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Influence Of Job Challenges And Goal Ambiguity On The Psychological Well Being Of Employees Of Champion Breweries
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Job transition, with individuals being confronted with new task and
situations in which existing tactics and routines are inadequate,
Creating
change, which individuals having a clear goals to change a situation,
but a loosely defined role that gives them the freedom to determine how
to accomplish the goal,
Managing at high levels of responsibility
characterized by increase visibility, the opportunity to make a
significant impact dealing with broader and more complex problems and
higher task,
Dealing with diversity that is working with people who
are different from themselves regarding their values, background
experiences and needs.
Managing boundaries in which case employees
have to work with people over whom they have no direct authority and
have to develop strategies for influencing and gaining their
cooperation.
The second factor that may affect employee psychological
well-being is Goal ambiguity. Organizational goals direct attention,
effort, and action aimed to achieve a target with a specified time
(Jung, 2012; Locke and Latham, 2002). Importantly, clear goals that are
specific and difficult but achievable enhance both individual and
organizational performance (Chun & Ramey, 2005a, 200b; Juny; 2012;
Lock & Latham, 2002). This is largely because goals serve as the
reference point that shape myriad organizational behaviour (Wike &
Latham, 2002) such as role conflict and ambiguity (House, 1972)
organizational commitment (Chun & Ramey, 2005a), and job
satisfaction (Jung, 2013) all of which have strong connections to
performance and psychological well-being. Beside, research consistently
indicates that clear goals directly contribute to a host of performance
related behaviours like happiness enthusiasm etc. Unfortunately, the
problem associated with unclear goals may be more pronounced in the
public sector. Public organizations often struggle to clarify
organizational goals for at least two reasons. First, political
compromise among competing demands from constituencies interest groups
and authorities result in goals that are numerous, vague and
contradictory (Davis & Stazyk, 2014a; Jung, 2014), second, the
complex services offered by public organizations do not lead well to
economic exchange meaning that prices and profits cannot act as
clarifying mechanisms for public organization goals (Chun & Ramey,
2005a; Pandey & Wright, 2006). As such the concept of goal ambiguity
is widely researched in public management. Organizational goal
ambiguity is defined as the extent to which an organizational goals or
set goals, allows for interpretative leeway (Chun and Ramey, 2005a,
2005b).
Moreover, when employees do not perceive their goals as
specific, work motivation and satisfaction will decline and the
well-being of the employee will be affected which will eventually affect
the productivity and performance of the organization (Jung, 2014). The
reduction in Job satisfaction due to goal ambiguity likely occur because
they compromise individual self-efficacy (Bandura, 1997) and challenge
the extent to which one understand organizational expectations (Davis
& Stazyk, 2014; Panday & Wright, 2006; Wright, 2004).
Statement of the Problem
Having
review previous literature from standard sources like: abstract
Indexes, Journals and Textbooks . I realized that although few studies
had been done in job challenge and goal ambiguity, but it relation to
psychological well-being is seldom been addressed.
Besides, different
researchers had different view concerning this two aforemention
variables. For example, Derue and Wellman (2009) said that job challenge
stimulate managerial development and career advancement. While Emmons
and King (1993) believed that it result in stress and anxiety. The same
contradictory view is applicable to goal ambiguity.
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