Organizational role ambiguity as a proxy for uncertainty avoidance

The present study conducted on faculty members of self-financing higher education institutions and government managed higher education institutions. It was aimed to ascertain the levels of organizational role stress and HRM practices, determine the relationships between role stress and HRM practices. Further it aimed at to compare the perception of self-financing institution and government higher education institutions employees on organizational role stress and HRM practices. Sample of present research based on convenient random sampling technique adopted to select 229 respondents from different self-financing institutions and government higher education institutions. Organizational role stress scale and HRM practices scales used to collect the data. The data analyzed by means of descriptive statistics and t- test to compare the groups. The results revealed that role overload appeared the most dominant stressor followed by role ambiguity, role erosion and inter role distance among faculties of self-financing institutions whereas inter role distance and role isolation emerged as the dominant stressors for faculties of government higher education institutions. The faculties of self-financing institutions are reasonably satisfied with team work and performance appraisal systems of HRM practices whereas faculties of government higher education institutions are more satisfied with compensation and participation in decision making dimensions of HRM practices. The results revealed inverse relationships between organizational role stress and HRM practices in all types of institutions. Further results observed that two groups of faculties differed significantly on role stagnation, role erosion, role overload, self-role distance, role ambiguity and resource inadequacy. On the other hand two groups differ significantly on all dimensions of HRM practices. Further results discussed in detail with suitable example.

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Psychological Contract and Quality of Organizational Life

Relations industrielles ◽

10.7202/016956ar ◽

2008 ◽

Vol 62 (4) ◽

pp. 664-689 ◽

Cited By ~ 7

Author(s):

Martina Battisti ◽

Franco Fraccaroli ◽

Rino Fasol ◽

Marco Depolo

Keyword(s):

Organizational Justice ◽

Psychological Contract ◽

Role Ambiguity ◽

Affective Commitment ◽

Northern Italy ◽

Organizational Life ◽

Organizational Role ◽

Rest Home ◽

Oriented Approach

This study assesses psychological contract using a feature-oriented approach which measures perceptions about employer and employee obligations along the dimensions of duration, tangibility, scope, stability/flexibility, contract level and exchange symmetry. Questionnaires were administered to 170 workers (23 males, 147 females) employed at a rest home in Northern Italy. The results confirm the hypothesized relation between the employee’s perceptions of employer obligations and the organizational role component of organizational life (in terms of low role ambiguity and high development expectations). Similarly, the hypothesized relation between the employee’s perceived obligations to the employer and the affective and motivational area is supported (in terms of affective commitment and perceived organizational justice). The results also show the importance of assessing the employee’s perceptions both of employer obligations and of her/his own obligations to the employer, considering the differentiated influence that each of them has on organizational life.

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Boundary Spanners and Self-Monitoring: An Extended View

Psychological Reports ◽

10.2466/pr0.1985.57.1.287 ◽

1985 ◽

Vol 57 (1) ◽

pp. 287-294 ◽

Cited By ~ 4

Author(s):

Alan J. Dubinsky ◽

Steven W. Hartley ◽

Francis J. Yammarino

Keyword(s):

Role Conflict ◽

Role Ambiguity ◽

Social Cues ◽

The Self ◽

Boundary Spanners ◽

Job Tenure ◽

Self Monitoring ◽

Organizational Role ◽

Extended View ◽

Objective Indicators

Boundary spanners have a unique organizational role which includes receiving and transmitting information across organization-environment interfaces. As a result, the self-monitoring (ability to perceive social cues and adjust behaviors to fit the situation) of boundary spanners may affect their performance and role perceptions. Data from a two-sample investigation of boundary spanners suggest that self-monitoring is not related to objective indicators of performance or role conflict but is positively associated with role ambiguity. Moreover, these results were not contingent on boundary spanners' job tenure.

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