How managers describe themselves in a job context

D J.W Strümpfer

doi:10.4102/sajbm.v14i2.1140

Abstract

By means of self-report inventories, 163 White, male, English-speaking managers described their subjective experiences of job demands and their views of themselves as working people. The mean scores on the Jenkins Activity Survey (measuring Type A - B behaviour) were well above the means of high-scoring American samples. A factor analysis of all scores revealed four interpretable factors. 'Hard Managerial Work' reflected a heavy work load, long hours worked, high utilization of abilities, high participation, and Type A behaviour, with emphasis on hard-driving competitiveness, and role clarity - but all of these experienced rather positively. Another positive factor, 'Individualistic Dedication', reflected high job involvement, full utilization of abilities and low role conflict - more as a matter of personal participation than of reaction to demands. 'Subjective Distress' reflected exhaustion, role conflict, absence of friendliness, joylessness and Type A behaviour, with an emphasis on the rushed aspect of speed and impatience. The second negative factor, 'Vulnerability', reflected high levels of social support from superiors and co-workers, need for role clarity, joylessness, and low personality hardiness.

Highlights

The most commonly used description of the contents of managerial work is the classical distinction between planning, organizing and controlling
The set of questionnaires included a page of biographical information, a selection of scales describing job demands taken mainly from Caplan et al.,[4] and labelled 'Your Work' Situation,' the Multiple Affect Adjective Check List.S the Jenkins Activity Survey,[6] and Kobasa's7 Hardy Personality Scale
Still in connection with Factor 1, it should be mentioned that some research has suggested that the combination of high scores on both the Type A and Hard-driving/Competitive factor scales of the Jenkins Acitivity Survey indicate greater risk of coronary heart disease.[20]

Summary

Introduction

The most commonly used description of the contents of managerial work is the classical distinction between planning, organizing and controlling. By means of self-report inventories, 163 White, male, Englishspeaking managers described their subjective experiences of job demands and their views of themselves as working people.

Results

Conclusion