organisational stress - Pondicherry University DSpace Portal

who maintained a constantly high production level by virtue ofthew attributed productivity perceived and experienced less rolestress as compared to employees with low production capacity.Schuler (1975) reported that at the lower and middle level ofthe organ~aatlon, role ambiguity 1s negativeiy related to jobperformance but this was not found at the higher lwei of theorganlaation. The lack of s~gnlficant relatlonship at higher level isbecause, as the employees in organlsatlons are promoted, theyacqulrr skills or coplng uith role ambiguit).Brehr 11976) tn his studv on 331 employees of a largemanufactunng firm and Persuraman (1978) on 217 members of afood-prcxess~ng company, report that role-ambiguity was found tohave h~ghcr negatlrr relatlonship with performance lor employeesat h~gher Irvel a In an organlstltlon that at lourr levels.Expenencc or job tenure IS Wtel!. to moderate therrlatlonshlp ktwnn job amblgu~ty and performance. Chonko(1979) mhcates that low performance 1s related to arnblgu~ty forleu expcnenced d es people. Less expenend sales people often