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The Relationship of Role Conflict and Ambiguity to Organizational Culture
Abstract
the purpose of this chapter is to extend existing [role conflict] research by analyzing the relationship between role stress and organizational culture operationalized in terms of behavioral norms and expectations / propose that the cultures of many organizations create stress for workers by communicating expectations for behavior that are inconsistent with workers' preferences, are inherently oriented toward conflict, or are prescriptive and ambiguous
the data for this study were collected from [825 managerial and nonmanagerial] employees of diverse organizations from the Organizational Culture Inventory [OCI] / the OCI measures organizational norms and expectations for 12 different behavior styles / these 12 styles are associated with 3 general types of organizational culture: constructive, passive–defensive, and aggressive–defensive / behavioral norms are hypothesized to be related to stress both indirectly (through role conflict and role ambiguity) and directly [i.e., the level of stress is positively related to norms associated with defensive cultures and negatively related to norms associated with constructive cultures] (PsycINFO Database Record (c) 2012 APA, all rights reserved)
... They also looked into how these activities factored into work-related stress. Role conflict and role ambiguity, constructs of occupational role stress, and their relationship to organizational culture were examined by van der Velde and Class (1995). These researchers proposed that many organizational cultures create stress by communicating expectations for behavior that are inconsistent with workers' expectations, oriented toward conflict, and/or are ambiguous and/or unclear. ...
... Role conflict was negatively related to a constructive environment style. Furthermore, it was found that role conflict and role ambiguity mitigate the effects of the organization's work culture on stress (van der Velde & Class, 1995). Results from this study suggest that employee's occupational stress can be explained by their experienced levels of role stress and role ambiguity. ...
... The results of the current study are supported by the findings of previously (Basset & Lloyd, 2001;Bradley & Sutherland, 1995;Cottrell, 2001;Hellgren & Sverke, 2001;Itzhaky, 1993;Lambert & Lambert, 2001;Ngai, 1993;Price & Hooijberg, 1992;Wilkerson & Bellini, 2006;Stamper & Johlke, 2003;Sutton & Fall,1995;van der Velde & Class, 1995). ...
The isolation, perceived organizational support (POS), and occupational role stress of mental health practitioners in scholastic and related applied settings
... Certain types of organizational cultures, or certain styles of cultures, have been associated with either positive or negative outcomes for either the effectiveness of the organization (as the introductory discussion of NASA and the American Airlines crash illustrate) or for individual employees within the organization (Schein, 1996;Deal and Kennedy, 1982). Positive outcomes for individual members of organizations potentially include motivation and satisfaction (Cooke andSzurnal, 1993, 2000;O'Reilly, 1989) while negative outcomes might include job insecurity and stress (Kahn et al., 1964;Kahn, 1966, van der Velde andClass, 1995). In this paper, we link organizational culture to measures of both individual and organizational outcomes. ...
... Similar patterns of relationships have been found between the OCI culture styles and individual outcomes, including stress (van der Velde and Class, 1995) and member satisfaction (McDaniel and Stumpf, 1995;Rousseau, 1990;Klein et al., 1995b). Further insight into the impact of operating cultures on employees is provided by other studies that have incorporated the OCI instrument. ...
Purpose
This paper aims to describe how organizational culture is manifested in behavioral norms and expectations, focusing on 12 sets of behavioral norms associated with constructive, passive/defensive, and aggressive/defensive cultural styles.
Design/methodology/approach
The organizational culture inventory, a normed and validated instrument designed to measure organizational culture in terms of behavioral norms and expectations, was used to test hypotheses regarding the impact of culture. Data are summarized from 60,900 respondents affiliated with various organizations that have used the instrument to assess their cultures. Also presented is a brief overview of a practitioner‐led assessment of four state government departments.
Findings
The results of correlational analyses illustrate the positive impact of constructive cultural styles, and the negative impact of dysfunctional defensive styles, on both the individual‐ and organizational‐level performance drivers. The results clearly link the dysfunctional cultural styles to deficits in operating efficiency and effectiveness.
Originality/value
The concept of organizational culture is derived from research in the field of organizational behavior characterized by use of qualitative methods. Yet, one of the most powerful strategies for organizational development is knowledge‐based change, an approach that generally relies on the use of quantitative measures. Although both methods share the potential for producing cumulative bodies of information for assessment and theory testing, quantitative approaches may be more practical for purposes of knowledge‐based approaches for organizational development generally, and assessing cultural prerequisites for organizational learning and knowledge management specifically.
... For example, perceived organizational support and trust, as cultural factors, moderate and mediate the effects of work stressors, such as role conflict and role ambiguity, on job related tension, job satisfaction and health status [1][2][3][4]. Alternatively, the positions of culture and employee roles in the causal sequence leading to stress can be reversed, suggesting that organizational culture defines roles and role problems [5]. Another type of hypothesis proposes a direct relationship between organizational culture and stress. ...
... The various aspects of workers' trust, as well as the organizational culture, have effects on work related stress and stress reaction [5][6][7][8][9][10]. The effects of trust on work related stress can be interpreted using different dimensions of trust. ...
This study was conducted to investigate the effect of trust on work stress. Trust can be classified into three dimensions; social trust, institutional trust, and trust in others. The relationship between work stress and trust is regarded as having three components. First, trust has an influence on work stressors as an antecedent variable; secondly, trust modifies the effect of the various stressors, and finally, trust is one of the stressors.
Data for this study was collected by interviews and self-administered structured questionnaires from 376 Korean and 77 Japanese workers in small businesses. Subjects were selected by two stage stratified random sampling from the working population of manufacturing industries.
Three different positions of trust are significantly related with the stress causation web. Social trust, institutional trust and trust in others significantly influence different work stressors in both Korean and Japanese workers. Three different kinds of trust influence work stressors among Korean workers, but institutional trust has no impact on work stressors among Japanese workers. As a moderating variable for perceived stress, distrust in an employer is statistically significant in both groups. However, stress symptom prevalence among Korean workers is modified by caution, trust in career development, and distrust in co-workers, but that of Japanese workers is modified only by distrust in employer. Job satisfaction of Korean workers is affected by general trust, utility of relation, institutional trust and trust in employer, but among Japanese workers, caution, reputation and trust in employer have influence on job satisfaction.
The effect of trust on work stress, perceived stress, stress reaction and job satisfaction are different among Korean workers and Japanese workers. Three dimensions of trust have three different positions as antecedent, moderating and mediating factors in stress causation.
... Certain types of organizational cultures, or certain styles of cultures have been associated with either positive or negative outcomes for both the effectiveness of the organization and for individual employees within the organization [30,31]. Positive outcomes for individuals might include motivation and satisfaction [13,32] while negative outcomes for individuals might include job insecurity and stress [33,34]. ...
... Similar relationships targeting the individual have been reported with respect to the relationship between culture and stress [34] and that between culture and member satisfaction [56,57,58,59]. Further insight into the impact of operating cultures on employees is provided by other studies that have incorporated the OCI instrument directly. ...
Traditionally, culture has been assessed by qualitative methods. However, quantitative approaches such as culture surveys offer important advantages for both cross-sectional organizational research and knowledge-based cultural change initiatives. The organizational culture inventory© (OCI), an instrument designed for such uses, profiles the culture of organizations and their sub-units in terms of behavioral norms and expectations. Following a review of seminal concepts relevant to organizational culture, this paper presents a framework depicting the relationship between culture and outcomes that are consistent with successful KM environments. An examination of the data provided by approximately 60,000 OCI respondents indicates that the inventory is a powerful indicator of outcomes, which are related to both individual and organizational criteria.
... Organizations with constructive cultures have employees who are performing, motivated, and satisfied with their jobs (Rousseau, 1990). In addition, employees in constructive organizations have individual well-being (van der Velde & Class, 1995) and trust in their supervisors and organization (Weider, 1997). ...
Author Lessard, Maelyn Zweben Metadata Show full item record Traditional sales training in a medical diagnostic organization takes place in multiple locations over the period of many months. New hires attend classes with a set group of other new hire employees establishing a cohort. It is the responsibility of the sales training department and the new hire's direct supervisor to incorporate training into the organizations culture. This is done by bringing the new hire into the corporate office and, through the months of training, exposing the new hire to leadership, support functions, manufacturing, and multiple departments that will support their job moving forward. COVID-19 created a rapid market increase in the medical diagnostic manufacturing community. The organizations were strained through the high demand from this exogenous improbable (black swan) event. This study explored the lived experiences of the employees responsible for teaching new hire sales professionals the organization's culture during the era of a black swan. The training professionals identified for the phenomenological interviews for this research were members of the sales training department, direct sales supervisors, and mentors to new hires that had responsibility for new hire training during the period designated as COVID-19. Additional supportive data using a quantitative survey provided the new hires' perspective of their fit into the organization's culture. The findings indicate that COVID-19 influenced the organization's culture which, in turn, may affect the organization's strategic advantage. The participants' discussions represent their lived experiences. This research presents models that illustrate the establishment of organizational culture within a medical diagnostic company. The research models demonstrate the sudden impact of a black swan on the organization's culture though the lived experiences with tenured employees. The participants emphasis on their heightened emotions may have implications and application on the characteristics of a black swan classification. The researcher discusses implications of this research, study limitations, and possible future areas for investigation and practice.
... At the group or team level, both the strength and intensity of constructive norms have been shown to be positively relative to cooperation and teamwork [12]. Similarly, constructive cultures have been found to have a positive impact on organizational members, [18], individual well-being [19], and motivation, job satisfaction and performance [20,21,22]. Passive-defensive and aggressivedefensive cultures have been shown to be negatively related or, at best, unrelated to such outcomes [23,24]. ...
... Research utilizing this framework and the culture survey has shown that constructive cultures are positively related to positive outcomes across industriesincluding quality in manufacturing organizations (Corbett and Rastrick, 2000), client outcomes in human service organizations (Glisson and James, 2002), and effective problem solving in nuclear power plants (Shurberg and Haber, 1992). Similarly, constructive cultures have been found to have a positive impact on organizational members, including trust in their supervisors and their organizations (Weidner, 1997), individual well-being (Van der Velde andClass, 1995), and motivation, job satisfaction and performance (Rousseau, 1990). Passive/defensive and aggressive/defensive cultures have been shown to be negatively related or, at best, unrelated to such outcomes (Cooke and Szumal, 2000;Williams, 2007). ...
Purpose
Writings on organizational culture suggest that cultural values and norms are influenced by factors at the organizational, industry, and societal levels. While the effects of societal and organizational factors have been researched extensively, those of industry factors have not received commensurate attention. This paper investigates the relative importance of industry versus organizational variables in explaining the cultural norms reported by individuals within organizations.
Design/methodology/approach
The effects of two industry characteristics, (growth rate and research and development intensity) and two sets of organizational factors (leadership behaviors and human resource practices) on the strength of constructive, passive/defensive, and aggressive/defensive organizational cultural norms were investigated.
Findings
Results of hierarchical linear modeling (HLM) analysis of survey data from 3245 respondents in 424 organizations in twelve different industries revealed significant between-organization variation but no significant between-industry variation in the three types of cultural norms measured. Furthermore, while industry-level factors were unrelated to culture, significant variance in the culture measures was explained by leadership behaviors and human resource practices (use of rewards and fairness of performance appraisal).
Research limitations/implications
The strength of cultural norms and expectations within an organization evolve in response to attributes specific to the organization and do not necessarily reflect industry characteristics. The results indicate that organizations using surveys to assess their cultures may learn as much (if not more) by comparing their feedback to data on organizations across a spectrum of industries as opposed to organizations exclusively in their own industry.
Originality/value
Most of the frameworks developed to examine and describe the cultures of organizations delineate specific dimensions or types that are assumed to be relevant to all organizations regardless of the industries within which they operate. The purpose of this paper was to explore the validity of this assumption by investigating the relative impact of industry and organizational factors on organizational culture.
... Sumrall and Sebastianelli (1999 stated that an individual with role ambiguity tends to feel being uncertainty about what actions to take to fulfill a role (Ussahawanitchakit, 2008, p.14). Researchers have concluded that organizations are likely to create role stress for individuals, when they fail to communicate well with their expectations to them (Velde andClass 1996, Burke, Borucki andHurley, 1992). ...
The majority of the theoretical development and research on job performance has concentrated on the effects of perceived organizational support. Therefore, the present study differs from emerging body of research by investigating the relationships among perceived organizational impediments, role stress (role conflict and role ambiguity) and job performance. Analysis of the survey data drawn from 195 managers revealed that both perceived organizational impediments and role stres have significant and negative associations with job performance. Conclusion and suggestions, study limitations, and future directions for research are explicitly provided.
... They therefore must cope with the multiple expectations of a variety of stakeholders who communicate different role expectations (Gong, Shenkar, Luo, & Nyaw, 2001). Thus, it appears that the aggregated impact of the changes emanating from the transformation of VSO structures is likely to lead to role ambiguity, especially for senior management personnel (Amis, Slack, & Berrett, 1995;Van der Velde & Class, 1995). ...
The purpose of this study was to investigate the perceptions of role ambiguity experienced by the chairpersons and executive directors of Queensland State Sporting Organisations, specifically how role ambiguity was related to organisational design, satisfaction with organisational communication, and tenure. Data were collected by means of a mailed self-administered questionnaire from a sample of 118 paid executive directors and volunteer elected chairpersons. A response rate of 68% was obtained. The results indicated that there was no significant difference in the perception of role ambiguity by chairpersons and executive directors. However, role ambiguity was negatively related to organic organisational design, satisfaction with communication, and tenure. Yes Yes
... This indicates, for example, that work-related driver safety may be more closely tied to person-organisation fit than other more formal role-tied behaviours. Similarly, organisational culture and climate have been shown to be linked to workers' experiences of stress (Michela, Lukaszewski, & Allegrante, 1995; van der Velde & Class, 1995). Role conflict and ambiguity are recognised as common causes of stress in organisational settings and these are likely to impact upon work-related driver safety. ...
Research into work-related driver safety in corporate vehicle fleets has provided some descriptive information about driving for work and some of the common approaches to fleet safety. However, a lack of theoretical underpinnings has constrained the scope of this research. This paper outlines some theories and conceptual approaches from organisational and industrial psychology which are applicable for researching work-related driving and designing fleet safety countermeasures. Approaches described relate to contextual performance, occupational stress, organisational culture and climate. In using these approaches, work-related driving is conceptualised as an organisational behaviour – a behaviour of employees which occurs in the organisational setting. These are consolidated into an integrated approach to fleet safety. In addition to enhancing the understanding of work-related driving, utilising this integrated approach will result in intervention strategies designed to target the key psychosocial and organisational factors involved.
We intend to show that organizational culture can be seen as a moderator factor on people's perception of loosing their job and can also have an active role on people's choice of the best way to cope with that situation. Organizational culture could be conceptualized as an important factor when dealing with occupational stress prevention. Our study focus on two different levels. On one hand an individual perspective concerning the perception of threat of loosing one's job and the coping strategies people use to face that situation (stress, appraisal and coping model, Lazarus and Folkman, 1984). On the other hand an organizational level to what concerns the organizational culture of the different organizations (QuimTs model of organizational culture, 1983). This study was rim at Portuguese banking sector due a lot of changing it had been through, specially over the last ten years. Our sample was gathered within six different banks to come to a comparative approach of the individual and organizational variables involved. Results show that the threat of being fired is directly associated to the perception of the organizational culture as oriented toward goals, and inversely related to its perception as oriented towards support and innovation. The evaluation of resources to deal with the threat is directly related with a perception of organizational culture oriented towards support, innovation and goals. Contrarily to our hypothesis, no clear pattern of association between coping strategies and organizational culture was found.
Analyses of data collected on returned Australian Antarctic personnel were conducted to examine links between personality traits, perceptions of Antarctic station culture, and perceptions of subjective fit with Antarctic station life and culture.
Participants were 103 men who participated in Australian National Antarctic Research Expeditions (ANARE) over a 50-yr period from 1950 to 2000 representing the first 50 yr of ANARE and all positions and occupations included in Australian Antarctic expeditions. Participants completed self-report measures of personality, organizational culture, and subjective fit.
Results showed that those who described the culture as satisfaction-oriented (more friendly and participatory) reported better fit, increased satisfaction with their group membership, and less role conflict in terms of their work role. Results also showed a relationship between personality, perceptions of behavioral norms and expectations, and perceived fit. Specifically, openness and perceptions of station culture as satisfaction-oriented were identified as predictors of good fit with station life and culture.
The implications of the results for Antarctic personnel selection and recruitment are discussed and the importance of further research in other analogous isolated, confined, and extreme settings is highlighted.
The role of the sales engineer within the firm is defined and a model is proposed that examines the sales engineer – salesperson performance relationship. A resource based view of the sales engineer is utilized to show the positive impact on salespersons' performance through the mediating influence of better time management, reducing salespersons' role ambiguity, and increasing information effectiveness. Managerial implications associated with sales engineer utilization are presented and future research related to the curvilinear relationship of the firm's performance to sales engineer utilization is discussed.
Increasing concerns about company failures has given rise to the significant role of risk management in organizations. The Institute of Internal Auditors (IIA) has introduced a new framework which specifies that internal auditors' responsibilities include managing risks. This change from traditional to modern obligation may cause internal auditors to be uncertain regarding this function. This study investigates the effects of personal and organizational factors on role ambiguity amongst internal auditors in Malaysia. Survey questionnaires were distributed to 202 internal auditors. The results of this study provide insight into how individual and organizational factors impact the role ambiguity of internal auditors. The findings suggest that individuals with higher competency and autonomy experience lower levels of ambiguity. Furthermore, highly structured companies with in-house internal audit create lower ambiguity for internal auditors in Malaysian companies.
This study examined the organizational culture of Australian Antarctic stations in terms of behavioral norms and expectations. The study also investigated the relationship between perceptions of Antarctic station culture and individual attitudes and job outcomes. Participants were 116 returned Australian Antarctic expeditioners. Results showed that the overall profile of Antarctic station culture reflected a satisfaction-oriented culture, with the majority of participants describing Antarctic stations as open, friendly, and participatory environments. However, results also revealed gender differences in perceptions of Antarctic station norms and expectations. Although men generally described Antarctic station culture as open and team oriented, women described it as rule-oriented, hierarchical, and nonparticipatory. Perceptions of Antarctic station culture were related to individual attitudes, including satisfaction with being a member of the expedition and intention to return to the Antarctic.
This study builds on previous research to investigate the effects of ethical climate on salesperson’s role stress, job attitudes, turnover intention, and job performance. Responses from 138 salespeople who work for a large retailer selling high-end consumer durables at 68 stores in 16 states were used to examine the process through which ethical climate affects organizational variables. This is the first study offering empirical evidence that both job stress and job attitudes are the mechanisms through which a high ethical climate leads to lower turnover intention and higher job performance. Results indicate that ethical climate results in lower role conflict and role ambiguity and higher satisfaction, which, in turn, leads to lower turnover intention and organizational commitment. Also, findings indicate that organizational commitment is a significant predictor of job performance.
Personality trait research has failed to substantiate a link between androgyny and well-being. Using an alternate, social context approach, the present study investigated (a) positive and negative aspects of situations in which expectations for androgynous behavior were salient (dual expectation situations), and (b) associations between gender role coping strategies and well-being in these situations. Interviews were conducted with 124 female and 70 male undergraduates, most of whom were African American (14%) or White American (81%). Participants reported significantly more negative aspects of the process of coping with dual expectation situations and more positive aspects of the outcomes of the situations. Androgynous coping strategies were associated with greater positive well-being and lesser negative well-being than were instrumental or indeterminate strategies. Well-being scores of expressive strategists were not significantly different from those of androgynous strategists.
Job stress may depend on the organizational learning climate, the organizational factors that affect learning how to cope with the rapid external and internal changes in working life. The relationship between individual job stress and the individual perception of learning climate was studied among 383 employees in the Norwegian Postal Service and in various community health care institutions. Mismatch between individual perceptions of learning climate and the averaged evaluation of learning climate in the rest of the working group, was found to be an important source of stress. Individuals who perceived the learning climate as good and who were working in a group that agreed with this position, had a low job-stress level. This may be ascribed to their feeling of control over the work situation and reduced demands due to the social support from the group, producing a low job stress level.
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