Role Conflict, Role Ambiguity and Job Performance among Supervisors: With Special Reference to Selected Apparel Companies in Sri Lanka

Abstract

<p class="Default">The apparel industry takes a more significant position than other industries that contribute to major income sources in Sri Lanka. Apparel firms mostly rely on the performance of their workforce. However, the problems with regard to job roles are reducing the job performance of the operational level employees, including supervisory employees. They engage in most of the activities that are beyond their responsibility, which results in role conflict and role ambiguity that directly affects their own job performance. Thus, this research study aimed at identifying the relationship and impact of role conflict and role ambiguity on job performance among supervisors in the selected apparel industry in Sri Lanka. The research model was developed from the existing literature regarding the study area. The data were collected from 75 operational level employees-supervisors in three apparel firms using simple random sampling method. Primary data collection was done by using a self-administrated questionnaire, which included 31 statements in terms of role conflict, role ambiguity, and job performance with a Five-Point Likert Scale. The dataset was analyzed based on descriptive statistical analysis, correlation analysis, and regression analysis through SPSS. The findings revealed that supervisors in the selected three apparel firms experienced a high level of role conflict and role ambiguity, and that both role conflict and role ambiguity variables are positively correlated with job performance. Furthermore, role conflict and role ambiguity positively impact on job performance. Future researchers may assess some other variables that can have an impact on employee job performance.