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Role clarity, need for clarity, satisfaction, tension, and withdrawal

dc.contributor.authorLyons, Thomas F.en_US
dc.date.accessioned2006-04-17T16:30:34Z
dc.date.available2006-04-17T16:30:34Z
dc.date.issued1971-01en_US
dc.identifier.citationLyons, Thomas F. (1971/01)."Role clarity, need for clarity, satisfaction, tension, and withdrawal." Organizational Behavior and Human Performance 6(1): 99-110. <http://hdl.handle.net/2027.42/33731>en_US
dc.identifier.urihttp://www.sciencedirect.com/science/article/B7J20-4D5WMSD-CC/2/e1eaa640b83c639d4e4bc8aa35d0a19cen_US
dc.identifier.urihttps://hdl.handle.net/2027.42/33731
dc.description.abstractIn a mailed-questionnaire study of 156 staff registered nurses, perceived role clarity was related negatively to voluntary turnover, propensity to leave, and job tension, and positively to work satisfaction. The correlations of role clarity with voluntary turnover, propensity to leave, and work satisfaction were nonsignificant for nurses classified as low on a need-for-clarity index; the correlations were significantly higher for nurses with a high need for clarity. The correlations between role clarity and job tension were significant for both subgroups. The concepts of role clarity, the rigidity of role specifications, and the conditions of role specificity, as opposed to the processes of role specification, were discussed with regard to organizational theory and organizational change.en_US
dc.format.extent745142 bytes
dc.format.extent3118 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.language.isoen_US
dc.publisherElsevieren_US
dc.titleRole clarity, need for clarity, satisfaction, tension, and withdrawalen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelPsychologyen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumMedical School, The University of Michigan, USAen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/33731/1/0000245.pdfen_US
dc.identifier.doihttp://dx.doi.org/10.1016/0030-5073(71)90007-9en_US
dc.identifier.sourceOrganizational Behavior and Human Performanceen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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