assumptions underlying the model. Role frustration and short lead times were found to be potent stressors. Felt stress and low organizational commitment independently contributed to voluntary turnover. Recent reviews of the stress literature (Beehr & Newman‚ 1978; Beehr & Schuler‚ 1982; Van Sell‚ Brief‚ & Schuler‚ 1981) indicate that few studies have examined the multivariate linkages among the causes and consequences of stress in organizational settings {for exceptions‚ see House and Rizzo‚ 1972; Miles and
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A STUDY ON JOB STRESS AMONG THE EMPLOYEES OF BANKING SECTOR IN TRICHY REGION INTRODUCTION: Pressure is part and parcel of all work and helps to keep one motivated. But excessive pressure can lead to stress‚ which undermines performance‚ is costly to employers and can make people ill. Stress is ubiquitous and has become an integral part of everyday living‚ an unavoidable consequence of modern living. Stress is a condition of strain that has a direct bearing on emotions‚ thought process and
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Broom fathered roles research in communication and public relations (Broom‚ 1982; Broom & Smith‚ 1979). Broom’s research was focused on the consultant’s roles enacted for senior management by public relations experts. In the same year‚ Katz and Kahn (1978) introduced roles as a central concept in organizational theory. A role can be seen as “the expected behavior associated with a social position”. Broom and Smith (1979) conceptualized four theoretical roles: the expert prescriber‚ the communication
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address CWB-I as it relates to job performance and CWB-O relating to job dissatisfaction. This conceptual model comprises three main arguments. First‚ employees internalize and feel the need to take responsibilities associated with their roles (Katz & Kahn‚ 1978). This internalization on role expectation is efficient when roles are desirable and provide social advantage (Fast et al.‚
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Longman. Derrida‚ J. (1978)‚ Writing and Difference‚ London: Routledge. Fayol‚ H. (1916)‚ General and Industrial Management‚ trans. Constance Storrs‚ London: Pitman‚ 1949. Follett‚ M.P. (1926)‚ ‘The Giving of Orders’‚ in Metcalf‚ H.C. (ed)‚ Scientific Foundations of Business Administration‚ Baltimore‚ MD: Williams and Williams. Foucault‚ M. (1977)‚ Discipline and Punishment‚ London: Tavistock. Foucault‚ M. (1980)‚ Power/Knowledge‚ Brighton: Harvester. French‚ W.L. and Bell‚ C.H. (1978)‚ Organization Development:
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Systems Theory and Women’s Progress in Academe”‚ Journal of Organizational Change Management‚ Vol 9. Kast and Rosenzweig (1972)‚ “General System Theory: Applications for Organization and Management”‚ Academy of Management Journal‚ Vol 10. Katz D and Kahn R L (1978)‚ The Social Psychology of Organizations‚ John Wiley & Sons‚ NJ‚ USA. 30 The Icfai Journal of Business Strategy‚ Vol. IV‚ No. 4‚ 2007 11 12. Miles‚ Snow and Pfeffer (1974)‚ “Organization Environment: Concept and Issues”‚ Industrial Relations
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themselves‚ sometimes with one or two other members of the team.” Mapping (2004) In a virtual setting a centralized leader serves the team well‚ such as the one used in the Wheel design. The wheel is a classic type of communication network (Katz and Kahn‚ 1978)‚ in which there is one key person who communicates to all team members. Members on two different status levels make up the network—a high-status member (the leader or supervisor) and lower-level members or assistants. Mapping (2004) Simplex
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historical trends of organization and management (the other two are contingency view and total quality management). General systems theory grew out of the organismic views of L. Bertalanffy and other biologists during1950s and K. Boulding‚ D. Katz‚ R. Kahn‚ F. Kast‚ J. Rosenzweig‚ W. Buckley‚ R. Ackoff‚ K. Back‚ D. Easton‚ A.D. Hall‚ R.E. Eagen‚ E.J. Miller‚ A.K. Rice‚ T. Parsons made contributions to theorizing and operationalizing the systems view to management and organizations. The classical
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References: Jill Wo Graham (1991)‚ An Essay on Organizational Citizenship Behavior‚ published in Employee Responsibilities and Rights Journal‚ Vol. 4‚ No. 4‚ 1991 Katz‚ D.‚ & Kahn‚ R Organ‚ D. W. (1988). Organizational Citizenship Behavior: The " ’Good Soldier" Syndrome. Lexington‚ MA: Graham‚ J
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between the organisation and the environment. As for‚ they perform actions that link the customer to the firm. “Salespeople represent the company to the customer and the customer to the company” (Hair‚ Anderson and Babin‚ 2009). Leifer and Delbecq (1978) define a boundary spanner as the person who is responsible for the exchange of information between the organization and its environment. Boundary spanning salespeople can for example‚ provide value added services or tips about service performance
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