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dc.contributor.authorHaar, Jarrod M.
dc.identifier.citationHAAR, J. (2006). Challenge and hindrance stressors in New Zealand: exploring social exchange theory outcomes. International Journal of Human Resource Management, 17(11), 1942-1950.en
dc.description.abstractRecent 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.en
dc.publisherTaylor & Francisen
dc.subjectNew Zealanden
dc.subjectchallenge stressoren
dc.subjecthindrance stressoren
dc.subjectsocial exchange theoryen
dc.titleChallenge and hindrance stressors in New Zealand: exploring social exchange theory outcomesen
dc.typeJournal Articleen
dc.relation.isPartOfInternational Journal of Human Resource Managementen_NZ

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