Journal ArticleDOI
Social support and managerial affective responses to job stress
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In this article, the authors examined the moderating or buffering effects of two social support variables (support from the work group and from the supervisor) on the relationships of role conflict and ambiguity to intrinsic job satisfaction, job involvement and job anxiety.Abstract:
SUMMARY This research examines the moderating or buffering effects of two social support variables-support from the work group and from the supervisor-on the relationships of role conflict and ambiguity to intrinsic job satisfaction, job involvement and job anxiety. Data were collected from a sample of 89 middle-lower managerial personnel in a large, heavy equipment manufacturing firm in the Midwest. The moderated regression technique was used in data analysis. Significant interactions were obtained between the role variables and both social support variables. The results were in the predicted direction for positive work outcomes (i.e. job satisfaction and involvement) and contrary to prediction for negative work outcome (i.e. job anxiety). Implications of the findings for future research, the management of stress and leadership behaviour are discussed.read more
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The Role of Social Support in the Process of Work Stress: A Meta-Analysis
TL;DR: For example, the authors found that social support had a threefold effect on work stressor-strain relations, and social support reduced the strain experienced and mitigated perceived stressors, while social support moderated the stressor/strain relationship.
Posted Content
Do Peers Make the Place? Conceptual Synthesis and Meta-Analysis of Coworker Effects on Perceptions, Attitudes, OCBs, and Performance
TL;DR: The authors propose that broad aspects of lateral relationships, conceptualized as coworker support and coworker antagonism, are linked to important individual employee outcomes (role perceptions, work attitudes, withdrawal, and effectiveness) in a framework that synthesizes several theoretical predictions.
Journal ArticleDOI
The affective underpinnings of job perceptions and attitudes: A meta-analytic review and integration
TL;DR: Using psychometric meta-analysis, a quantitative and qualitative review of the literature relating trait and state positive affect and negative affect to job-related attitudes, including job satisfaction, organizational commitment, turnover intentions, and dimensions of job burnout indicates substantial correlations.
Journal ArticleDOI
Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance.
TL;DR: In this paper, broad aspects of lateral relationships, conceptualized as coworker support and coworker antagonism, are linked to important individual employee outcomes (role perceptions, work attitudes, withdrawal, and effectiveness) in a framework that synthesizes several theoretical predictions.
References
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Journal ArticleDOI
Development of the Job Diagnostic Survey
TL;DR: The Job Diagnostic Survey (JDS) as discussed by the authors was developed to diagnose existing jobs to determine if (and how) they might be redesigned to improve employee motivation and productivity, and to evaluate the effects of job changes on employees.
Journal ArticleDOI
Social support as a moderator of life stress
TL;DR: It appears that social support can protect people in crisis from a wide variety of pathological states: from low birth weight to death, from arthritis through tuberculosis to depression, alcoholism, and the social breakdown syndrome.
Book
The nature of managerial work
TL;DR: The Manager's Working Roles: A Survey of the Managerial Work of Five Chief Executives as discussed by the authors is a survey of the work of five chief executives in the 1990s.
Journal ArticleDOI
Role Conflict and Ambiguity in Complex Organizations.
TL;DR: In this article, the authors describe the development and testing of questionnaire measures of role conflict and ambiguity and show that these two constructs are factorially identifiable and independent, and that they tend to correlate with measures of organizational and managerial practices and leader behavior.