Organizational Role Stress as Related to Efficacy Amongst Managers of Government, Public and Private Sectors

Vidhu Mohan and Daisy Chauhan
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Vidhu Mohan: Professor & UGC Project Director, Department of Psychology, Punjab University, Chandigarh
Daisy Chauhan: Research Officer, Management Development Institute, Gurgaon.

Vision, 1997, vol. 1, issue 2, 71-77

Abstract: Optimisation of stress in accordance with one’s personality and environment can lead to best performance. But if stress becomes distress it can cause major handicap in one’s level of performance and productivity. The present study was conducted on middle level managers from Government, Public and Private sectors. They were administered Udai Pareek’s Organizational Role Stress (ORS) and Role Efficacy Scale. The results show that there was no significant difference in these three sectors on Role Efficacy - all the ten dimensions. But as far as stress was concerned, the public sector managers experienced significantly higher stress on Role Erosion and Self-Role Conflict followed by Government and least in the private sector. As far as the correlations were concerned, all the ten sub-scales of ORS were significantly negatively related to the overall index of Role Efficacy and most of its sub-scales.

Date: 1997
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Persistent link: https://EconPapers.repec.org/RePEc:sae:vision:v:1:y:1997:i:2:p:71-77

DOI: 10.1177/09722629X97001002008

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