Ambiguity Case Study

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A STUDY ON IMPACT OF ROLE AMBIGUITY AND JOB STRESS ON INTENTION TO QUIT AMONG EMPLOYEES IN BANGALORE Dissertation submitted in partial fulfilment of the requirements for the award of the degree of POST GRADUATE DIPLOMA IN MANAGEMENT Approved by ALL INDIA COUNCIL FOR TECHNICAL EDUCATION (AICTE) By Catherine S Reg No. 15MG30203 Under the guidance of Dr. Geeta Asst. Professor School of Management KRISTU JAYANTI COLLEGE, AUTONOMOUS Bengaluru – 560077 SCHOOL OF MANAGEMENT CERTIFICATE OF ORIGINALITY This is to certify that the report titled “Organizational Study” is an original carried out by Catherine S , Reg. No. 15MG30203 is being submitted in partial fulfillment of the award of the Master 's…show more content…
Specifically, a person has a need to know others ' expectations of the rights, duties, and responsibilities of the role, the behaviours that will lead to fulfilment of these expectations, and the likely consequences of these role behaviours. Role ambiguity results when these three types of information are non‐existent or inadequately communicated. Organizational factors (e.g., rapidly changing organizational structures, job feedback systems) and individual factors (e.g., information processing biases) may cause role ambiguity. Consequences of role ambiguity may include tension, job dissatisfaction, and turnover. It is useful to distinguish objective role ambiguity from the subjective role ambiguity experienced by the person in the role. A job description is an example of a formal organizational mechanism that may alleviate role ambiguity. Kahn et al. (1964) were the first to extensively develop these elements of role ambiguity within an organizational context. Research indicates that role ambiguity is positively correlated with both anxiety and propensity to leave (the role) and negatively correlated with several factors such as organizational commitment, employee involvement, and job…show more content…
Armenakis and Bedeian The current study explores the linkage between employees’ attitudes towards organizational change and two of the most significant constructs in organizational behaviour; occupational stress and organizational commitment. 4. Moffit, K.R. (2005), "Turnover intentions and voluntary turnover: Results indicate that self-monitoring and risk aversion moderate the intentions-turnover link. Specifically, the relationship between turnover intentions and turnover is stronger for low self-monitors and those lower in risk aversion. Locus of control moderated the relationship in 1 of 2 samples such that the relationship was stronger for those with an internal locus of control. 5. Kathleen A and Loquet, Claude 2004: Intention to quit is largely influenced by job dissatisfaction, lack of commitment to the organization and feelings of stress, which in the current model are influenced by job stressors. However, for managers who are concerned about the impact intention to quit and possible turnover, these variables are factors over which they may have some
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