Final answer:
The statement that high self-monitors experience less role stress and show more commitment to their organization is false. Job satisfaction and organizational commitment are more closely linked to factors like perceived control and involvement in work-related decisions, rather than self-monitoring abilities.
Step-by-step explanation:
The statement suggesting that high self-monitors experience less role stress and show more commitment to their organization is false. High self-monitoring individuals are often more sensitive to social cues and can modify their behavior to suit different situations, which could potentially increase role stress if they perceive a mismatch between their personal identity and their professional roles. Additionally, while self-monitoring may help with role adaptation, it does not necessarily correlate with greater organizational commitment. People's satisfaction with their jobs and commitment to their organizations are more likely to be influenced by factors such as perceived control over their work, involvement in decision-making processes, freedom from surveillance, and feeling integral to the outcome of their work, as suggested by researchers like Melvin Kohn.
Research has shown that perceived control is a significant factor in job satisfaction, health management, and stress coping. Employees with higher perceived control are generally healthier, better able to cope, and less depressed. On the other hand, workers in low-status jobs with minimal job control are more vulnerable to both physical and mental health issues, including stress and heart disease.
It is therefore important to consider the individual's perception of control and their role within the organization rather than relying on self-monitoring as an indicator of stress levels and organizational commitment.