organisational stress - Pondicherry University DSpace Portal

(Kahn et al, 1964)RA IS pantcularly strong among managerialjobs where respons~b~l~ttes are more general In nature and taskspcciftcattons are not clear RC IS also prevalent amongcornpanlea that have merged or acqutred other companlcs becausethe emplovees become uncertatn of what exactlv they aresupposed to do nav exactly whom thev have to report to Thus. RAdlrnlntshes hls Interest tn the job, leadtng to job dlssat~sfact~onand job stress, ulttmatel\affecting the employee's expectedproc!uct~~e ourcomesT?:is is also unr of the c:ausrs for organtsatlonal stressUhrn .in empiovcc feels that hls suggesttons are not sought Infr;~rz~rrq Important po11c:es of the organsatton and In sol\lngorq:lnuarton;li problrtns hr experiences UPMargol~s. Kores andQu::on (l97J) ieit that under-partlctpatton at work IS slgn~ficantlyre1a:ed to iow job sattslactlon, lo\r motlvatlon to work. tntentlon tolea1.e the job and absente~lsm \vhtch are tndtces of stress. On theconwan., from thr studies so far made. ~t IS proved by French andCpian (1970) that panlctpatlon strengthens employee's pos~ttve jobatt~tudes and thus. enhances a greater sense of autonomy.respons~bllrty, cena~nty. control and ownership (Schuller. 19801.