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, s...

Full description

Saved in:
Bibliographic Details
Published in:Organizational behavior and human performance 1981-10, Vol.28 (2), p.224-234
Main Authors: Mossholder, Kevin W., Bedeian, Arthur G., A. Armenakis, Achilles
Format: Article
Language:English
Subjects:
Health administration
Hospital Bed Capacity, 500 and over
Humans
Job Satisfaction
Nursing Staff, Hospital - psychology
Role
Self Concept
Surveys and Questionnaires
United States
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary: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.
ISSN:0030-5073
DOI:10.1016/0030-5073(81)90023-4