"Job performance is a deceptively simple term. At the most general level, it can be defined simply as “all of the behaviors employees engage in while at work.” Unfortunately, this is a rather imprecise definition because employees often engage in behaviors at work that have little or nothing to do with job-specific tasks."
"Organizational constraints represent situations or things that prevent employees from translating ability and effort into high levels of job performance. The [Organizational Constraints Scale] OCS was based on the work of Peters and OConnor (1980), who listed 11 areas of constraints that interfered with job performance. These common situational constraints in organizations may include faulty equipment, incomplete or poor information, or perhaps interruptions by others."
"Job satisfaction is, without a doubt, one of the most heavily studied topics in organizational psychology, as well as in the broader field of industrial/organizational psychology. To emphasize this point, many authors, over the years, have referred to Locke’s chapter in the Handbook of Industrial and Organizational Psychology (1976), where he reported that studies dealing with job satisfaction numbered in the thousands."
"’s work was undoubtedly pioneering, but it must be remembered that he focused primarily on physiological reactions to aversive physical stimuli. He was not focusing on stress in the workplace. The first large-scale program of research focusing exclusively on stress in the workplace was undertaken at the University of Michigan’s Institute for Social Research in the early 1960s. What is particularly noteworthy about this research effort is that the focus was on psychosocial factors in the workplace that may be stressful to employees. Psychosocial factors represent aspects of the work environment having to do with interactions with other people. In particular, the Michigan researchers focused much of their attention on what they termed role stressors... which are aversive working conditions associated with behaviors expected of each employee in an organization."
"In the organizational sciences (e.g., organizational behavior, organizational psychology), one of the more misunderstood terms is “organizational theory.” To some, organizational theory is a field of study; to others, it is the process of using metaphors to describe organizational processes... or it represents an attempt to determine the best way to organize work organizations. The term is used to indicate all of these things, but an “organizational theory” is really just a way of organizing purposeful human action. Given the diversity of purposeful human endeavors, there are numerous ways to organize them, and, hence, a great many organizational theories."
"The investigation of job-related stress involves studying the relationship between stressful aspects of jobs (normally termed {[w|stressors}}) and the reputed results of stressor exposure (normally termed strains). Although several diverse theoretical models of the process by which stressors impact employees exist (e.g., Ivancevich & Matteson, 1980; Jex, in press; Jex & Beehr, 1991; Kahn & Byosiere, 1992), most models propose that employees are exposed to stressful working conditions, these conditions are perceived, and finally employees exhibit strains, which can include behaviors (e.g., increased smoking), physical illness, and psychological distress. On the job stressor side, there have been only a limited number of scales developed, which has tended to focus the field on a relatively small number of potential job stressors, for example, role ambiguity and role conflict. Yet research clearly suggests an important role for other job stressors that have received inadequate attention, such as interpersonal conflict in the workplace (Keenan & Newton, 1985) and organizational constraints on performance."
"[The Integrated Model of Work Stress (ISR) model] is straightforward, easy to understand, and has guided much of the work stress research and theorizing in the past 25 years."