Locus of Control as a Moderator for Relationship between Organisational Role Stress and Managerial Effectiveness

Abstract

Getting the pulse of the present economic scenario, corporate are today increasingly realising the fact that their people, especially those at the managerial levels, are the only source of competitive advantage. This has resulted in a renewed focus on the HR strategies that can ensure retention, commitment, as well as reduction of stress and maximum effectiveness of managerial personnel This is only possible when personnel working in organisations are contended, motivated in their respective work areas. Managerial effectiveness is important for the survival and growth of organisations. Experts have, over the years, attempted to describe the work of all managers by a set of common behaviours or roles. One's personality plays prominent role in determining his effectiveness or ineffectiveness in dealing with day to day stress prevailing in an organisation. It was found during the course of reviewing the literature that there is a paucity of survey research from the psychological point of view on private sector managers regarding their effectiveness. The present study was done on a sample of 200 managers belonging to private sector organisations. The major objective of the study was to analyse moderating effects of Locus of Control on the relationship between organisational role stress and managerial effectiveness. Hierarchical Multiple Regression analysis was conducted to find the results. It was found that organisational role stress was negatively related to Managerial Effectiveness and Internal Locus of Control moderated organisational role stress and Managerial Effectiveness relationship.