ROLE CONFLICT AND AMBIGUITY: CORRELATES WITH JOB SATISFACTION AND VALUES1

Abstract

INDIVIDTTALS in complex organizations are constantly exposed to a variety of expectations from both themselves and others as they carry out their organizational roles. Kahn et al. (1964) have developed a theory of role dynamics which sees stress resulting from conflicting or incompatible expectations and unclear or vague expectations. Expectations which are in conflict may result in role conflict for the individual, while unclear or vague expectations may cause role ambiguity. Since role conflict and ambiguity pose problems of adjustment for the individual Kahn et al. predicted and found lower levels of job satisfaction for those with high confict and arabiguity. A review of the previous literature on role conflict and ambiguity (Rizzo, House, and Lirtzman, 1970) supported the Kahn et al. theory, and found both conflict and ambiguity to be clearly associated with low job satisfaction and dysfunctional behavior due to the stress and anxiety of role pressures. Rizzo et al. then developed a questionnaire to measure these role variables, and found that role confiict and ambiguity emerged as separate dimensions when a factor analysis was performed. Separate scales for conflict and ambiguity were then developed and validated, and correlations were obtained with other variables. Their data showed stronger negative relationships overall between role ambiguity and job satisfaction