Associative Impact of Personality Orientation and Levels of Stress on Procrastination in Middle-level Managers
| DOI | 10.1177/0019556118820456 |
| Published date | 01 March 2019 |
| Author | Richa Mishra,Sonia Munjal |
| Date | 01 March 2019 |
| Subject Matter | Articles |
Article
Indian Journal of Public
Administration
65(1) 53–70 , 2019
© 2019 IIPA
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DOI: 10.1177/0019556118820456
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1 Asia-Pacific Institute of Management, New Delhi, India.
2 JK Lakshmipat University, Jaipur, Rajasthan, India.
Corresponding author:
Richa Mishra, JK Lakshmipat University, P.O. 302 026, Ajmer Road, Mahapura, Jaipur 302026,
Rajasthan, India.
E-mail: jharicha15@gmail.com
Associative Impact of
Personality Orientation
and Levels of Stress on
Procrastination in
Middle-level Managers
Sonia Munjal1
Richa Mishra2
Abstract
To procrastinate is to ‘voluntarily delay an intended course of action despite
expecting to be worse off for the delay’ (Steel, 2007, Psychological Bulletin
133(1), 65). This behaviour, despite its cost, is common in workplaces and other
life domains. By understanding why it occurs and how to prevent it, managers
can help optimise the performance and productivity of employees. Hence,
this research article is an effort to add a little to the sparse knowledge base
in this field. It is also an effort to throw light on the relationship of Levenson’s
multidimensions of the locus of control (LOC) and stress on the procrastination
of employees, which have not been explored earlier. Two categories of variable
are tested as the predictors of procrastination: various dimensions of LOC and
occupational stress. Research results confirm that occupational stress along with
LOC dimension affects the procrastinating behaviour of the employees. One
of the major findings to emerge from the current research is that managers
with powerful others as their LOC dimensions were least procrastinating. This
contradicts the previous research results that external factors procrastinate
more than internal ones.
Keywords
Procrastination, multidimensional locus of control, occupational stress, organisa-
tions, managers
54 Indian Journal of Public Administration 65(1)
Introduction
Over a period of time, organisations have been assuming dynamic forms to meet
the challenges of global developments. The main drive, in many cases, has been
to expand and grow with speed through joint ventures, mergers and acquisitions.
These have resulted because of paradigm shifts in government policies, competi-
tive and growth strategies of organisations, economic liberalisation, newer tech-
nological developments, increasing market shares, unpredictable price structures
and changing market conditions. Through the process of responding to these
factors, organisations have acquired varied experiences, and the thrust has been
becoming big in the shortest possible time, and a global player and achieving the
highest levels of self-esteem. Organisations, therefore, have no choice but to
become more dynamic, more competitive and high-performing units. Continuous
organisational development through excellence is becoming the goal of all
bodies, whether in the public or in the private sector.
HR management has emerged as the most important area in any organisa-
tion. Effectively managing human resources is the key to success in any organi-
sation, and such management is crucial in a fast-changing business environ-
ment. Changed programmes are necessary today precisely because of the shift
in time and relationship that we have seen throughout the organisational world.
The sophistication of information processing technology, along with the global-
isation of organisations, implies that managers should have more new ideas,
new products and new challenges than ever before. To handle such an increase
in information, accompanied by a decrease in decision-making time, managers
must improve their ability to handle change. Change is an intrinsic part of our
lives, be it personal or working. A philosopher once said, ‘Change is the only con-
stant phenomenon.’ We live in a dynamic world where there is constant churning
of ideas, actions, thoughts and events. We are inevitably part or the change—be
it as a proactive agent or as part of the organisation which is going through. If
change is inevitable, it becomes extremely important that public managers are
geared up to face and manage it. It is important to note that change is essential
in the behaviour pattern of individuals in organisations. The essence of change
is about how to make it happen and build up corporate experience of successful
and unsuccessful change and provide practical insight into the process of change.
It is only by knowing how people work within organisations that we can create
sustainable change. Empowering men to build up competencies and skills to meet
demand of today’s industry is the basic HR challenge. All organisations—profit or
non-profit, public or private—must change if they are to remain viable. Excellent
executives look to the future and prepare for it. One important way to do this is to
train and develop managers so that they are able to cope with new demands, new
problems and new challenges. It is thus said that HR management is management
of change or management of change is HR management or it is both.
Effective utilisation of human resource is one of the most important factors for
the efficient and profitable functioning of an organisation. It has special significance
in the management of public sector enterprises. Both public and private sectors
employ a large workforce in different disciplines, and the successful operations
of these enterprises largely depend on the skills and capabilities of the workforce.
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