Role Stress, the Type A Behavior Pattern, and External Auditor Job Satisfaction and Performance

By R. Fisher. 2001

241 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/764710d992af2bdc706b596f3e360758251ce3a3

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The impact of locus of control on job stress, job performance and job satisfaction in Taiwan (2008, background): “Job stress has received substantial attention in past research on accountants like the individuals included in this study ( Fisher, 2001”
Impact of role ambiguity and role conflict on employee creativity (2010, background): “In accounting literature, role ambiguity and role conflict also negatively related with job satisfaction (Gregson and Wendell, 1994; Rebele and Michaels, 1990; Fisher, 2001; Ussahawanitchakit, 2008).”
Leadership effectiveness, leadership style and employee readiness (2005, background): “, 2001), and the relationship between role stress, job satisfaction and performance (Fisher, 2001), The literature supporting the inverse relationship between job satisfaction and intention to leave is extensive (e.”
Organization communication, job stress, organizational commitment, and job performance of accounting professionals in Taiwan and America (2006, background): “Studies have been conducted on accounting professionals, such as looking at stress and job satisfaction of external auditors in Certified Public Accounting (CPA) firms ( Fisher, 2001”
Time budget pressure, auditors' personality type, and the incidence of reduced audit quality practices (2007, methodology): “This is likely due to TABP auditors appear to be more satisfied with their work than Type B auditors (Fisher, 2001).”
The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis (2021, background): “Some reports indicate that in organizational psychology and human resources management, the most critical parameter and content is job performance (Fisher, 2001; Springer, 2011; Yustina & Valerina, 2018).”