organisational stress - Pondicherry University DSpace Portal

fmd themselves in new rituations. requiring new information.whereas for experienced sales people certain aspects of their jobstend to become 'routiniacd'.Efendroglu (19791, based on data from 54 tellers worlung attwo banking mstltutions md~catcd that performance feedback maypositively affect the degree of perce~ved role amb~gu~ty as causedby the non-exlstencc or non-clanc of behavloural requuementsBernard~n (1981) found that for patrol oficers, amb~gu~ty wass~gn~ficantly related to the wrgents overall performance rarlngs.Madhu and Hangopal (1980) In the~r study camed out on 65male suprntsors I c . (40 tcchn~cal and 25 non-techn~calsupewisorsl reported that role amblgulry was negat~vely related tojob performance onl? for the non-techn~cal samplePeetarn Sngh and Asha (1983) from theu studv on 60manage- from 3 eategones(Ch~ef uecuuve, departmental headand supemsor) from 40 organlsatlons compnsmg 10 mdustnesfound thatorgan~~tlond non0mnovaUon. poor man-