Work‐related dimensions and job stress: the moderating effect of coping strategies

Abstract

The aim of this paper is to examine the moderating effect of coping strategies on the relationship between workrelated dimensions (i.e. work routinization, role clarity, relationships with others and promotional opportunity) and job stress. For the study, a convenience sample of 385 white-collar employees, full-time employed in various types of private sector organizations, belong to different industries and ranked at different levels within the organizations responded. The factor analysis led to identify four broad coping strategies that individuals use, namely, individual positive coping, workplace initiatives, workplace informal support and individual destructive coping. It was found that both individual positive coping and workplace initiatives moderate the relationship between 'relationships with others' and job stress. However, none of the coping strategies have moderated the relationship between job stress and the other three work-related dimensions.

Perceived Career-Related Practices and Knowledge Sharing Behaviour: A Preliminary Study in Oman

“…Although previous work is limited, the existing empirical evidence indicates that promotional or career advancement opportunities are related to various workrelated attitudes and behaviours, such as job satisfaction (Ellickson, 2002), turnover intentions (Stahl, Chua, Acliguiri, Cerdin, & Taniguchi, 2009), and job stress (Wickramasinghe, 2010;Yang, Che, & Spector, 2008). Further, consistent with social exchange theory and the norm of reciprocity, we speculate that promotional opportunities will enhance knowledge sharing behaviour because by doing so the employees can return the "favor" to the organisation.…”

“…When employees feel that their job is stable, the feeling of being at ease is likely to encourage them to learn new things at work. Studies have found that reduced stress is associated with positive work behaviour and well-being (Wickramasinghe, 2010;Yang et al, 2008). The higher the perceived employability, the more likely employees will learn from others to further enrich their capital reservoir.…”

“…In this way, they are likely to perceive that they have the opportunity to be promoted when and if they have met the relevant job requirements. As promotion normally involves the assessment of necessary skills and abilities, an organisation that provides training for skill and knowledge enhancement is likely to be perceived as giving the necessary support (Wickramasinghe, 2010). In other words, giving an opportunity for internal promotion can be perceived as a way the organisation values its employees (Foong-Ming, 2008).…”

The Cascading Effect of Civility on Outcomes of Clarity, Job Satisfaction and Caring for Patients

“…Role clarity has been identified as important to job satisfaction (Cowin, Johnson, Craven, & Marsh, 2008;Gulliver, Towell, & Peck, 2003;Jones, Smith, & Johnston, 2005;Nelson & Felgen, 2015;Wickramasinghe, 2010).…”

La relación entre el estrés laboral, las fuentes que le dan origen y las estrategias de coping en el sector público y el privado

“…Ahmad et al (2011) y Chandra y Sharma (2010) identificaron como fuentes de estrés en las empresas públi-cas el contenido de trabajo, la falta de reconocimiento, las relaciones interpersonales, la sobrecarga de trabajo y la falta de oportunidades de carrera. Sin embargo, estos mismo estresores, con excepción de la falta de oportunidades de carrera, también fueron obtenidos por Sankpal et al (2010) y Wickramasinghe (2010) en sus estudios con empresas privadas.…”