4. Discussion and conclusion
In summary, all of the structural models were found to give an adequate description of the data, which justifies
the following three conclusions. First, the results indicated that intrasender conflict has a significant negative
correlation with professional self-acceptance and managerial ambiguity has a significant negative correlation with
occupational growth. The results of the study suggest that intrasender conflict is an important variable influencing
professional self-acceptance. It can be concluded that when the lower intrasender conflict is generated
organizationally the higher professional self-acceptance is felt by employees. Second, the findings of this study
provided evidence that managerial ambiguity is an important variable influencing occupational growth. Thus,
reducing the managerial ambiguity in the organization may be a way to improve occupational growth. These
findings are consistent with Danna and Griffin`s (1999), Marzuki and Ishak`s (2011) and Perrewe`et al.`s (2002)
indications. Third, in addition to the existing organizational outcomes (job satisfaction, commitment etc.) any other
important variable (well-being) can be evaluated in the industrial and organizational psychology literature by
proving the relationship between the role stress and occupational well-being. In the light of these results, we can
conclude that the negative effect of role stressors on sale representatives` occupational well-being can be due to the
lack of awareness about career plans, sales quotas that are be met, concern for the future and lack of job security.
Furthermore, the conflict between the time, inadequate resources, capabilities of the sales representatives and the
role attributed to them can affect their well-being in the work place. In order to provide sales representatives`
occupational well-being, it can be suggested that the organizations let employees design their own business plansand participate in decisions. Moreover, the organization`s work demands should be compatible with the employees`
training and capability levels.
Although this research presents evidence regarding the relationship between role stress and occupational wellbeing,
the results should be interpreted in light of the study`s limitations. Due to financial and time constraints, the
research is limited among the pharmaceutical companies operating in province of Izmir. Future studies should test
the validity of the measurement models on different and larger samples. In our study, occupational well-being was
studied as an organizational output variable of role stress. There might be other factors influencing and interacting
with occupational well-being. Future researchers are advised to investigate additional predictors of occupational
well-being which could be included in the model to act as mediators
4. Discussion and conclusion
In summary, all of the structural models were found to give an adequate description of the data, which justifies
the following three conclusions. First, the results indicated that intrasender conflict has a significant negative
correlation with professional self-acceptance and managerial ambiguity has a significant negative correlation with
occupational growth. The results of the study suggest that intrasender conflict is an important variable influencing
professional self-acceptance. It can be concluded that when the lower intrasender conflict is generated
organizationally the higher professional self-acceptance is felt by employees. Second, the findings of this study
provided evidence that managerial ambiguity is an important variable influencing occupational growth. Thus,
reducing the managerial ambiguity in the organization may be a way to improve occupational growth. These
findings are consistent with Danna and Griffin`s (1999), Marzuki and Ishak`s (2011) and Perrewe`et al.`s (2002)
indications. Third, in addition to the existing organizational outcomes (job satisfaction, commitment etc.) any other
important variable (well-being) can be evaluated in the industrial and organizational psychology literature by
proving the relationship between the role stress and occupational well-being. In the light of these results, we can
conclude that the negative effect of role stressors on sale representatives` occupational well-being can be due to the
lack of awareness about career plans, sales quotas that are be met, concern for the future and lack of job security.
Furthermore, the conflict between the time, inadequate resources, capabilities of the sales representatives and the
role attributed to them can affect their well-being in the work place. In order to provide sales representatives`
occupational well-being, it can be suggested that the organizations let employees design their own business plansand participate in decisions. Moreover, the organization`s work demands should be compatible with the employees`
training and capability levels.
Although this research presents evidence regarding the relationship between role stress and occupational wellbeing,
the results should be interpreted in light of the study`s limitations. Due to financial and time constraints, the
research is limited among the pharmaceutical companies operating in province of Izmir. Future studies should test
the validity of the measurement models on different and larger samples. In our study, occupational well-being was
studied as an organizational output variable of role stress. There might be other factors influencing and interacting
with occupational well-being. Future researchers are advised to investigate additional predictors of occupational
well-being which could be included in the model to act as mediators
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