Too stressed out to participate? Examining the relation between stressors and survey response behavior.

Abstract

Despite the use of survey-based organizational data in many studies of organizational behavior, survey response behavior and nonresponse are rarely studied phenomena. This study expands on previously proposed survey response and nonresponse frameworks by integrating the job stress literature. The authors investigated whether overload, role ambiguity, and role conflict experienced by individuals relate to survey response behavior. Using organizational citizenship behavior theory and social exchange theory as theoretical frameworks, the authors proposed that nonrespondents experience higher levels of stressors than respondents. Data collected in a longitudinal field study partially supported the hypotheses. As hypothesized, overload increased the likelihood of nonresponse. Contrary to hypotheses, role ambiguity decreased the likelihood of nonresponse. Role conflict was not significantly related to nonresponse.