Meta-Analysis of Pragmatic and Theoretical Research: A Critique

Meta-analysis refers to a set of statistical procedures used to summarize and integrate many empirical studies that focus on one issue. This numerical method of integrating research findings is said to be superior to the narrative type of reviews because it is more objective, reliable, and rigorous. Moreover, the meta-analytic approach is supposedly capable of resolving research controversies, strengthening empirical hypotheses, and discovering new relationships among variables. In this study, these claims are examined and found to be wanting. Some objections to the use of meta-analysis as a means of substantiating theoretical assertions are raised with reference to the rationale of experimentation and to how knowledge evolves. It is concluded that it is inappropriate to apply meta-analysis to integrate theoretical research.     

Justice and politics: mechanisms for the underlying relationships of role demands to employees' satisfaction and turnover intentions

The present study examines the influence of ambiguity and conflict surrounding employees' job specifications on their dissatisfaction and withdrawal intentions in the workplace. A model is proposed, which introduces perceptions of organizational politics and procedural justice as key mediators in the relationship between role ambiguity and conflict, and the resulting supervisor satisfaction, pay satisfaction, and intention to quit. The model is tested using a sample of 782 full‐time employees of a national retail organization. Results supported the mediating role of procedural justice and perception of politics in the relationship between role ambiguity and conflict and the three outcome measures. Implications of the findings and future research directions are discussed.     

Antecedents and Consequences of Job Stressors: A Study in a Third World Setting

The present study investigates the antecedents and consequences of job stressors, especially role conflict and role ambiguity, in an environment where multiculturalism is a dominant feature of the workforce. This study used a sample of 397 employees in various manufacturing and service organizations in the United Arab Emirates (UAE). Path analysis revealed that age is negatively related to role conflict and positively to role ambiguity, and that nationality is positively related to role ambiguity. Results further indicate that role conflict directly and negatively influences job satisfaction, whereas role ambiguity directly and indirectly influences job satisfaction. Role conflict (directly), role ambiguity (directly and indirectly) and positively influence absenteeism. Both role conflict and role ambiguity negatively influence affective and behavioral tendency dimensions of attitudes toward organizational change, while role ambiguity directly and negatively influences cognitive attitude toward organizational change. Implications, limitations, lines of future research, and contributions were discussed.     

Role Conflict and Role Ambiguity of Employment Counselors

The relationship of role conflict and role ambiguity to job satisfaction and other variables was examined in a national sample of 506 employment counselors. A survey was mailed to USES counselors in ten states. Regression analysis showed that the 11 personal and organizational variables included in the study accounted for only a small amount of the variance in role conflict or role ambiguity. On the other hand, role conflict and role ambiguity were negatively and significantly related to job satisfaction of the counselors. These stress variables were related positively and significantly to counselors' propensity to leave the agency. Privacy of counseling facilities and time spent in counseling activities were two variables contributing most to explaining variance in role stress. Both related negatively and significantly to role conflict and role ambiguity.     

Relationships of role stressors with organizational citizenship behavior: a meta-analysis

Several quantitative reviews have documented the negative relationships that role stressors have with task performance. Surprisingly, much less attention has been directed at the impact of role stressors on other aspects of job performance, such as organizational citizenship behavior (OCB). The goal of this study was to therefore estimate the overall relationships of role stressors (i.e., role ambiguity, conflict, and overload) with OCB. A meta-analysis of 42 existing studies indicated that role ambiguity and role conflict were negatively related to OCB and that these relationships were moderated by the target of OCB, type of organization, OCB rating source, and publication status. As expected, role conflict had a stronger negative relationship with OCB than it did with task performance. Finally, we found support for a path model in which job satisfaction mediated relationships of role stressors with OCB and for a positive direct relationship between role overload and OCB.     

Moderating effects of perceived control and need for clarity on the relationship between role stressors and employee affective reactions

The authors examined the salience of perceived control and need for clarity as "buffers" of the adverse consequences of role stressors by using hierarchical regressions on role ambiguity and role conflict, with job satisfaction and psychological strain as the criterion variables. In a sample of U.S. and New Zealand employees, perceived control was directly associated with higher satisfaction and reduced strain but displayed no moderating effect on stressor-outcome relationships. Need for clarity, on the other hand, was a significant moderator of the relationship of role ambiguity and conflict to both satisfaction and strain; that finding suggests that researchers could give more attention to dispositional variables in examining the correlates of role stressors.     

Socialization tactics and newcomer adjustment: A meta-analytic review and test of a model

One of the most popular and often studied topics in the organizational socialization literature is Van Maanen and Schein’s [Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. In B. M. Staw (Ed.), Research in organizational behavior (Vol. 1), pp. 209-264. Greenwich, CT: JAI Press.] theory of organizational socialization tactics. Over 30 studies on socialization tactics have been conducted in the past 20 years. In this meta-analysis, we examine the relationships between six socialization tactics and various indicators of newcomer adjustment as well as the moderating effects of study design (cross-sectional vs. longitudinal), measurement scale (use of complete vs. modified tactics scale), and type of newcomer (recent graduates vs. other newcomers). Our results indicate that institutionalized socialization tactics were negatively related to role ambiguity, role conflict, and intentions to quit, and positively related to fit perceptions, job satisfaction, organizational commitment, job performance, and a custodial role orientation. We also found that the social tactics (serial and investiture) were the strongest predictors of adjustment outcomes. The results also indicated that the relationships between the tactics and outcomes were stronger for recent graduates compared to other newcomers; cross-sectional designs compared to longitudinal designs; and when Jones’ [Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers’ adjustments to organizations. Academy of Management Journal, 29, 262-279.] complete scales were used compared to modified versions. Support was also found for a mediation model of newcomer adjustment in which role conflict, role ambiguity, and fit perceptions partially mediate some of the relationships between the socialization tactics and distal outcomes of adjustment. The implications of these results for research and practice are discussed.     

The Interactive Effects of Role Conflict and Role Ambiguity on Job Satisfaction and Attitudes Toward Organizational Change: A Moderated Multiple Regression Approach

This study investigates the joint effects of both role conflict and role ambiguity on job satisfaction and three dimensions of attitudes toward organizational change, namely affective, cognitive, and behavioral tendency in a multicultural work setting. The study used a sample of 397 employees from several manufacturing and service organizations in the United Arab Emirates. Results of the moderated regression analysis revealed that role conflict and role ambiguity have no interactive effects on job satisfaction and the three dimensions of attitudes toward organizational change. Results of the moderated regression analysis revealed that role conflict and role ambiguity independently and negatively affect job satisfaction, cognitive attitudes, and behavioral tendency attitudes toward organizational change. Results further pointed out that role ambiguity affected attitude toward organizational change independently and negatively. Implications, limitations, and lines of future research were discussed.     

Passive leadership,role stressors,and affective organizational commitment: A time-lagged study among health care employees

IntroductionThis study examines the relationships of passive leadership and role stressors to affective organizational commitment among hospital employees.ObjectiveThis study's objective was to understand the mediating effect of role stressors (conflict, overload, and ambiguity) in the relation between passive leadership and affective organizational commitment.MethodWe used a structural equation modeling approach on a sample of 185 hospital employees and a time-lagged design in which predictor and mediators were assessed at Time 1 and affective organizational commitment was obtained 3 years later.ResultsFindings revealed that passive leadership was positively related to all three role stressors and that role ambiguity fully mediated a negative relationship between passive leadership and affective organizational commitment. Moreover, the relationship between passive leadership and role conflict was stronger when role overload was high.ConclusionThis study suggests organizations should strive to limit the emergence of passive leadership behaviors among supervisors due to their detrimental effects on the long-term development of affective commitment via role ambiguity.     

The impact of role stress on workers' behaviour through job satisfaction and organizational commitment

Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well-being of workers and the functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. According to previous theory, role ambiguity and conflict decrease workers' performance and are positively related to the probability of workers leaving the organization. Job satisfaction refers to a positive evaluation of a job, while organizational commitment refers to an employee's attachment to the organization. The affective dimensions of organizational commitment and job satisfaction are considered to be important predictors of turnover intention, absenteeism, and job performance. In the literature, role conflict and ambiguity have been proposed as determining factors of workers' job satisfaction and their commitment towards the organization. The role of job satisfaction and organizational commitment were analysed as variables that should mediate between role ambiguity and conflict and employees' behaviour. The hypotheses were confirmed by means of path analysis carried out with data obtained from a sample of Spanish blue-collar workers employed by a bus company and a water supply company. Role stressors were negatively related to affective commitment mediated through job satisfaction. Affective commitment to the organization exerted a positive influence on performance and reduces the withdrawal behaviour analysed— intention to leave and absenteeism—although the strongest predictor of intention to leave was, in this study, job satisfaction.     

Impacts of role perceptions on organizational commitment,job involvement,and psychosomatic illness among three vocational groupings

This study involved an attempt to assess the comparative influences of perceived role conflict and role ambiguity on psychological investments in work roles (organizational commitment and job involvement) and on work-related psychosomatic illness. In addition, these influences were assessed within a cross-vocational framework in order to determine how obtained relationships may have differed across work roles based on three widely differing vocational groupings. Results indicate that the comparative influences of these two role perceptions differ with respect to the outcomes in question and with respect to differences in the complexity of work roles.     

The role of self-esteem and locus of control in the differential prediction of performance,program satisfaction,and life satisfaction in an educational organization

The present research was an attempt to examine the role of task-specific self-esteem Korman, 1966, Korman, 1976 and locus of control (Rotter, 1966) in the differential prediction of academic performance, program satisfaction, and personal life satisfaction. Based on earlier research and theory in this area, it was predicted that (1) high task-specific self-esteem individuals would perform better, would be more satisfied with their program of studies and their personal lives compared to low task-specific self-esteem individuals, and (2) individuals with an internal locus of control would also perform better, would be more satisfied with their program of studies and their personal lives compared to individuals with an external locus of control. These hypotheses found strong empirical support in the study. The findings are interpreted as being strongly supportive of Korman's theory on the role of task specific esteem and Rotter's theory on the concept of locus of control in the prediction of certain select organizational outcomes.     

The determinants of employee absenteeism: An empirical test of a causal model*

LISREL estimates of the parameters of a causal model of absenteeism are reported for a sample of 425 full-time employees of a 327-bed medical centre. The model modifies and extends the conceptual framework of Steers & Rhodes (1978) and includes routinization, centralization, pay, distributive justice, work involvement, role ambiguity, conflict and overload, kinship responsibility, organizational permissiveness, job satisfaction, job involvement, organizational commitment, health status and alcohol involvement as the determinants of absenteeism. Based on self-report measures of absence frequency, significant positive direct effects of kinship responsibility, organizational permissiveness, role ambiguity and alcohol involvement, and negative direct effects of centralization, pay and job satisfaction yielded an R² for absenteeism of 21.6. Job satisfaction completely mediated the effects of routinization and work involvement, and partially mediated the effects of centralization and role ambiguity.     

Personal Selling and Sales Management Abstracts

This study builds on previous research to investigate the effects of ethical climate on salesperson’s role stress, job attitudes, turnover intention, and job performance. Responses from 138 salespeople who work for a large retailer selling high-end consumer durables at 68 stores in 16 states were used to examine the process through which ethical climate affects organizational variables. This is the first study offering empirical evidence that both job stress and job attitudes are the mechanisms through which a high ethical climate leads to lower turnover intention and higher job performance. Results indicate that ethical climate results in lower role conflict and role ambiguity and higher satisfaction, which, in turn, leads to lower turnover intention and organizational commitment. Also, findings indicate that organizational commitment is a significant predictor of job performance.     

Meta-analytic Reviews in the Organizational Sciences: Two Meta-analytic Schools on the Way to MARS (the Meta-analytic Reporting Standards)

Purpose

The purpose of this study was to review the Meta-Analysis Reporting Standards (MARS) of the American Psychological Association (APA) and highlight opportunities for improvement of meta-analytic reviews in the organizational sciences.

Design/Methodology/Approach

The paper reviews MARS, describes “best” meta-analytic practices across two schools of meta-analysis, and shows how implementing such practices helps achieve the aims set forth in MARS. Examples of best practices are provided to aid readers in finding models for their own research.

Implications/Value

Meta-analytic reviews are a primary avenue for the accumulation of knowledge in the organizational sciences as well as many other areas of science. Unfortunately, many meta-analytic reviews in the organizational sciences do not fully follow professional guidelines and standards as closely as they should. Such deviations from best practice undermine the transparency and replicability of the reviews and thus their usefulness for the generation of cumulative knowledge and evidence-based practice. This study shows how implementing “best” meta-analytic practices helps to achieve the aims set forth in MARS. Although the paper is written primarily for organizational scientists, the paper’s recommendations are not limited to any particular scientific domain.     

Role perceptions, satisfaction, and performance: moderating effects of self-esteem and organizational level

The moderating effects of organizational level and self-esteem on the relationships between role perceptions (i.e., role ambiguity and role conflict) and employee satisfaction and performance were examined. Previous research suggested that self-esteem, as an indicator of perceived self-competence, should act as a buffering element contingent upon an individual's organizational level. To test this possibility, data were collected from a sample of 161 hospital professional and support personnel. It was hypothesized that the negative effects of role ambiguity and conflict on satisfaction and performance would be attenuated by high self-esteem at lower organizational levels. Two of the four predicted interactions (ambiguity-satisfaction and conflict-performance) were obtained. The importance of considering the combined effects of both situational and individual difference variables as potential buffers against aversive role perceptions was discussed.     

AN EMPIRICAL TEST OF CAUSAL INFERENCE BETWEEN ROLE PERCEPTIONS, SATISFACTION WITH WORK, PERFORMANCE AND ORGANIZATIONAL LEVEL

Previous research has suggested that organizational level may explain to a significant extent the differential impact of role perceptions (i.e., role ambiguity and role conflict) on employee satisfaction and performance. Causal inferences could not be drawn from these studies because of the predominant use of static correlational methods. In this study, in a hospital setting, a six-month time-lag between data collection periods was used to develop causal inferences. The results supported the hypothesis that role ambiguity was a source of causal inference with satisfaction with work at the higher organizational level, while role conflict was a source of causal inference with satisfaction with work at the lower organizational level. The source and direction of causal influence with respect to role perceptions and performance was supported only at the higher organizational level.     

Equilibration as cognitive conflict

The suitability of taking cognitive conflict as an operational definition of equilibration is examined along with the implications for conservation training. Exceptions are taken to the B. J. Zimmerman and D. E. Blom (Developmental Review, 1983, 3, 18–38) analysis of conservation and some qualifying empirical results presented. It is concluded that cognitive conflict is sufficient, but not necessary, to bring about cognitive change.     

Gender role identity from an ego developmental perspective

This study, designed to respond to current limitations in gender role identity measurement, presents a conceptual and empirical approach to gender role identity that relies on ego developmental theory. To begin the process of construct validation of this approach to gender role identity, gender role identity was examined in relation to ego development, gender, and marital status. Gender role identity was measured via an interview adapted from Waterman and by the Bem Sex Role Inventory. Ego development was assessed via Loevinger's Sentence Completion Test of Ego Development. The sample consisted of 107 young adult men and women, married and single. In support of construct validity, the gender role interview was found to be correlated with the ego development measure. In support of discriminant validity, different patterns of correlates by gender were found between the gender role interview and the Bem Sex Role Inventory.     

The measurement of role variables: Exploratory examination of a new approach

New measures of role ambiguity, role conflict, and role overload were developed for a group of attorneys located in the headquarters of a large energy company. These measures were based upon a recently developed theory of behavior in organizations, which focuses on specific job products as an essential component of organizational roles. The measures have an attractive potential for applied efforts (e.g., training) to rectify or diminish role stress problems. Forty respondents completed the product-based measures in addition to commonly used measures of the role variables and a number of outcome measures. Results indicated that (1) the product-based role measures displayed patterns of relationships with outcomes which were quite similar to the patterns for commonly used role measures, and (2) the product-based measures of role variables compared favorably to commonly used measures in terms of frequency of relationships to outcome variables and appeared to be somewhat superior in terms of method variance problems.