Negative Effects Of Role Ambiguity Research Articles

Will Event Volunteers’ Role Ambiguity Affect Performance? Role of Social Exchange Qualities and Gender

ABSTRACT This study examines the effect of role ambiguity on volunteer job performance and investigates the mediating roles of role ambiguity between two social exchange qualities (i.e., team-member exchange and leader-member exchange) and job performance in reducing the negative effect of role ambiguity on job performance. Data were collected from volunteers at charity sport events in the U.S. Hypotheses were tested by using Hayes PROCESS macro model 1 and 4 for SPSS. The study found that role ambiguity is negatively related to job performance and that team-member exchange and leader-member exchange indirectly influence job performance through the mediating mechanism of role ambiguity. Also, the moderating effect of gender on the relationship between role ambiguity and job performance was found. Theoretical and practical implications for charity sport event volunteers, as well as recommendations for future research, are presented.

Work Support, Role Stress, and Life Satisfaction among Chinese Social Workers: The Mediation Role of Work-Family Conflict.

The current study examined the relationships among work support, role stress, work-family conflict, and life satisfaction, with a sample of social workers in China’s Pearl River Delta (N = 1414). Using structure equation modelling, the study revealed that social workers’ life satisfaction reduced because of role conflict and work-family conflicts. Work-family conflict partially mediated the negative effects of role ambiguity and conflict on social workers’ life satisfaction. Work support from their director, manager, supervisor, and co-workers protectively reduced role stress and work-family conflict. The findings emphasize the significance of managing the interference between work and family for social workers’ well-being.

Explaining Stress and Depression Level of Nurses: The Effects of Role Conflict and Role Ambiguity

Productive human resources and behaviors play a significant role in the task and performance-oriented organizations in today’s competitive, innovative, developable, and profitable business life. In this ever-changing and increasingly globalized World, people confront stress and right after depression based on their different roles, threats and events. The aim of this research is to analyze the effects of role conflict and role ambiguity of nurses upon the stress and depression with different theoretical backgrounds. In this study, the relationship among all mentioned variables was examined and analyzed based on the survey data with the participation of 141 randomly chosen nurses from the public hospital in Osmaniye, Turkey. Based on the results of hierarchical regression analysis; role ambiguity, role conflict, and depression are significantly related to job stress of nurses. Besides, there is an insignificant relationship between role conflict and depression. On the other hand, there are negative effects of role ambiguity upon the depression of nurses. This negative relationship between role ambiguity and depression increases from -0.309 to -0.321 when combined with role conflict. Role conflict and role ambiguities are two factors that cause to stress and depression in both personal and work life. The productivity of workers/employees especially in the health sector is depending on different environmental, individual, and psychological factors. Managers should consider the changing of the work environment and variability of patients besides personal needs and abilities while distributing the extra roles of nurses.

Is role stress always harmful? Differentiating role overload and role ambiguity in the challenge-hindrance stressors framework

This study differentiates the influences of role overload and role ambiguity on employee service quality from challenge-hindrance stressors, and explores the underlying mechanism regarding how and when such effects occur. Collecting data from 1645 employee-supervisor pairs in 49 tourism firms in China, hierarchical linear modeling results support the challenge-hindrance stressors theory by demonstrating that role overload has no effect and role ambiguity a negative effect on service quality. Analysis suggests that employee psychological empowerment fully mediates the negative effect of role ambiguity on service quality, though no similar mediating was found with role overload. Cross-level moderation analysis suggests that a supportive leadership climate triggers a positive effect of role overload on employee psychological empowerment, but does not buffer the negative effect of role ambiguity on the same.

Innovating under stress: The role of commitment and leader-member exchange

This study sheds light on the relationships between workplace stressors and employee innovation by jointly considering mediating processes and boundary conditions. Using the challenge-hindrance model, we combine social exchange and conservation of resources theory to propose that challenge (i.e., role overload) and hindrance (i.e., role ambiguity and role conflict) stressors exert positive and negative indirect effects, respectively, on employee innovation through affective organizational commitment. We further posit that the strength of these relationships depends on the quality of leader-member exchange (LMX). In support of these predictions, a time-lagged study of 134 employees from various Canadian firms found affective commitment to mediate the differential relationships of challenge and hindrance stressors to employee innovation. Moreover, when LMX was high, the positive effects of role overload were enhanced while the negative effects of role ambiguity and role conflict were attenuated. We discuss the implications of these findings for theory and practice.

Role ambiguity, group cohesion and job satisfaction: A Demands-Resources Model (JD-R) Study from Mexico and Spain

In line with the Job Demands-Resources (JD-R) theory, this paper studies the relationship between role ambiguity (Demand) and group cohesion (Resource) to predict job satisfaction. This study was carried out at the same multinational company in Mexico and Spain (N=537), where blue-collar workers are organized in work groups. It is hypothesized that high levels of role ambiguity are related to low job satisfaction whereas positive high levels of group cohesion are related to high job satisfaction. In addition, it is posited that group cohesion could buffer the relationship between role ambiguity and job satisfaction. Results confirm the JD-R theory with regard to direct effects. Moderating effects have been found in both countries but, contrary to the hypotheses, since these strengthen the negative effect of role ambiguity on job satisfaction. These results are relevant since nowadays, organizations need to deal with increasingly higher levels of ambiguity. The results are also being commented from a cross-cultural research perspective.

Examining Moderating Effects of Gender between Role Stress and Job Satisfaction among Software Employees

Role stress has been extensively studied in organizational psychology and the present study focused on two types of role stress: role conflict and role ambiguity. The purpose of the study is to examine the moderating effect of gender in the relationship between role stress and job satisfaction for software professionals which had received little attention in Indian context. A Structural Equation Modeling (SEM) is used to analyze the data which includes confirmatory factor analysis (CFA), path analysis and multi-group moderation analysis . The results of the study revealed that there was slight increase in negative effect of role conflict on job satisfaction and slight decrease in negative effect of role ambiguity on job satisfaction among female employees. In case of male there was no increase or decrease in negative effect of role conflict and role ambiguity on job satisfaction. This study found invariant moderation effect of gender on relationship between role stress (role conflict and role ambiguity) and job satisfaction. Research implications, suggestions for role stress management and scope for future research are provided.

The Role of Performance Feedback and Job Autonomy in Mitigating the Negative Effect of Role Ambiguity on Employee Satisfaction

ABSTRACT:The job demands-control (JDC) model suggests that job demands and job control (job autonomy) combine interactively in predicting job-related outcomes. While the model has been widely tested, studies using it have often failed to demonstrate the predicted interaction effects of job demands and job control on measures of a wide range of outcomes. The current study proposes performance feedback as a different situational variable that could relate to job demands and job control, and examines the three-way interaction effects among role ambiguity, performance feedback, and job autonomy in predicting employee satisfaction. Analyzing data from the 2012 Federal Employee Viewpoint Survey, the study finds that performance feedback mitigates the negative effect of role ambiguity on employee satisfaction, but is significantly stronger in the high job autonomy condition. This study contributes to theoretical knowledge of the way job demands and job autonomy interact in producing motivational outcomes by offering a plausible explanation for the lack of consistency of the interaction effect of job demands and job control in the JDC model.

Ambigüedad de rol, satisfacción laboral y ciudadanía organizacional en el sector público: un estudio de mediación multinivel

This study aimed to examine the mediating effect of job satisfaction in the relationship between role ambiguity and organizational citizenship behavior (OCB) according to the “HEalthy and Resilient Organization” model in two local corporations.. A multilevel analysis of mediation was employed to examine the relationship between these variables, controlling for the effect of employee division. The sample consisted of a total of 340 employees. The results indicate that job satisfaction exhibits a total mediation in the relationship between role ambiguity and OCB of public employees. These results indicate the importance of employees’ well-being to decrease negative effects of role ambiguity in public employees’ performance.

The Contingent Effects of Role Ambiguity and Role Novelty on Expatriates' Work‐related Outcomes

Research on work stress has highlighted its negative outcomes for both individuals and their employers. Overseas assignments are more stressful than domestic assignments, and their relatively high failure rates are well documented. We suggest, however, that certain types of stress can positively affect expatriate performance. Based on role theory and the distinction between hindrance and challenge stressors, we develop hypotheses regarding the influence of role ambiguity and role novelty on expatriate success. We also conceptualize and empirically investigate the moderating influence of expatriates' perceptions of organizational support and supervisor support. Our hypotheses are tested using a sample of 125 Japanese expatriate managers in Germany. We find that role ambiguity is a hindrance stressor and negatively affects job satisfaction and work adjustment, while role novelty acts as a challenge stressor and positively affects job satisfaction, task performance and work adjustment. Our findings also show that perceived organizational support attenuates the negative effects of role ambiguity on work adjustment and strengthens the positive effect of role novelty on job satisfaction. We also find that supervisor support positively moderates the positive effect of role novelty on job satisfaction and work adjustment.

The Effect of Role Ambiguity on Task Performance Through Self-Efficacy—A Contingency Perspective

This study integrates theories on self-efficacy and the role theory to explore how role ambiguity influences employee task performance through task self-efficacy in a curvilinear manner. Openness to experience was found to moderate such a curvilinear relation. In addition, this study suggests that task self-efficacy mediated the relationship between role ambiguity and task performance, and between the interactive terms and task performance: role ambiguity, openness to experience. This study emphasizes the importance of considering both the positive and negative effects of role ambiguity, so that the maximum level of task self-efficacy, therefore task performance, can be achieved. It also highlights an individual difference variable, i.e., openness to experience, such that it comes to play in deciding levels of task efficacy and performance. Theoretical contributions, practical implications, and future research directions are discussed.

Brand equity in the professional service context: Analyzing the impact of employee role behavior and customer–employee rapport

The study examines whether factors related to customers' perception of employees' behavior in terms of customer perceived role ambiguity, role overload and customer–employee rapport influence the development of brand equity in the professional service context. 632 customers of one of the Big Four auditing companies participated in the study. The results of structural equation modeling show negative effects of role ambiguity and role overload on brand associations, perceived quality and brand loyalty, which constitute brand equity. The findings indicate a positive effect of customer–employee rapport on the enhancement of B2B brand equity. However, the negative influences of role ambiguity and role overload on customer–employee rapport transfer detrimental indirect effects on brand equity. The study contributes to an understanding of how the real interaction between service providers and customers can influence brand equity in the professional service setting.

The Importance of Commitment to Change in Public Reform: An Example from Pakistan

The public sectors in many developing countries have undergone major restructuring over the past decades. Earlier research suggests that such restructuring is inherently linked to feelings of ambiguity and insecurity among employees, undermining behavioral support for change, and thus, chances of change success. Using survey data from a restructured public sector organization in Pakistan, this study investigated the mediating role of commitment to change on the relationship between role ambiguity/job insecurity and behavioral support for change. The results show that role ambiguity and job insecurity were negatively related to both commitment to change and behavioral support for change. More importantly, however, the results support the notion that the negative effects of role ambiguity and job insecurity on behavioral support for change are fully mediated by individuals' commitment to change. The study emphasizes the importance of mobilizing commitment to change in restructuring processes.

Role perceptions, satisfaction, and performance: Moderating effects of self-esteem and organizational level

The moderating effects of organizational level and self-esteem on the relationships between role perceptions (i.e., role ambiguity and role conflict) and employee satisfaction and performance were examined. Previous research suggested that self-esteem, as an indicator of perceived self-competence, should act as a buffering element contingent upon an individual's organizational level. To test this possibility, data were collected from a sample of 161 hospital professional and support personnel. It was hypothesized that the negative effects of role ambiguity and conflict on satisfaction and performance would be attenuated by high self-esteem at lower organizational levels. Two of the four predicted interactions (ambiguity—satisfaction and conflict—performance) were obtained. The importance of considering the combined effects of both situational and individual difference variables as potential buffers against aversive role perceptions was discussed.