occupational Stress and Their Effects on Organizational Performance in a Sudanese University

Motivation to Lead: Preparing Leaders of the Future through an Understanding of Role Ambiguity and Perceived Organizational Support

Role ambiguity and volunteer board member performance in nonprofit sport organizations

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