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      Challenge and hindrance stressors in New Zealand: exploring social exchange theory outcomes

      Haar, Jarrod M.
      DOI
       10.1080/09585190601000147
      Link
       www.informaworld.com
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      Citation
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      HAAR, J. (2006). Challenge and hindrance stressors in New Zealand: exploring social exchange theory outcomes. International Journal of Human Resource Management, 17(11), 1942-1950.
      Permanent Research Commons link: https://hdl.handle.net/10289/1848
      Abstract
      Recent developments to the stressors literature have suggested that stressors can have both negative and positive influences. This study of 203 New Zealand government workers tested challenge (positive) and hindrance (negative) stressors as predictors of job outcomes focusing upon social exchange theory. The results found challenge stressors held positive relationships with supervisor support, perceived organizational support and employee loyalty; while, conversely, hindrance stressors were negatively related to these outcomes. Employer implications are that jobs structured to allow greater amounts of responsibility, with greater scope, are more likely to lead to positive job outcomes relating to feelings of reciprocity. Organizations that can better manage and control hindrance stressors while promoting challenge stressors will likely enjoy more loyal employees, with greater support perceptions, which might alleviate some of the tension of working into today's turbulent environments.
      Date
      2006
      Type
      Journal Article
      Publisher
      Taylor & Francis
      Collections
      • Management Papers [1125]
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