Sunshine Sports Introduction Program Transcript
BENJAMIN JONES: Hi, I’m Benjamin Jones co-founder of Walden Sports. Come on in. Thank you for coming in today. As you know, I want to make some changes that will benefit our employees, and I’m really looking forward to hearing from you how you might be able to help. There’s a lot to go over. I think I’ll just start by giving you the lay of the land.
Walden Sports was founded just over 12 years ago. And we’ve expanded our product line to include everything that adventurous travelers demand from sleeping bags, to tents, to guide books, maps, even insurance. Our clothing and equipment sales are $1,420,000 per year with a gross profit of $202,400. We employ 70 people part-time and full-time distributed over a variety of departments, including finance, marketing, and operations.
And really exciting, we’ve recently started a mail order division through our website which has required our establishing a mail order fulfillment department and an IT department. Business has been so good the last few years we’re able to donate 5% of our gross profit to charity. Last year, Walden acquired an agency called Earth Travelers, one of the most respected tour operators in the market, and we began selling their services in our stores. In the six months that we’ve been selling these travel agency services we’ve sold 200 vacation packages at an average cost of $3,340. Walden Sports is 10% commission on the sales has been $66,800.
In addition, 35 insurance policies have been sold at an average price of $167 yielding $1,754 from a 30% commission. This growth which at first seemed like a blessing, has caused some major challenges for us though. In the past six months, we’ve seen a sharp decrease in productivity and an increase in turnover and absenteeism. Moreover, people don’t seem as energized and motivated as they once were. There was once a time when our employees would not only work late but reach out and offer assistance to other employees who are falling behind in their workload. We don’t see that anymore.
We used to have social activities and happy hour at least once a month to boost employee morale. Now hardly anybody comes to those activities. Until now, employees would take great pride in what they did and with whom they worked. They even took every opportunity to wear the company’s clothing as often as they could. But not anymore. And all of that is why we’ve asked you here today. We really need somebody from the outside to come in and find out what’s going on and tell us what we can do to make things better. Do you think you can help?
Focus Group Program Transcript
MALE SPEAKER: Alrighty, let’s go ahead and get started. I want to thank you all for taking time away from your work and joining me here this afternoon. As you know, my firm has been hired by your CEO, Benjamin Jones, to take the temperature of the company and give him some recommendations on how we can make this a better place to work. We’re meeting with you all in small groups just like this to hear your concerns, but above all, your thoughts on how to make things better.
You can rest assured, though, that everything you tell me will be confidential and will only be reported to Mr. Jones as a part of general recommendations at the end of my firm’s assessment. So please feel free to speak candidly. So why don’t we start the process off by going around the room. Just say your name and how long you’ve been with Walden Sports. We’ll start here.
BURT: Well, I’m Burt. You all know me. I’ve been in charge of the fishing department since Ben opened the first shop 12 years ago.
MALE SPEAKER: Thanks, Burt.?KIM: Oh hi, I’m Kim. I’ve been with the company for about six years now in the shipping department.
MARTIN: I’m Martin. Hard to believe, but I’ve been almost 10 years now. Five of which underneath Burt there in the fishing department. Now I just try to keep the warehouse running smoothly.
JULIET: Hi, my name is Juliet. And I work up in payroll. So I think everyone here will thank me for making sure you’ve all gotten paid the last four years.
BURT: Oh, so you’re the one to blame for those measly checks, huh? JULIET: Yep, been skimming a little off the top of yours for years now.
STACEY: Hi, I’m Stacey. I started working on the sales floor during college eight years ago. And now, I work up in HR.
MALE SPEAKER: Thank you very much. Seems like we have a pretty seasoned group here which is fantastic. So I want to start this process off by taking out the dirty laundry, as it were. It’s come to my attention that there is a certain level of employee dissatisfaction, and I want to get a sense of what that looks like here. So let’s just open it up to the whole table. If you have been dissatisfied with your job here at Walden Sports, why don’t you shed some light on why it is that you stay?
BURT: Well, I’ve been here so long it don’t seem to make any sense to look for anything else. I mean, I’d like to. But I may be 10 years away from retirement now, and no one wants to hire an old guy like me. And heck, even if they did, I can’t risk taking any kind of pay cut and throwing off my savings plan. No sir, I’ve got to stay put.
MALE SPEAKER: I see. Anyone else?
STACEY: Well, I have to admit that I’ve had the desire to start looking for jobs elsewhere for a while now. But Walden just finished paying off my college loans as part of an incentive program, so I, sort of, feel obligated to stay.
MALE SPEAKER: You know, you wouldn’t be the first person to do it, but I can see how that might make you feel uncomfortable. What about you, Kim? Have you ever thought about leaving??KIM: I don’t know. I mean, yes. I’ve been looking at job listings for a while now, but I think I’ve decided to give up the search.
MALE SPEAKER: Why is that?
KIM: There’s no jobs out there. I look every day but come up with nothing. It’s hopeless, so I guess I’m stuck here.
MALE SPEAKER: I’m sorry to hear that, Kim. But I’ve run into a lot of people lately who are in the same boat as you. What about you, Martin? Juliet? Have you looked for another job but run into road blocks like Kim has?
MARTIN: Well I haven’t actually done any job searching yet, but more and more I find my commitment to the company slipping. I mean, I love my coworkers and my supervisor has done so much for me over the years, I just don’t feel like anybody above them cares about me. I mean, it used to be that we felt like we were a part of the success of the company. And the executives would come down and make sure that we have the resources that we needed to do our job. But now, it just seems like they nickel and dime us to death, and I can’t get excited about working here anymore.
JULIET: You know, it’s actually the opposite for me. I still enjoy the day to day work, but ever since the merger with the travel agency, I feel like I’m out of touch with everyone. That so many new people came in and everything got so corporatized that I just don’t feel like we’re all one big happy family anymore. Sorry. Which is how it used to be. It’s become a lifeless office to work in, and I honestly find it really depressing.
MALE SPEAKER: Yeah, I understand. I’m really sorry to hear that. Sounds like there are some big changes that need to be made in order to make this a better place to work. But you know what? We’re going to work very hard to make that happen. I promise.
Application: Methods Section
Please use citations in Information Collected file with work related to this case study
This week, you complete Methods section. This Methods section will serve as a road map for measuring job satisfaction, organizational commitment, and job involvement. In your role as a consultant for Walden Sports, it is important to understand why certain instruments are more effective than others.
The Assignment should include:
• Complete Methods Section
• Summarize the job attitudes that need to be measured in the organization.
• Summarize the three instruments you might use to measure job satisfaction, organizational commitment, and job involvement in the organization.
• Justify your use of these instruments.
• Summarize the psychometric properties of the instruments.
• Summarize the items and scoring method from each instrument you might use as part of your diagnostic survey.
Specific instructions of what to cover in 4 pages
• Summarize the three instruments you used to measure job satisfaction, organizational commitment, and job involvement in the organization as well as the diagnostic instruments you selected.
• Please describe the items and scoring method from each instrument you used as part of your diagnostic survey.
• Provide an example item from each scale you selected and describe the scale anchors used to score the instrument.
• Describe the psychometric properties (reliability and validity) of the instrument.
• Justify your use of these instruments.
• Summarize the psychometric properties of the instruments.
You can use all these things but you must use your own words so there is no plagiarism. These citations here are perfect to use
This is what I have done in discussions so far
Two problems related to job satisfaction expressed by the Walden Sports CEO.
Mr. Jones is the Co-founder and CEO of Walden Sports. Walden Sports is a 12-year-old organization that expanded their product line to include everything that adventurous travelers demand from sleeping bags, tents, to guide books, maps, even insurance (Laureate Education, 2012). Mr. Jones is interested in making changes that will benefit employees. The problems addressed are increased turnover and absenteeism (Laureate Education, 2012). Work redesign is becoming increasingly prominent as a strategy for attempting to improve simultaneously the productivity and the quality of the work experience of employees in contemporary organizations (Hackman & Oldham, 1976).
Explain which data you might need to collect in order to better understand the problems at Walden Sports.
I would need to collect data pertaining to employee attitude, motivation, and intelligence. I would also need to understand how management is distributing workloads and what employee salaries are as well. I would also need to know if the organization has systematic barriers that discourage employees from expressing their concerns, this would relate to the HR department and how they serve employee feedback and complaints.
Finally, describe two specific strategies that you might use to collect these data and explain why you might use these strategies.
Some methods to collect the data needed to identify concerns would be to administer surveys, interview employees and managers for in-depth concerns. I would also conduct a root cause analysis that would aid me in understanding through interviews of what happened to employee motivation and why it happened. This strategy will aid me in figuring out what to do to reduce the likelihood of this problem occurring again. Some of these problems can be physical causes, lack of leadership causes, compensation causes, and organizational causes.
Weiss & Brief, in press, states that focused job satisfaction on judgment-based, cognitive evaluations of jobs on characteristics or features of jobs and generally ignored affective antecedents of evaluations of jobs and episodic events that happen on jobs. The issues are not the narrow questions about affect or emotions as influences on job attitudes versus affective responses as components of a tripartite conception of attitudes. The issue is the cognitive emphasis that has ignored systematic consideration of affect and emotion as causes, components, or consequences of job satisfactions (Hulin & Judge, 2003, p. 255).
Reference
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: A test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279.
Hulin, C. L., & Judge, T. A. (2003). Job attitudes. In W. C. Borman, D. R. Ilgen, R. J. Klimoski, & I. B. Weiner (Eds.), Handbook of psychology, Volume 12: Industrial and organizational psychology (pp. 255–276). New York, NY: Wiley.
Laureate Education, Inc. (Executive Producer). (2012). Introducing Walden Sports Inc. Baltimore, MD: Author.
Why is it that the CEO doesn’t know why his employees are no longer motivated?
I think the reason why the CEO is not aware of his employees no longer being motivated is because there is a lack of communication between him and management. Perhaps it is a lack of emails, meetings, or even a lack of expression from management because they may feel that expressing concerns may lead them to being exposed for other concerns the CEO is unaware of.
How is it that he has not heard their concerns already?
Again, I believe because there is a lack of communication and that could be a negative impact both on management and the CEO as well.
What purpose would that data serve for you in solving this problem?
Emotional intelligence would aid in many ways such as, personal qualities (perseverance, self-control and skill in getting along with others). Employees with high EQ are better able to work in teams, adjust to change and be flexible. Since Mr. Jones expressed there was a change and workloads increasing I would find emotional intelligence fit in this matter and scenario. Emotional intelligence involves self-awareness, self-regulation, motivation, empathy, and people skills.
I also share a deep interest in barriers of communication and why they continue to occur in the organizational setting. I think identification of barriers should not be difficult since I am assuming there is a barrier to begin with. I think implementing the right strategies to find out where this is all coming from would not be difficult if the right methods are used to do so. I would be concerned with finding out why the employee’s performance and motivation is suddenly lacking. I can administer anonymous surveys, one on one meetings, and group meeting to paint an accurate picture of a pattern of concern. I believe these strategies will aid in overcoming the challenges expressed by the CEO.
Job attitudes relate to how people feel about what they do when they are working (Salancik & Pfeffer, 1977). The paradigm of needs-satisfaction is a model that asserts that people have needs,that jobs contain characteristics, and motivation may be a result of their conjunction (Salancik & Pfeffer, 1978). Work motivation stems from a psychological state of which intrinsic factors related to the work appeal to the person such as in the areas of recognition, achievement, and growth (Hackman & Oldham, 1976).
One theory that has been considered one of the most influential theories in relation to work design is the two-factor theory of satisfaction and motivation by Herzberg (Hertzberg, Mausner, & Snyderman, 1959; Herzberg, 1966 as cited in Hackman & Oldham, 1976). This theory proposes that the main determinants of satisfaction for employees are intrinsic to the work. Such factors are termed “motivators” because it has been believed that they are effective in the motivation of employees towards great effort and performance. Any dissatisfaction would be seen as caused by “hygiene factors” which would be extrinsic to the work. The theory of Hertzberg discusses that a job may enhance motivation and satisfaction at work only to the degree of motivators being designed into the work. “Hygiene” factors typically do not lead to an escalation of motivation in employees. This theory could attempt to explain job attitudes as being one composed of positive feelings and hope connected to the intrinsic appeals of the job such as in recognition, personal growth in competence, achievement, responsibility, etc., thus leading to an increase in job satisfaction and motivation.
References
Hackman, J. R. & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory.Organizational Behavior, 16, 250-279.
Salancik, G. R. & Pfeffer, J. (1977). An examination of need-satisfaction models of job attitudes.Administrative Science Quarterly, 22, 427-456.
Salancik, G. R. & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23, 224-253.
Work Motivation and Job Attitudes
Job attitudes include cognitive, affective, and behavioral factors (Hulin, & Judge, 2003). One of the most common job attitudes focused on, in both research and practice, is job satisfaction (Saari, & Judge, 2004). Job satisfaction is a positive affect resulting from cognition about job experiences (Saari, & Judge, 2004). Herzberg (1968) believed that motivators effect job attitudes. Specifically, intrinsic factors (recognition, achievement, responsibility, growth) determine levels of motivation and satisfaction, both of which are positive job attitudes (Hackman, & Oldham, 1976).
Job Characteristics Model (JCM)
One model that explains job satisfaction and job motivation is the Job Characteristics Model (Hackman, & Oldham, 1976). This theory argues that when jobs are enriched with certain characteristics, the result is certain psychological states that lead to specific outcomes (Judge, Parker, Colbert, Heller, & Ilies, 2002). Those outcomes include motivation and satisfaction, as well as performance and reduced withdrawal (Hackman, & Oldham, 1976). The job characteristics that can be used include task identity, task significance, skill variety, autonomy, and feedback (Judge et al., 2002). The psychological states include experienced meaningfulness, experienced responsibility for outcomes, and knowledge of work outcomes (Judge et al., 2002).
How Job Characteristics Model Explains Work Motivation and Attitudes
Basically, when a job includes the characteristics above so that people have meaningful work that they are responsible for and that they receive feedback on, the result is motivation and satisfaction, which are both positive work attitudes. The JCM goes on to explain that this result is moderated, or effected by, employees’ growth need strength, or desire for personal development (Hackman, & Oldham, 1976). This model makes sense because the nature of the job, specifically, the intrinsic factors, has been linked to job attitudes (Judge et al., 2002). When the nature of the job is improved with job characteristics, such as those described by the JCM, positive attitudes, such as motivation and satisfaction result.
References
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: A test of a theory.Organizational Behavior and Human Performance, 16(2), 250–279.
Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review, 46(1), 53-62.
Hulin, C. L., & Judge, T. A. (2003). Job attitudes. In W. C. Borman, D. R. Ilgen, R. J. Klimoski, & I. B. Weiner (Eds.), Handbook of psychology, Volume 12: Industrial and organizational psychology (pp. 255–276). New York, NY: Wiley.
Judge, T. A., Parker, S. K., Colbert, A. E., Heller, D., & Ilies, R. (2002). Job satisfaction: A cross-cultural review. In N. Anderson, D. S. Ones, H. K. Sinangil, & C. Viswesvaran (Eds.), Handbook of industrial, work, and organizational psychology, Volume 2: Organizational psychology (pp. 25–52). Thousand Oaks, CA: Sage Publications.
Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43(4), 395–407.
Explanation of how the constructs of work motivation and job attitudes differ.
Expansive research has resulted in job satisfaction being linked to productivity, motivation, absenteeism/tardiness, accidents, mental/physical health, and general life satisfaction (Landy, 1978). A common theory within the research has been that, to an extent, the emotional state of an individual is affected by interactions with their work environment. People identify themselves by their profession, such as a doctor, lawyer, or teacher. Hence, an individual’s personal well-being at work is a significant aspect of research (Judge & Klinger, 2007). Job satisfaction has emotional, cognitive, and behavioral components (Bernstein & Nash, 2008).
Then describe the theory you selected and explain how the factors described in that theory might explain work motivation and job attitudes.
Expectancy theory proposes an individual will behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be (Oliver, 1974). The motivation of the behavior selection is determined by the desirability of the outcome.
The Expectancy Theory developed by Vroom in 1964, bears many similarities to Equity Theory – people expect a return (i.e. outputs) for their efforts (i.e. inputs), and they base decisions on their behavior on three factors:
1. The perceived performance outcome– will the effort result in the desired performance?
2. The perceived return on investment for their effort –will there be a reward?
3. The perceived value of the reward–is it worth it?
This model explains motivation as a subjective reality, based on personal perceptions of worth and value. In other words, when making a decision about their behavior, people are asking themselves ‘what’s in it for me?’
So, the questions that managers should be asking themselves in order to tap into the motivational energy of others is ‘what’s in it for them?’
Reference
Bernstein, D. A., & Nash, P. W. (2008). Essentials of psychology (4th ed.). Boston:Cengage Learning. Retrieved from http://books.google.com/books?id=4Do-bFrt9tUC.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: A test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279.
Judge, T. A., & Klinger, R. (2007) Job satisfaction: Subjective well-being at work. In M. Eid, & R. Larsen (Eds.), The science of subjective well-being (pp. 393-413). New York, NY: Guilford Publications.
Landy, F. J. (1978). An opponent process theory of job satisfaction. Journal of Applied Psychology, 63(5), 533-547.
Oliver, R. (August, 1974). Expectancy is the probability that the individual assigns to work effort being followed by a given level of achieved task performance. Expectancy Theory Predictions of Salesmen’s Performance. Journal of Marketing Research 11, 243-253.
Thank you for your response and question. You raised a great question.Extrinsic motivation is when I am motivated by external factors, as opposed to the internal drivers of intrinsic motivation. Extrinsic motivation drives me to do things for tangible rewards or pressures, rather than for the fun of it. When I do something, I have to explain why I do it. If I am being rewarded extrinsically for doing it, then I can explain to myself that I am doing it for the reward. In this way, rewards can decrease internal motivation as people work to gain the reward rather than because they like doing the work or believe it is a good thing to do.
Lepper, Greene and Nisbett (1973) asked two groups of children to do some drawings. One group was promised a ‘good player medal’ for their work and the other was promised nothing. On a return visit, the groups were given paper and crayons and what they did was observed. The group who had been given the medal for drawing previously spent significantly less this time drawing as compared with the no-reward group.
You can offer positive motivations such as rewards and other bribery or you can use negative motivation such as threats and blackmail. Either way, extrinsic motivation is crude, easy and often effective. However it focuses people on the reward and not the action. Stop giving the reward and they’ll stop the behavior. This can, in fact, be useful when you want them to stop doing something: first give them extrinsic rewards for doing the unwanted behavior, then remove the reward.
Reference
Lepper, M. R., Greene, D., and Nisbett, R. E. (1973). Undermining children’s intrinsic interest with extrinsic rewards: A test of the “overjustification” hypothesis. Journal of Personality and Social Psychology, 28, 129–137.
Commitment
Two Walden Sports employees you selected and explain how they differ in their commitment to the organization.
Commitment is a force that binds an individual to a target (social or non-social) and to a course of action of relevance to that target (Meyer, Becker & Van Dick, 2006). Commitment has been significantly, negatively associated with turnover and, to a lesser extent, with other withdrawal behaviors such as decreased performance and increased absenteeism and tardiness (Reichers, 1985).
The two Walden Sports employees that I selected are Burt and Stacey. Burt has been working with Walden Sport for 12 years and is in charge of the fishing department (Laureate Education, 2012). Burt seems to be committed to the organization since he has been there from the start. He did make a facetious remark pertaining to low pay. He doesn’t find it making sense for him to start a new career compromising his savings plan and doesn’t feel hopeful of finding a job due to him being 10 years away from retirement (Laureate Education, 2012). I believe Burt’s commitment is continuance since he needs to consider costs of forgoing benefits (Bergman, 2006).
Stacey has been employed for eight years and was working during her college studies and was promoted to HR after graduation (Laureate Education, 2012). Her commitment is based on loyalty given that she was part of an incentive program that paid off her student loans. She feels obligated to stay with Walden Sports. She indicated that she dud have a desire to look for a new job but has not acted as of yet (Laureate Education, 2012). I believe Stacey’s level of commitment is normative since she feel obligated and is loyal to the organization (Bergman, 2006).
In your analysis, explain how they differ or are similar on all three components of organizational commitment.
Affective commitment for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You’ll most likely identify with the organization’s goals and values, and you genuinely want to be there. Continuance commitment occurs when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company, because the loss you’d experience by leaving it is greater than the benefit you think you might gain in a new role. Normative commitment occurs when you feel a sense of obligation to your organization, even if you’re unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it’s the right thing to do.
Finally, explain one potential positive consequence and one potential negative consequence of each employee’s organizational commitment.
Employees with only continuance and normative commitment may feel bored and unmotivated, and no leader wants a team with those attitudes! These team members might also block enthusiastic employees, or even lower the morale of the group. It’s important to do your best to grow affective commitment, and reduce your team’s reliance on continuance and normative commitment, so that you’re leading a team of people who feel passionate for their roles. Employees are more likely to develop affective commitment if they experience positive emotions at work. A positive influence would be if employees develop affective commitment they will enjoy the work that they are doing, become happy, and productive. Management must always give its employees praise to create a healthy workplace.
Reference
Bergman, M. E. (2006). The relationship between affective and normative commitment: Review and research agenda. Journal of Organizational Behavior,27(5), 645–663.
Retrieved from the Walden Library databases.
Laureate Education, Inc. (Executive Producer). (2012). Organizational commitment. Baltimore, MD: Author.
Meyer, J. P., Becker, T. E., & Van Dick, R. (2006). Social identities and commitments at work: Toward an integrative model. Journal of Organizational Behavior, 27(5), 665–683.
Retrieved from the Walden Library databases.
Reichers, A. E. (1985). A review and reconceptualization of organizational commitment. Academy of Management Review, 10(3), 465–476.
Retrieved from the Walden Library databases.
Explanation of how job involvement differs from job satisfaction and organizational commitment.
According to Kanungo, 1982, p.97, job involvement is defined as “psychological identification with a job” (Zatz, 1996). Job involvement may directly affect interrole conflict. Although interrole conflict may normally be avoided by withdrawing from one of the roles, high levels of job involvement might prevent withdrawal from the job role, and other roles (such as parent) may be non-negotiable (Zatz, 1996). Job satisfaction is an individual’s general attitude toward his or her job. A person with a high level of job satisfaction holds positive feelings about the job, while a person who is dissatisfied with his or her job holds negative feelings about the job. Job satisfaction can be the result of job involvement (Brown, 1996). A closely related concept is job involvement. Job involvement is the degree to which a person identifies with his or her job, actively participates in it, and considers his or her performance important to self-worth. Job involvement, job satisfaction, and organizational commitment all have some similarities, they are empirically different constructs ( Brooke, Russell, and Price, 1988). High levels of job involvement are positively related to organizational citizenship and job performance.
Then explain how role conflict affects job involvement.
Role conflict has been found to be associated with lack of job involvement and organizational commitment, tension and anxiety, intent to leave the job, lack of confidence in the organization, and inability to influence decision making (Rahim, 2011).
Provide an example to illustrate your points.
Job involvement and job satisfaction are key concepts in the progress of an organization. Job involvement is a cognitive state of psychological identification with work, to the extent that work is perceived as instrumental in satisfying one’s salient needs and expectations (Kanungo, 1981).
An example would be my personal work-life balance. As a Director, I am committed to continuously ensuring my organization grows in a positive manner. I am also obligated to attend many conferences and seminars to ensure the organization is up to par with competitors. I also have a family and a fulltime PhD program I am committed to complete in the very near future. Maintaining this balance requires extreme time management and organization. It also causes tension and anxiety at times when I have too much to do at one time (such as deadlines). I have been able to manage this lifestyle for years now, but at times I feel like I am overly tense due to me having to sacrifice certain commitments to accomplish others. My children are very understanding and support me in all my commitments. I do on the other had have constant conflict with my mother due to my continuous absence and lack of involvement in family functions. I have tried to communicate that this is a very short period of my life in which things will be this way, but she still believes that I can make time to attend these events when I absolutely cannot. I previously was the type of person who never missed anything; unfortunately I am now missing 75% of family time with my parents and siblings. This always leads to extreme anxiety and tension that I sometimes feel is uncontrollable, yet I stay determined because I am sure my PhD program will be complete in the very near future. Role conflict has definitely impacted many obligations I have as daughter and has later led to me feeling overwhelmed and tense. I do feel that it is under control, I just feel so guilty when I have to continue to hear my mom utter that I have changed.
Reference
Brooke, P. P., Russell, D. W., & Price, J. L. (1988). Discriminant validation of measures of job satisfaction, job involvement, and organizational commitment. Journal of Applied Psychology, 73(2), 139–145.
Brown, S. P. (1996). A meta-analysis and review of organizational research on job involvement. Psychological Bulletin, 120(2), 235–255.
Retrieved from the Walden Library databases.
Kanungo, R.N. (1981). Work alienation and involvement problems and prospects.International Review of Applied Psychology, 30,10-16.
Rahim, A.Z. (2011). Managing Conflict in Organizations. Retrieved from https://books.google.com/books?id=qauUlGypkhEC&printsec=copyright&source=gbs_pub_info_r#v=onepage&q&f=false
Zatz, D. (1996). Job involvement and identity. Retrieved from
http://www.toolpack.info/articles/job-involvement.html
