TY - JOUR
T1 - A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings
AU - Jackson, Susan E.
AU - Schuler, Randall S.
N1 - Funding Information:
The authors express their appreciation to Hannah Rothstein Hirsh, U.S. Office of Personnel Management, for providing the computer program used to conduct the meta-analyses. We also thank Robert J. House for his helpful comments on an earlier draft of this article. Partial funding for this project was provided by the Graduate School of Business Administration, New York University. Requests for reprints should be addressed to Susan E. Jackson, OBIR Department, Graduate School of Business Administration, The University of Michigan, Ann Arbor, MI, 48109.
PY - 1985/8
Y1 - 1985/8
N2 - Although role ambiguity and role conflict have been studied extensively in the organizational sciences, there remain numerous empirical discrepancies among the reported research results. Consequently, disagreement exists as to what can be concluded about the role ambiguity and role conflict research. Coupled with this empirical impasse has been a persistent and relatively singular approach to conceptually studying role ambiguity and role conflict. In response to this empirical and conceptual situation, a meta-analysis and a conceptual reevaluation of the role ambiguity and role conflict research were performed. Using the Hunter, Schmidt, and Jackson (1982, Meta-analysis: Cumulating research findings across studies, Beverly Hills, CA: Sage) meta-analysis procedures, this study analyzed 29 correlates of role ambiguity and role conflict. These correlates include ten organizational context variables, five individual characteristics, ten affective reactions, and four behavioral reactions. Meta-analysis procedures were used to measure the strength and consistency of the relationship found between each of the 29 correlates and role ambiguity and role conflict. Meta-analysis was also used to determine where moderator variables should play a critical part in future role ambiguity and role conflict research. Based on the results of the meta-analysis, several empirical summaries and conclusions are presented. Along with these, several conceptual observations and reconceptualizing suggestions are offered. It is concluded that while a great deal is known about role ambiguity and role conflict in the organizational sciences much remains to be learned.
AB - Although role ambiguity and role conflict have been studied extensively in the organizational sciences, there remain numerous empirical discrepancies among the reported research results. Consequently, disagreement exists as to what can be concluded about the role ambiguity and role conflict research. Coupled with this empirical impasse has been a persistent and relatively singular approach to conceptually studying role ambiguity and role conflict. In response to this empirical and conceptual situation, a meta-analysis and a conceptual reevaluation of the role ambiguity and role conflict research were performed. Using the Hunter, Schmidt, and Jackson (1982, Meta-analysis: Cumulating research findings across studies, Beverly Hills, CA: Sage) meta-analysis procedures, this study analyzed 29 correlates of role ambiguity and role conflict. These correlates include ten organizational context variables, five individual characteristics, ten affective reactions, and four behavioral reactions. Meta-analysis procedures were used to measure the strength and consistency of the relationship found between each of the 29 correlates and role ambiguity and role conflict. Meta-analysis was also used to determine where moderator variables should play a critical part in future role ambiguity and role conflict research. Based on the results of the meta-analysis, several empirical summaries and conclusions are presented. Along with these, several conceptual observations and reconceptualizing suggestions are offered. It is concluded that while a great deal is known about role ambiguity and role conflict in the organizational sciences much remains to be learned.
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U2 - 10.1016/0749-5978(85)90020-2
DO - 10.1016/0749-5978(85)90020-2
M3 - Article
AN - SCOPUS:46549092043
SN - 0749-5978
VL - 36
SP - 16
EP - 78
JO - Organizational Behavior and Human Decision Processes
JF - Organizational Behavior and Human Decision Processes
IS - 1
ER -