Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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worked 8 hour shifts, although Mitchell and Williamson (2000) found that
shift length had little effect on individuals working eight hours compared
to those working twelve.
6) Organisational Culture
The organisational culture within an organisation determines what
its members do, how they do it, what they say about it and even what
they think and feel about it. Therefore it determines what these
individuals are allowed to do, what they are not allowed to do and their
reactions to these things (Schabracq et al., 2001). As such, an
organisation with a culture of being highly-strung and stressed will lead to
many of its employees being so, which is why many organisations with
high potential levels of stress (e.g. police, fire-fighters etc) adopt a culture
in order to deal with these issues (Regehr & Bober, 2005).
1d.2) Organisational Role
Organisational role stressors are described as role ambiguity (when
a person is unclear about how he or she fits into the organisation and is
unclear about the expectations made of them), role conflict (when a
person may have conflicting job requirements), and degree of
responsibility.
7) Role Ambiguity & Role Conflict
Role ambiguity occurs when individuals do not have a clear idea of
their work objectives, their co-workers’ expectations of them, and/or the
responsibilities that come with their job (Millward, 2005). A wide range of
events can lead to role ambiguity, for example starting a new job role,
being given supervisory responsibilities, or a change in organisational
structure. The stressful outcomes found to be related to role ambiguity
include lowered self-esteem, general life dissatisfaction, lowered job
motivation, and higher intentions to leave the job (Siegall, 1999). Role
conflict relates to an individual being torn by conflicting job demands, by
doing things that they do not want to do, or doing things that the
individual does not believe is part of their job (Chang & Hancock, 2003).