2.2 Review of related theories
There are some of the theory of model related to job stress and job satisfaction required in order to support this research. Therefore, related theory, conceptual and previous literature review will be discussed to support this research.
2.2.1 Job Demand-Control (support) theory
Job Demand-Control (support) theory presented by Karasek in 1979 is related to the factor work overload in this research (Hassard & Cox, 2015). According to Hassard and Cox (2015), Job Demand-Control model proposed that job stress is outcomes from the relationship between two dimensions of the work environment which are job control and psychological job demands. According to Karasek (1979), psychological demands usually stated to work
This theory also states that persons who able to work in a team, confident, responsibility towards other in order to sustain his or her position could be a leader. According Dansereau, Graen and Haga (1975) in where the theory of Leader-Member Exchange (LMX) stems from the term “Vertical Dyad Linkage (VDL). This theory indicated that all of the relationship between the leaders and the followers need to undergo three stages which are role-taking, role-making and routinization (Dansereau, Graen & Haga, 1975). First stage is role- taking in where the team members first to join the group then leaders will judge their skills and abilities at this stage. The next stages in role-making in where the new group members will start to performing the task in team, the leaders will expect to see the followers show loyalty and hardworking in perform their tasks. The LMX theory believed that the leaders will category the new group member into two groups which are in-group and out-group. Last stages will be the routinization between the group member and leader are established. Group member with in-group will show loyalty, respect, persistent and tolerance towards the leaders (Dansereau, Graen & Haga,