Abstract
Article history: Received March 12, 2013 Received in revised format 10 June 2013 Accepted 22 June 2013 Available online June 25 2013 Psychologists and researchers of management sciences are of great interest in subject of stress and the major reason for this is its impact on psychological well-being and organizational consequences. They also recommend that preventing stress called destructive stress results from factors such as role ambiguity, role uncertainty, and organizational policies, and decreases both the individual and organizational performance. The purpose of this study is to investigate the effect of role conflict and role ambiguity on employees' job stress by explaining the role of work-family conflict. The statistical population of this study is comprised of 530 employees of Iran's central insurance. Using stratified random sampling and Cochran's formula, a sample of 118 employees was selected. We used a researcher-made questionnaire for data gathering. The Cronbach's alpha for this questionnaire was .88 and split-half reliability was .80, which represents for a reliable questionnaire. Furthermore, we used content validity and confirmatory factor analysis to confirm the validity of questionnaire. Data analysis was accomplished by structural equation modeling using the LISREL software v 8.7. Research results indicate that the effect of role ambiguity on work-family conflict is statistically significant (p-value = 62.40). Furthermore, the effect of role ambiguity on job stress was confirmed with significance of 1.83. On the other hand, the effect of role conflict on work-family conflict was not confirmed, because its significance value was negative. However, it was found that the job stress is influenced by role conflict (p-value = 2.35). And finally, the effect of work-family conflict on job stress was confirmed with the number of .93 for its significance value. © 2013 Growing Science Ltd. All rights reserved.
Highlights
The job stress can be described as a feeling in which the individual cannot adjust his/her capabilities, resources, and demands with the job needs (Harrisons, 2005)
The job stressors are divided into two types: organizational stressors and managerial stressors (Human Resource Management, 2005; Ivancevich et al, 2001)
Managerial stressors are comprised of role ambiguity, role conflict, workload pressure, quality pressure, job sensitivity, development and promotion, accountability for employees' performance, time pressure, and job-relating technology (Human Resource Management, 2005; Ivancevich et al, 2001)
Summary
The job stress can be described as a feeling in which the individual cannot adjust his/her capabilities, resources, and demands with the job needs (Harrisons, 2005). Many researches on job stress have concentrated on such aspects of the workplace, which may cause the employees to be stressed These aspects are factors that act as stressors (Hit et al, 2006). Managerial stressors are comprised of role ambiguity, role conflict, workload pressure, quality pressure, job sensitivity, development and promotion, accountability for employees' performance, time pressure, and job-relating technology (Human Resource Management, 2005; Ivancevich et al, 2001). The effect of two managerial factors on job stress has been investigated: role ambiguity and role conflict. As the studies of job stress, researches on work-family conflict have often considered the top managers and white collars (e.g., Grzywacz et al, 2007; Panatik et al, 2012). This study is to determine the type and direction of the relationship between role conflict, role ambiguity, work-family conflict, and job stress
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