ROLE AMBIGUITY VERSUS JOB EMBEDDEDNESS; MEDIATION OF INTERPERSONAL CONFLICT

Authors

  • Kamran Naeem
  • Anjum Pervez
  • Imran Naeem
  • Sidra Lodhi

Keywords:

Role ambiguity; interpersonal conflict; job embeddedness; turnover inte

Abstract

The purpose of this study is to investigate the impact of role ambiguity and interpersonal conflict on job embeddedness. The study also investigates the mediating rolethat interpersonal conflict plays between role ambiguity and job embeddedness. Data for the study was obtained from the service sector organizations. Data collected from245 respondents usingvoluntary cross-sectional online survey method. The analysis was carried out using regression and process macro. Results revealed that interpersonal conflict at the workplace plays a reflective role between role ambiguity and job embeddedness. The results have also supported findings of previous literature. Besidesthis study making a theoretical contribution,it also provides an insight into various practical implications to practitioners.

References

Allen, D. G. (2006) ‘Do organizational socialization tactics influence newcomer embeddedness and turnover?’, Journal of Management, 32(2), pp. 237–256. doi: 10.1177/0149206305280103.

Bao, Y. et al. (2016) ‘The Research of Interpersonal Conflict and Solution Strategies’, Psychology, 07(04), pp. 541–545. doi: 10.4236/psych.2016.74055.

Camarero, G. and et al. (2014) ‘Questionnaire: impact of organizational learning and innovations on performance’, International Journal of Production Economics, 24(3), pp. 290–307. doi: 10.1016/j.ijpe.2006.07.009.

Clercq, D. De, Haq, I. U. and Azeem, M. U. (2019) ‘Role Ambiguity and Perceptions of Unfair Performance Appraisals: Mitigating Roles of Personal Resources’, Asia Pacific Journal of Human Resources, 57(2), pp. 150–173.

Crossley, C. D. et al. (2007) ‘Development of a Global Measure of Job Embeddedness and Integration Into a Traditional Model of Voluntary Turnover’, Journal of Applied Psychology, 92(4), pp. 1031–1042. doi: 10.1037/0021-9010.92.4.1031.

Ferreira, A. I. et al. (2017) ‘Mediation of job embeddedness and satisfaction in the relationship between task characteristics and turnover: A multilevel study in Portuguese hotels’, International Journal of Contemporary Hospitality Management, 29(1), pp. 248–267.

Ghadeer, M. B. E. A.-E. and others (2018) ‘Exploring job embeddedness’ antecedents’, Journal of Human Resource Management, 21(1), pp. 58–78.

Harris, K. J., Harvey, P. and Kacmar, K. M. (2011) ‘Abusive supervisory reactions to coworker relationship conflict’, Leadership Quarterly, 22(5), pp. 1010–1023. doi: 10.1016/j.leaqua.2011.07.020.

Karatepe, O. M. (2013) ‘The effects of work overload and work-family conflict on job embeddedness and job performance: The mediation of emotional exhaustion’, International Journal of Contemporary Hospitality Management, 25(4), pp. 614–634. doi: 10.1108/09596111311322952.

Kaur, B. (2013) ‘Antecedents of Turnover Intentions : A Literature Review’, Global Journal of Management and Business Studies, 3(10), pp. 1219–1230.

Khan, A. et al. (2014) ‘Psychometric analysis of role conflict and ambiguity scales in academia’,

International Education Studies, 7(8), pp. 104–112. doi: 10.5539/ies.v7n8p104.

Khorakian, A., Nosrati, S. and Eslami, G. (2018) ‘Conflict at work, job embeddedness, and their effects on intention to quit among women employed in travel agencies: Evidence from a religious city in a developing country’, International Journal of Tourism Research, 20(2), pp. 215–224. doi: 10.1002/jtr.2174.

Kiviruusu, O. et al. (2016) ‘Interpersonal conflicts and development of self-esteem from adolescence to mid-adulthood. A 26-year follow-up’, PLoS ONE, 11(10), pp. 1–17. doi: 10.1371/journal.pone.0164942.

Lee, T. W. et al. (2004) ‘The effects of job embeddedness on organizational citizenship, job performance,

volitional absences, and voluntary turnover’, Academy of Management Journal, 47(5), pp. 711–722. doi: 10.2307/20159613.

Lee, T. W., Burch, T. and Mitchell, T. R. (2014) ‘The Story of Why We Stay: A Review of Job Embeddedness’, Annual Review of Organizational Psychology and Organizational Behavior, 1(1), pp. 199–216. doi: 10.1146/annurev-orgpsych-031413-091244.

Lee, V. B. and Lee, V. B. (2006) ‘Measuring social stressors in organizations : The development of the

Interpersonal Conflict in Organizations Scale ( ICOS )’.

Li, J. J. et al. (2016) ‘The effects of proximal withdrawal states on job attitudes, job searching, intent to leave, and employee turnover’, Journal of Applied Psychology, 101(10), pp. 1436–1456. doi: 10.1037/apl0000147.

Mitchell, T. R. and Lee, T. W. (2001) ‘Why people stay: Using job embeddedness to predict voluntary turnover’, Academy of Management Journal, 44, pp. 1102–1122.

Naeem, K. et al. (2019) ‘High-performance work practices versus work-role ambiguity’, Human Systems Management, 38(2), pp. 141–148. doi: 10.5812/ijp.9448.Research.

Omisore, B. O. and Abiodun, A. R. (2014) ‘Organizational Conflicts: Causes, Effects and Remedies’, International Journal of Academic Research in Economics and Management Sciences, 3(6), pp. 118–137. doi: 10.6007/IJAREMS/v3-i6/1351.

Penney, L. M. and Spector, P. E. (2005) ‘Job stress, incivility, and counterproductive work behavior (CWB): the moderating role of negative affectivity’, Journal of Organizational Behavior J. Organiz. Behav, 26(May), pp. 777–796. doi: 10.1002/job.336.

Rashed Alshery, W. Bin, Ahmad, F. Bin and Kaid Al-Swidi, A. (2015) ‘The Moderating Effect of Role Ambiguity on the Relationship of Job Satisfaction, Training and Leadership with Employee Performance’, International Journal of Business Administration, 6(2), pp. 30–41. doi: 10.5430/ijba.v6n2p30.

Sawyer, J. E. (1992) ‘Goal and Process Clarity: Specification of Multiple Constructs of Role Ambiguity and a Structural Equation Model of Their Antecedents and Consequences’, Journal of Applied Psychology, 77(2), pp. 130–142. doi: 10.1037/0021-9010.77.2.130.

Schmidt, S. et al. (2012) ‘Uncertainty in the workplace: Examining role ambiguity and role conflict, and their link to depression-a meta-analysis’, European Journal of Work and Organizational Psychology, 23(1), pp. 91–106. doi: 10.1080/1359432X.2012.711523.

Shepherd, C. D. and Fine, L. M. (1994) ‘Role Conflict and Role Ambiguity Reconsidered.’, Journal of Personal Selling & Sales Management, 14(2), pp. 57–65. doi: 10.1080/08853134.1994.10753985.

Singh, J., Rhoads, G. (1991) ‘Boundary Role Ambiguity in Marketing Oriented Positions’, Journal of Marketing Research, 28(August), pp. 328–338. doi: 10.2307/3172868.

Singh, J. (1993) ‘Boundary Role Ambiguity: Facets, Determinants, and Impacts’, Journal of Marketing, 57(2), pp. 11–31.

Sliter, M. T. et al. (2011) ‘The Differential Effects of Interpersonal Conflict From Customers and Coworkers: Trait Anger as a Moderator’, Journal of Occupational Health Psychology, 16(4), pp. 424–440. doi: 10.1037/a0023874.

Soltani, I. et al. (2013) ‘Investigating the effect of role conflict and role ambiguity on employees’ job stress :Articulating the role of work-family conflict’, Management Science Letters, 3(7), pp. 1927–1936. doi: 10.5267/j.msl.2013.06.036.

Srikanth, P. B. and Jomon, M. G. (2013) ‘Role ambiguity and role performance effectiveness: Moderating the effect of feedback seeking behaviour’, Asian Academy of Management Journal, 18(2), pp. 105–127.

Vinh Quang Nguyen A (2010) Organizational, job, and supervisory antecedents and consequence of job embeddedness: the case of vietnam. Mississippi State University.

Yongkang, Z. et al. (2014) ‘The Relationship among Role Conflict, Role Ambiguity, Role Overload and Job

Stress of Chinese Middle-Level Cadres’, Chinese Studies, 03(01), pp. 8–11. doi: 10.4236/chnstd.2014.31003. Young, J. A. et al. (2013) ‘Job embeddedness theory: Can it help explain employee retention among extension agents?’, Journal of Extension, 51(4).

Downloads

Published

2021-10-30

How to Cite

Naeem, K. ., Pervez, A. ., Naeem, I. ., & Lodhi, S. . (2021). ROLE AMBIGUITY VERSUS JOB EMBEDDEDNESS; MEDIATION OF INTERPERSONAL CONFLICT. The Journal of Contemporary Issues in Business and Government, 27(5), 2635–2644. Retrieved from https://cibgp.com/au/index.php/1323-6903/article/view/2131

Issue

Vol. 27 No. 5 (2021): The journal of contemporary issues in business and government

Section

Articles

License

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

You are free to:

  1. Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
  2. Adapt — remix, transform, and build upon the material for any purpose, even commercially.
  3. The licensor cannot revoke these freedoms as long as you follow the license terms.

Under the following terms:

  1. Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
  2. No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.

Notices:

You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .

No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.