There is considerable debate about the optimal methods to be taken in measuring work related stressor-strain links. This study has explored these issues by testing a two-factor approach of assessing occupationally and organisationally linked stressors. The discriminant validity of the Job Stress Survey (JSS; Spielberger & Vagg, 1999) was tested in this study. 1,050 employees from seven National Health Service (NHS) Trusts were examined to evaluate the degree to which JSS subscales of Job Pressure and Lack of Organizational Support differentiated between staff experiences of occupational and organisational stressors respectively. Support for the discriminant validity of the JSS was obtained with inter-occupational differences in Job Pressure when comparing between the seven NHS staff groups surveyed. By contrast, staff subjected to major organisational change were more likely to report high levels of Lack of Organizational Support than those not facing such change. The satisfactory discriminant validity of the JSS has general implications for stress prevention and management. Workers in occupations prone to high occupational stress could benefit from targeted stress management interventions, whereas endemic organisational stress could be more effectively tackled with an organisation-wide focus. MIS workers' degree of Neuroticism appeared to bias links between stressors and strains. Also, when compared with low-ranking and high-ranking staff, middle-ranking workers had the highest levels of stressor experiences and the lowest job satisfaction. As a result, future research and interventions should consider the role of Neuroticism and occupational seniority, as these variables significantly influenced NHS employees' stress experiences. It is also recommended that research into workplace stress should involve the statistical control of Neuroticism. By neglecting the crucial role of Neuroticism, researchers may be ignoring the full extent to which this personality trait may distort the true link between a stressor and subsequent strain.

Background: Research suggests that medical/surgical nurses have lower job satisfaction than nurses in other areas. Research also reports that 80% of nurses will experience bullying in their careers and that leadership style has a significant impact on the organizational work environment. Authentic leadership is a relatively new concept, which has been linked to increased job satisfaction and decreased bullying. Although job satisfaction has been widely explored, the relationship between job satisfaction, bullying, and authentic leadership in medical-surgical nurses has not been studied. Therefore, purpose of this thesis study was to use the Organizational Framework for Predicting Nurse Retention to explore the relationship between workplace bullying, job satisfaction, and authentic leadership among medical-surgical nurses. Methods: As part of a larger study, a cross-sectional survey was utilized (N=317). Invitations to participate were sent to all medical-surgical nurses in Manitoba, via the College of Registered Nurses of Manitoba. Results: The findings revealed that an alarming 43% of nurses had been reportedly bullied (occasionally/ severely) at work. However, 65% of the participants reported overall job satisfaction (i.e., satisfied/ very satisfied) and rated their managers as relatively authentic. While bivariate and multivariate regression analysis revealed significant relationships among the three main study concepts, control/autonomy emerged as a central and common influencing factor. Discussion: Based on these findings, control/autonomy is key factor in the medical-surgical nursing environment. Therefore, strategies to decrease bullying and increase job satisfaction should focus on developing authentic leadership in nurse managers and increasing perceived control and autonomy for nurses working in medical-surgical areas. Further studies with more diverse nursing populations are needed to support this novel research evidence. / October 2015

published_or_final_version / abstract / toc / Clinical Psychology / Master / Master of Social Sciences

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High school principals are organizational leaders that are critical to the pursuit of providing students a quality opportunity to learn. Impeding the attraction and retention of quality leadership is the thoughtful analysis of influences affecting the job satisfaction of the high school principal.This study used a mixed-method approach to data gathering. The quantitative method selected was survey research. The data were analyzed using descriptive statistics by frequency distributions, percentages, means, and standard deviations. In addition, the five hypotheses were tested using one-way analysis of variance (ANOVA). When the omnibus Fs indicated significance, Tukey's post-hoc tests were performed to determine which level/groups of the independent variables were significantly different.The second method used to gather data was qualitative techniques in research. A semi-structured interview of five Arizona high school principals was constructed based on the analysis of data derived from the quantitative survey.Results of the analysis suggested that being a high school principal in the State of Arizona can be an intrinsically, extrinsically, and generally satisfying job. In addition, results of this study suggest a significant relationship between high school principals' job satisfaction and the quality of their professional development. This project also revealed there was no significant relationship between job satisfaction and financial compensation.Future research should look to determine if quality professional development is defined as the current needs facing the high school principal, the lack of preparation individuals received prior to becoming a high school principal, or if quality professional development is significant because it provides high school principals the opportunity to develop relationships with colleagues outside of their individual school.

This exploratory study explores how management control systems influence job stressors. More specifically, this study seeks to unravel the mechanisms by which budget and KPI controls influence job stressors. In our study we use the well-established Job Demand - Job Control - Job Support Model to compare previous research on job stressors with our case study. We interview Controllers and Managers at a manufacturing company within the industrial industry. Data was collected through semi-structured interviews and analysed through thematic content analysis. Our study discovers various combinations of how budget and KPI controls influence job stressors. We unravel four mechanisms by which budget and KPI controls influence job stressors. The identified mechanisms are Involvement, Comparability, Predictability, and Rationalization, in where involvement is shown to be most prominent.

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