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April 23, 2014
 
 
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Greg Irving




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Greg Irving

The moderating effect of different forms of commitment on role ambiguity-job tension relations (ABSTRACT)


Irving, P.G., & Coleman, D.F.

published: 2003 | Research publication | Refereed Journals - OB/HRM

Irving, P.G., & Coleman, D.F. (2003). "The moderating effect of different forms of commitment on role ambiguity-job tension relations". Canadian Journal of Administrative Sciences, 20 (2), 97-106.



ABSTRACT:  Whereas some authors have suggested that organizational commitment might have a buffering effect on stressor-strain relations, others have suggested that commitment may exacerbate these relations. We examined the potential moderating effect of different forms of organizational commitment on relations between role ambiguity (a particular form of stressor) and job tension (an outcome of stress) in an organization that was undergoing significant change. We surveyed 225 individuals working for a public-sector organization that was being partially privatized. Results supported the hypothesis that continuance commitment exacerbates relations between role ambiguity and job tension. Contrary to our hypothesis, affective commitment also exacerbated these relations.

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revised Jan 26/05

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