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.     

Personality as a Moderator of the Relationship Between Role Conflict,Role Ambiguity,and Burnout

We propose that role conflict and role ambiguity act as stressors to increase burnout. Personality, however, serves as a resource that moderates the negative effects of role conflict and role ambiguity on burnout. To test these hypotheses, we used a sample of 263 faculty members at a large state university. Stepwise regression shows that role conflict increased emotional exhaustion, while extraversion and emotional stability reduced emotional exhaustion. Role conflict increased depersonalization, while agreeableness decreased depersonalization. Role ambiguity reduced personal accomplishments, while agreeableness and emotional stability increased personal accomplishments. Role conflict combined with extraversion, and role ambiguity combined with conscientiousness to increase personal accomplishments. Our results highlight the complexity of burnout in the workplace.     

Curvilinear relationships between role stress and innovative performance: Moderating effects of perceived support for innovation

Curvilinear relationships between role stress and innovative performance were explored in a study conducted in Taiwan and mainland China. Results showed that when perceived support for innovation was low, role conflict showed a U‐shaped relationship with both self‐rated and supervisor‐rated innovative performance, which contrasts sharply with the well known inverted U‐shaped relationship between challenge stress and performance. Role ambiguity showed a similar but weaker pattern with regard to supervisor‐rated innovative performance. When perceived support for innovation was high, role conflict showed a generally positive relationship with both self‐rated and supervisor‐rated innovative performance, but role ambiguity showed no significant relationship with supervisor‐rated innovative performance. Theoretical and applied implications of these findings are discussed.     

Role stressors and counterproductive work behavior: The role of negative affect and proactive personality

Based on the stressor‐emotion model, we propose that negative affect mediates the relationship between three role stressors (i.e., role ambiguity, role conflict, and role overload) and counterproductive work behavior (CWB), while proactive personality moderates the relationships between negative affect, role stressors, and CWB. We tested our hypotheses using data from 332 employees in Mainland China. We found that negative affect mediated the relationships between the three dimensions of role stressors and CWB. Role ambiguity was most strongly associated with CWB, followed by role conflict and then role overload. Proactive personality moderated the role ambiguity‐negative affect, role conflict‐negative affect, and negative affect‐CWB relationships, but not the relationship between role overload and negative affect.     

LMX and Subordinate Performance: The Moderating Effects of Task Characteristics

Role conflict, role ambiguity, and intrinsic task satisfaction are found to moderate the relationship between leader–member exchange (LMX) and subordinate performance. Data from a field study of 146 supervisor–subordinate dyads indicate low conflict, high ambiguity, and high intrinsic satisfaction enhance the link between LMX and performance. Neutralizing effects are found when ambiguity and intrinsic satisfaction are low. High conflict appears to have a constraining effect, whereby the connection between LMX and performance is reduced but not neutralized. Results from the study call attention to the theoretical and practical benefits of examining the LMX/performance link from a contingency perspective, and offer a viable, albeit tentative, explanation for inconsistent findings reported in earlier studies.     

Does role stress predict burnout over time among health care professionals?

Abstract The main objective of this study is to test the effects over time of three role stress variables (role conflict, role ambiguity and role overload) on the three burnout dimensions (emotional exhaustion, depersonalization and personal accomplishment). Based on theoretical models on burnout and on meta-analytical research, it is hypothesized that the three role stress variables will predict changes over time in emotional exhaustion and depersonalization, but not in personal accomplishment. The results obtained by means of hierarchical regression analysis partially support the hypothesis. The three role stress variables predict emotional exhaustion over time. Role conflict and role overload predict depersonalization over time. Finally, contrary to expectations, role ambiguity predicts personal accomplishment over time.     

Does role stress predict burnout over time among health care professionals?

Abstract

The main objective of this study is to test the effects over time of three role stress variables (role conflict, role ambiguity and role overload) on the three burnout dimensions (emotional exhaustion, depersonalization and personal accomplishment). Based on theoretical models on burnout and on meta-analytical research, it is hypothesized that the three role stress variables will predict changes over time in emotional exhaustion and depersonalization, but not in personal accomplishment. The results obtained by means of hierarchical regression analysis partially support the hypothesis. The three role stress variables predict emotional exhaustion over time. Role conflict and role overload predict depersonalization over time. Finally, contrary to expectations, role ambiguity predicts personal accomplishment over time.     

Clergy Role Stress: Interactive Effects of Role Ambiguity and Role Conflict on Intrinsic Job Satisfaction

The present study examined relationships between role conflict, role ambiguity, and three facets of clergy job satisfaction: Relationships and Support, Denominational Involvement, and Intrinsic Aspects. Web survey data from 179 United Methodist clergy indicated that role ambiguity and role conflict had negative relationships with each of the three facets of job satisfaction, as well as with overall job satisfaction. Interactions between role conflict and ambiguity were not significant for overall job satisfaction or for two of the three facets, suggesting that the effects of role conflict and role ambiguity on these aspects of job satisfaction were linear and cumulative. However, the effects of role ambiguity and role conflict considered together were nonlinear and interactive for the Intrinsic Aspects facet of job satisfaction, indicating that when role ambiguity was low, the relationship between role conflict and intrinsic job satisfaction was not significant, whereas when role ambiguity was high, there was a significant negative relationship between role conflict and intrinsic job satisfaction.     

Role ambiguity, employee gender, and workplace friendship

The importance of workplace friendship is recognized by researchers and practitioners, but its antecedents with respect to work roles are not well understood. Employees' gender might moderate a relationship between work roles and friendships. Data from a survey of 221 international tourist hotel employees showed that a key aspect of job support, role ambiguity, was negatively related to having workplace friendships. However, employees' gender did not moderate this relationship. Role clarity (the opposite of role ambiguity) may facilitate workplace friendships.     

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.     

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.     

Le rôle des stresseurs sur le comportement d’innovation : Quand le leadership habilitant du supérieur protège le potentiel d’innovation des travailleurs

This study focuses on the relationship between workplace stressors and innovative work behavior. The joint analysis of the mediation process supporting this relationship as well as the influence of certain external conditions such as the moderating role of the supervisor has made it possible to highlight the dynamic that underlie the relationship between stressors and innovation behavior. Using the challenge-hindrance model, this theory proposes that challenge (i.e., role overload) and hindrance (i.e., role ambiguity and role conflict) stressors exert positive and negative indirect effects, respectively, on innovative work behavior through psychological empowerment (PE). Furthermore, empowering leadership (EL) has the potential to optimize the benefits of challenge stressors and reduce the effects of hindrance stressors on PE and indirectly on innovation work behavior. In support of these predictions, a time-lagged study of 146 employees from various Canadian firms reveals that hindrance stressors, particularly role ambiguity, are negatively related to innovative work behavior through PE. Moreover, when EL was high, the positive effects of role overload were enhanced through PE while the negative effects of role ambiguity and role conflict were attenuated. The implications of these findings for research and practice are discussed.     

Role ambiguity as a moderator of occupational self-efficacy and job satisfaction

Role ambiguity was examined as a moderator of occupational self-efficacy and job satisfaction on the basis of the data obtained from 280 employees of U.S. housing finance agencies in four states. The interaction effect was found to be small but significant. The practical implications of role ambiguity at different levels of occupational self-efficacy were discussed. The value of reducing role ambiguity is higher for those who have low self-efficacy. The theoretical implications of the findings support the inclusion of dispositional and situational interactions in research regarding job satisfaction.     

Understanding the link between work engagement and affective organisational commitment: The moderating effect of role stress

This study aimed to explore the moderating effect of role ambiguity and role conflict on the relationship between work engagement and affective organisational commitment. Using convenience sampling, a final sample of 179 IT-specialists of services companies in southern Spain was obtained. Moderation analyses were performed using the hierarchical regressions and bootstrapping method (Bias-Corrected confidence intervals). Results showed that work engagement was positively related to affective commitment while role ambiguity and role conflict were negatively related to it. However, only role conflict moderated the relationship between work engagement and affective commitment. That is, at high levels of role conflict, IT-specialists perceiving higher levels of work engagement reported lower levels of affective commitment. This study highlights the hindrance effect of role conflict on one of the most important consequences of work engagement: affective commitment with the organisation. An adequate definition of role and positions could help to reduce the levels of role conflict, increasing the emotional bond to the organisation.     

Role Stress: Burnout Antecedent in Nursing Professionals

Abstract

Burnout syndrome has been described by different authors as a reaction to work stress. Hence both the role stress components–role ambiguity and role conflict–appear in the literature as burnout antecedent variables. The correlation between these variables is positive. On the other hand, the work social support (from supervisors and colleagues) is a variable with influence on both role stress and burnout, so the people who perceive higher work social support feel lower role stress and lower burnout than the people who perceive lower social support. In this study we present the results of a correlational study of role ambiguity, role conflict, burnout levels (tested with Maslach Burnout Inventory), and the work social support effects on the relations. The sample are 102 nursing professionals, 24 per cent males and 76 per cent females. The results present a positive correlation between both role ambiguity and role conflict, and the emotional exhaustion scale and depersonalization scale, and a negative correlation between both role conflict and role ambiguity, and reduced personal accomplishment and work social support influence on the relations.     

Role perceptions and behavior of the immediate superior: moderating effects on the prediction of leadership effectiveness

The relationship between role conflict or role ambiguity and behavior of the immediate superior is investigated. It is hypothesized that behaviors which are associated with subordinates' role perceptions will moderate the relationship between subordinates' ability and their performance. First- and second-level leaders were asked to provide data on their job attitudes, co-worker relations, and experience. Respondents were also given a short test of intelligence, and their job performance was rated by knowledgeable superiors. Results show that boss behavior creating role conflict for first-level leaders was a significant moderator for these leaders' ability and performance correlations. For second-level leaders, boss behavior which created role ambiguity was a significant moderator of ability and performance correlations. It is concluded that experience has a positive relationship with performance when stress is high and that intelligence has a positive relationship with performance only when stress is low. It is further argued that stress with the boss is best described as behavior which leads to role conflict and ambiguity for subordinates in leadership positions. Implications for role theory and leadership theory are discussed.     

Filial belief and parent-child conflict

This study examines the relation between filial belief and the frequency, origins, and solutions to parent‐child conflict using an indigenous Chinese perspective. The Dual Filial Piety model is employed to categorize the four types of filial belief: nonfilial, authoritarian, reciprocal, and absolute. Questionnaires were completed by 773 junior and senior high school students from around Taiwan for the study. Results provided support for the indigenous Chinese notion that a child's filial beliefs relate to the level of parent‐child conflict. The results go beyond this common conception to highlight that filial beliefs may have a particular role in decreasing self‐centred but not inappropriate conflict between parents and children, and that reciprocal filial beliefs may have a more important role in decreasing conflict than authoritarian filial beliefs. Clear differences were identified in the reported origins of conflict (Demands Conflict with Desire. Unreasonable Behaviour, Demand Exceeds Ability, Role Conflict, Interparental Dispute. Immoral Demands) and solutions to conflict (self‐sacrifice, compromise, refraining, ego‐centred, escape) among the four filial types. Parent demands conflicting with the child's desire was the greatest source of conflict for each of the four filial types. Nonfilial types reported significantly more conflict than absolute types for four of the six origins of conflict examined. Low incidence of conflict may explain why the filial types did not differ for the remaining two origins. Overall, the four filial types reported self‐sacrifice as their least used solution to parent‐child conflict, and nonfilials reported significantly less use of this solution than the other three filial types. Absolutes and reciprocals reported significantly more use of refraining than the other two filial types. Results of this study provide the first empirical support for the Dual Filial Piety model and constitute a foundation for continued indigenous research on parent‐child relations in Chinese culture. It is expected that an indigenous theory of parent‐child relations incorporating the Dual Filial Piety model can eventually be integrated into a global psychology.     

Clergy Role Stress and Satisfaction: Role Ambiguity Isn’t Always Bad

This study examined relationships between role conflict and role ambiguity and clergy satisfaction with their church appointment. Questionnaire data obtained from 293 United Methodist clergy suggested that role conflict and role ambiguity each have a negative relationship with appointment satisfaction. However, when considered together, they displayed a more complex relationship with appointment satisfaction. Contrary to conventional wisdom, results indicated that although these stressors operate together to influence appointment satisfaction, their combined effect is not simply cumulative. That is, when role conflict is low, clergy report the most satisfaction when role ambiguity is high. However, when role conflict and role ambiguity are both high, appointment satisfaction is low. These findings are interpreted in light of clergy influence strategies. And, recommendations for remedying clergy role stress are offered. Furthermore, it is suggested that interactive models of role stressors could lead to more in-depth understanding of organizational stress as well as advances in role stress theory.     

Gender role conflict scale: validation for a sample of gay men and lesbian women

This study tested the oblique four-factor model of the Gender Role Conflict Scale for a sample of gay men and lesbian women residing in the United States. 400 gay men and 292 lesbian women recruited from university and college gay, lesbian, bisexual, and transgender LISTSERVs participated. The internal consistency reliability of the Gender Role Conflict Scale scores was high, but low means on the expressive dimension of gender role conflict were noted. The results of two separate sets of confirmatory factor analyses indicated that the four-factor model's fit to the data could be enhanced for both groups by applying item parceling to lower the number of indicators per factor, suggesting that the actual structural validity of the Gender Role Conflict Scale may be better than suggested by the reported fit indices.     

A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings

Although role ambiguity and role conflict have been studied extensively in the organizational sciences, there remain numerous empirical discrepancies among the reported research results. Consequently, disagreement exists as to what can be concluded about the role ambiguity and role conflict research. Coupled with this empirical impasse has been a persistent and relatively singular approach to conceptually studying role ambiguity and role conflict. In response to this empirical and conceptual situation, a meta-analysis and a conceptual reevaluation of the role ambiguity and role conflict research were performed. Using the Hunter, Schmidt, and Jackson (1982, Meta-analysis: Cumulating research findings across studies, Beverly Hills, CA: Sage) meta-analysis procedures, this study analyzed 29 correlates of role ambiguity and role conflict. These correlates include ten organizational context variables, five individual characteristics, ten affective reactions, and four behavioral reactions. Meta-analysis procedures were used to measure the strength and consistency of the relationship found between each of the 29 correlates and role ambiguity and role conflict. Meta-analysis was also used to determine where moderator variables should play a critical part in future role ambiguity and role conflict research. Based on the results of the meta-analysis, several empirical summaries and conclusions are presented. Along with these, several conceptual observations and reconceptualizing suggestions are offered. It is concluded that while a great deal is known about role ambiguity and role conflict in the organizational sciences much remains to be learned.