Role Overload and Work Performance: The Role of Psychological Strain and Leader-Member Exchange.

Wei-Gang Tang,Christian Vandenberghe

doi:10.3389/fpsyg.2021.691207

Abstract

The relation between role overload and work performance remains insufficiently understood. Drawing upon conservation of resources theory, we expected role overload to negatively relate to performance through psychological strain and this relation to be buffered by leader–member exchange (LMX). Study 1 (N = 212) examined depression as a severe type of strain that mediates between role overload and in-role performance, job dedication, and voice behavior. Study 2 (N = 191) used generic, perceived strain as a mediator between role overload and in-role performance and reward recommendations. Both studies tested LMX’s buffering effect, controlling for role ambiguity and conflict. A supplementary panel study (N = 99) assessed the temporal relationship between role overload and strain. Role overload triggered psychological strain, which undermined performance, and LMX acted as a buffer on role overload, but not on role ambiguity or role conflict. We discuss the implications of these findings for theory and practice.

Highlights

Roleoverload,1 a work condition where people perceive role demands as exceeding their time, energy, and capabilities (Rizzo et al, 1970), looms ever larger in the workplace nowadays, inflicting significant costs on employees and organizations (Alfes et al, 2018)
We show that the moderating effect of leader–member exchange (LMX) applies only to role overload, but not to role ambiguity and role conflict, thereby illustrating the sensitivity of role overload to resource-providing contexts
Results show that LMX is an important relational context that mitigates the threatening potential of role overload, thereby preventing it from triggering the resource depletion process, which is detrimental to performance

Summary

Introduction

Roleoverload, a work condition where people perceive role demands as exceeding their time, energy, and capabilities (Rizzo et al, 1970), looms ever larger in the workplace nowadays, inflicting significant costs on employees and organizations (Alfes et al, 2018). Work performance has been established as the key yardstick by which employees are evaluated and rewarded, for it is the cornerstone of the organization’s success. It is important for management scholars and practitioners to understand how and when role overload impacts work performance. Role overload and work performance have been long studied, the mechanisms underlying this relationship and associated boundary conditions remain insufficiently understood

Results

Discussion

Conclusion