Colonial Mentality
Workplace StreSSorS, Job attitude, and Job behaviorS: iS interperSonal conflict the MiSSing link? fernando Jaramillo, Jay prakash Mulki, and James S. boles This research examines a model focused on two acute workplace stressors—interpersonal conflict and work overload— and their interrelationships with role stress, emotional exhaustion, job attitude, working smart, job performance, and turnover intentions. The moderating role of working smart on the relationship between work overload and interpersonal conflict is also investigated. A model is tested using responses of sales employees working for four large financial institutions in South America. Findings indicate that work overload and interpersonal conflict mediate the impact of role stress on emotional exhaustion, job attitudes, and behaviors. Our findings also show that work overload plays a significant role in the stressor-strain process. Results are discussed with reference to previous findings and future research.
Salespeople are required to respond to multiple demands from coworkers as well as customers, making role stress an inevitable part of the job (Avlonitis and Panagopoulos 2006; Singh, Goolsby, and Rhoads 1994). Stress research has often relied on the stimulus-response paradigm to suggest that salespeople face stressful working conditions—stressors, which can result in negative attitudinal and behavioral responses, and strain (Netemeyer, Maxham, and Pullig 2005; Walker, Churchill, and Ford 1975). Studies on stressors have focused mainly on examining role stress, which is generally conceived of as role conflict that occurs when job expectations/demands are viewed as incompatible, and role ambiguity, which arises from uncertain job functions and responsibilities (Kahn et al. 1964; Rizo, House, and Lirtzman 1970). In our review of empirical research published in JPSSM from 1980 to 2009, we found 33 articles investigating role conflict and 45 articles investigating role ambiguity. This clearly shows
Salespeople are required to respond to multiple demands from coworkers as well as customers, making role stress an inevitable part of the job (Avlonitis and Panagopoulos 2006; Singh, Goolsby, and Rhoads 1994). Stress research has often relied on the stimulus-response paradigm to suggest that salespeople face stressful working conditions—stressors, which can result in negative attitudinal and behavioral responses, and strain (Netemeyer, Maxham, and Pullig 2005; Walker, Churchill, and Ford 1975). Studies on stressors have focused mainly on examining role stress, which is generally conceived of as role conflict that occurs when job expectations/demands are viewed as incompatible, and role ambiguity, which arises from uncertain job functions and responsibilities (Kahn et al. 1964; Rizo, House, and Lirtzman 1970). In our review of empirical research published in JPSSM from 1980 to 2009, we found 33 articles investigating role conflict and 45 articles investigating role ambiguity. This clearly shows