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Reluctant employees and felt stress: The moderating impact of manager decisiveness

Authors:	Jay Prakash Mulki Fernando Jaramillo Shavin Malhotra William B Locander

Institution:	^a College of Business Administration, Northeastern University, Boston, MA 02115, USA ^b College of Business, University of Texas at Arlington, Arlington, TX 7601-0469, USA ^c Ted Rogers School of Management, Ryerson University, Toronto, Ontario, Canada M5G 2C5 ^d College of Business, Loyola University New Orleans, New Orleans, LA 70118, USA

Abstract:	Job stress is an integral part of the organizational landscape and particularly severe in the sales profession. A host of studies have looked at felt stress, its antecedents, and consequences. This research examines how employee resistance to change and a manager's decisiveness affect the salesperson's felt stress and turnover intentions. This study shows that the salesperson's resistance to change is positively associated with felt stress. Study results also show that the impact of an employee's resistance to change on felt stress is moderated by a manager's decisiveness. Model hypotheses are tested with responses from 255 bank salespeople in India.

Keywords:	Resistance to change Manager's decisiveness Felt stress Turnover intention
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