THE EFFECTS OF ROLE PERCEPTIONS ON WORKPLACE CONFLICT
The effect of role perceptions and their impact on workplace conflict is examined. The results of a questionnaire study on a full time working employee showed that differences in individual employee role expectations have a direct impact on workplace conflict. A relationship between ambiguous rules and counterproductive workplace behaviours exist. Misinterpreted role perceptions by employees and other stakeholders in the organisation create varied levels of understanding that directly contributes to conflict. The problem of ambiguous or unrealistic role expectations has an increased impact on workplace conflict and in particular dysfunctional workplace conflict. Levels of conflict are identified in relation to role perceptions and are seen as the stressors of conflict which impact on achieving goals that benefit both the individual and the organisation. These findings relate to how well the individual understands their role expectations and how those expectations are also understood by others within the organisation structure is explored. Role perceptions and conflict immediately has its challenges, however with clear expectations and realistic performance goals identified, dysfunctional conflict impacts can be reduced and minimise the effects of wasted resources and effort to achieve organisational objectives.
A workplace without conflict is an ideal state of mind, something we all strive for and
is rarely achieved. Dijkstraa suggests (2011) “conflict is clearly a consequence of people interacting with each other, and therefore a normal experience in society and in organisational
life” (p.168).
Inadequate individual role perceptions and or unclear role perceptions by others within the organisational structure ideally promote conflict. The conflict that arises has the ability to impact on how individual or common goals of the organisation are met.
Roles perceptions form the basis of how we understand tasks, responsibilities and accountability that makes up each individual employee roles within an organisation. Motivation and ability are important influences on individual behaviour and performance, but employees also require accurate role perceptions to perform their jobs well (Mc Shane, 2010, p. 48).
Role prescriptions are thought of as expectancies or anticipations of particular types of behaviour. They constitute the formal characteristics of the individual's role either as set by himself or by others. Role perceptions, on the other hand, are taken to refer to the roles the individual sees himself as actually fulfilling or the roles that others see him as actually fulfilling (Ghiselli, 1956, p. 241). It is the clear expectation of roles that guide and inform employees to their specific duties and how to execute those duties within the organisational structure. It also takes into account the organisations preferred procedures of how to accomplish assigned tasks.
Mc Shane et al (2010) also indicates ‘that according to one large-scale survey, most employees understand their organisational business goals, but only 39 percent know what to do in their own jobs to achieve those goals’ (p.48-49). Informal codes of conduct or rules and ambiguous or unrealistic expectations weaken role perception and the abilities of employees to satisfactorily perform their jobs tasks within their role expectations.
Goal setting theory Wood et al (2006) not only clarifies employee performance and intensity, but also acts as a reinforcer for role perceptions and expectations. Reinforcement of individual tasks, so goals can be achieved with success. However, if the expectations are ambiguous or unattainable, how does one achieve individual or organisational goals? Wood (2006) asks the question ‘what is it you want me to do? Without clear and appropriate goals or targets, employees may suffer a direction problem and be unable to focus their work energies to the right goal (Wood, 2006). The establishment of goals not only provide the expectation of a desired effort to perform, but provide the expectation that effort will lead to performance and performance will lead to outcomes. Expectancy theory (Wood, 2006) measures outcomes as valences. These valances either measure outcome performance or do indicate whether the outcome is within desired expectations. The expectation we are performing in our roles can only be measured effectively if we know exactly what they are.
Disagreements over expectations between roles create conflict; conflict can either be substantive or emotional and ultimately impacts on job role performance (Wood, 2006).
Levels of conflict arising from ambiguous or unrealistic expectations generally arise from substantive goal directed conflict. Conflict caused by two or mare parties having differing expectations for task performance. However without adequate resolution processes conflict quickly become personal and escalates out of control. Conflicts become dysfunctional when the conflict itself cannot keep to the task at hand and process loss (Mc Shane, 2010) is experienced with keeping all subordinates focused on the task.
The concepts of individual and organisational role perceptions have been identified as being important starting points for examining the role of dysfunctional workplace conflict.
One hypothesis involving the impacts of role perceptions influencing dysfunctional conflict is investigated. This is:
H1: Poor understanding of role perceptions increase dysfunctional workplace conflict
METHOD
The participant is a full time working 49 year old male, holding a mid-level management position known to me as an indirect work colleague. A single interview questionnaire (see appendix 1) was conducted and basic format identified with leaving enough time for the participant to actively engage in his comments and discussions. The interviewee was only asking the questions and allowing the participant to speak freely without being guided or prompted. This was aimed at reducing the potential for material bias in his responses. The interview was held face to face and ran from approximately 30 minutes in duration. The questionnaire was aimed at firstly identifying the understanding of direct role description and the impacts this had on his performance to fulfil them. Secondly how well the organisation understands the individual’s role. This helped establish if there were fundamental differences between individual and organisational role perception. And thirdly the last part of the questionnaire was aimed at identifying conflict levels that arose from the differences in role perception and what resolution processes where in place to resolve conflict.
RESULTS
The data was analysed by recording the direct answers as either a direct question or by rating a response on a scale of 1 to 5. With 1 being highest, 3 being adequate and 5 being lowest. Also general comments were allowed to understand the participants contributing factors that supported the answer to the question.
The participant has a current role description using a balanced score card. This is developed by management on an annual basis and developed in line with current business objectives. The participant also had a very clear understanding of the current job role and this in their opinion matched the company objectives. The question was rated 1 very clear for understanding and also reported task performance had measurable outcomes. The participant also rated 1 very clear for having an understanding of the individual role within the organisation structure.
The organisational understanding the subordinate role rated 3 adequate. The participant indicated differences with their role from both down- stream subordinates and up-stream senior management. Managing task conflict with subordinates using management systems and unrealistic goals from senior management were identified as the major sources of conflict. An example was given where senior management renewed their sales forecast, increasing sales by 25% when actual growth was relative with 3% increases per annum. Disagreements occur on a weekly basis and the causes identified as lack of resources, personality clashes, time constraints, work overload, unrealistic expectations and unmanageable KPI’s (Key Performance Indicators) as the key stressors .Workplace conflict is identified initially by emails when one party feels when the expectations of others are unreasonable. Conflict often becomes personal and emotional with emotions generally escalating the conflict. Conflict issues consume time, waste resources and at time directly to counter productive work behaviours.
The hypothesis H1: Poor understanding of role perceptions increase dysfunctional workplace conflict was not supported.
DISCUSSION From the interview, the participant held a clear view of his role description, task orientation and workplace goals. Task performance is subjected to senior management measurable performance outcomes and direction. The two main sources of conflict creation are identified with i) how others perceive an individual role and ii) the expectations of that role. With all parties having a clear understanding of their workplace roles it is a lack of resources, personality clashes, time constraints, work overload, unrealistic expectations and unmanageable KPI’s that directly contribute to conflict. The use of conflict model (Mc Shane, 2010) identifies sources of conflict, conflict perceptions and emotions, conflict escalation and conflict outcomes. It was apparent from the study no direct conflict resolution processes were adopted and seen to also be a contributing cause of conflict escalation.
Task orientation, task design and task goals from the study were the main contributing factors to dysfunctional workplace conflict, not role perception or role understanding. Developing realistic expectations initially or a realistic job preview (Mc Shane, 2010) would improve performance outcomes measured by achievement valances and also the self-efficacy of a team or individual to realistically succeed. Measuring the locus of control (Mc Shane, 2010) and the effect on tasks has not been conducted and would be beneficial in understanding if motivation and ability directly impact on role perceptions, i.e. low motivation and ability lowers role perceptions and increases dysfunctional conflict.
Although role overload may be regarded as a threat because it represents an overwhelming demand on employees that exceeds their abilities or coping resources, it also derives from employees taking on more responsibilities or challenging tasks in order to develop or grow (Eatough, 2011). Future studies to identify if motivation and ability are linked to role perceptions and dysfunctional conflict should be explored. The study did not take into account the MARS model (Mc Shane, 2010) of individual behaviour and performance. Adopting motivation and ability concepts to assess their impact on role perceptions increasing dysfunctional conflict would provide a holistic approach for further testing.
Limitations of the report are fundamentally confined to one participant surveyed. Recommendations for further studies would be to include a greater number of participants and recording results by statistical analysis. To clarify if a hypothesis is supported and relationship between role perceptions and dysfunctional conflict does exist. Testing occupational influences within the workforce would also have advantages in identifying if poor role perceptions and dysfunctional conflict also exists within specific industries.
REFERENCES
Journal Article
Dijkstra, Beersma, Evers. (2011). Reducing conflict-related employee strain: The benefits of an internal. Work & Stress Vol. 25, No. 2, 167-184.
Eatough, C. (2011). Relationships of Role Stressors With Organizational Citizenship Behavior. Journal of Applied Psychology,Vol. 96, No. 3, 619-632.
Ghiselli, Bartol. (1956). Role percetions of successful and unseccessful supervisiors. The Journal of Applied Phsychology, 241-244
Book
Mc Shane, Olekins, Travalglione. a. (2010). Organisational Behaviour in the Pacific Rim. North Ryde: Mc Graw Hill, Australia Pty Limited.
Wood, Zafane, Fromholtz, Fitzgerald. (2006). Organisational Behaviour. Milton: John Wiley and Sons Australia, Ltd.
Appendix 1 - Interview Questionnaire
1. Do you have a current job description and how was it generated?
Bill Bloggs – Yes. Use a balanced scorecard developed each year by management in line with company objectives
2. On a scale of 1 to 5 can you rate, how clear your job description matches your current job role? Very clear | 1 |
Very clear | 1 |
Very clear | Clear | Adequate | Unclear | Very unclear | 1 | 2 | 3 | 4 | 5 |
Comments:
Bill Bloggs – Very clear. Always have measurable performance outcomes
3. On a scale of 1 to 5 can you rate, your understanding of your role within the organisation you work for? Very clear | 1 |
Very clear | 1 |
Very clear | Clear | Adequate | Unclear | Very unclear | 1 | 2 | 3 | 4 | 5 | | | | | |
Comments:
Bill Bloggs – Very clear. Expectations are very clearly spelt out by balanced score card with 6 month and 12 month reviews. Regular monthly one on ones with manager
4. On a scale of 1 to 5 can you rate, how others understand your role within the organisation you work for? Adequate | 3 |
Adequate | 3 |
Very clear | Clear Unclear | Adequate | Unclear | Very unclear | 1 | 2 | 3 | 4 | 5 |
Comments:
Bill Bloggs – Adequate. The role of a sales manager and holding staff to performance accountabilities can be conflicting with needs. E.g. staff needs to cope with systems etc. Also management driving sales revenue increase of 25% where actual growth is only 3%.
5. Are there any differences between how you perceive your job role and how others within your organisation perceive your job role? If so what are the major differences?
Bill Bloggs – I am required to drive sales growth. Sales people often think as their manager I am there to solve issues of fairness and systems problems
6. Can you rate how often conflict occurs in your workplace,
Every week
Every week Several times a day Everyday Every Month Every Year
7. Please circle the major causes of conflict in your workplace
Personality clashes
Personality clashes
Lack of resources
Lack of resources
Lack of resources | Personality clashes | Power | Work overload
Work overload
Time constraints
Time constraints
Shared resources | Job dissatisfaction | Politics | Time constraints | Work overload | Impossible deadlines | Shift work | Ambiguous rules | Shared resources | Misinterpretation of your role | Misinterpretation of your responsibility | Lack of leadership by management | Not following instructions | Differences in cultural beliefs | Knowledge sharing | Unclear Goals | Unrealistic expectations
Unrealistic expectations | UnmanageableKPI’s |
UnmanageableKPI’s |
|
How do the above mentioned sources of conflict impact on achieving goals?
Bill Bloggs – Goals become unachievable and sales team stand behind their figures as their argument. Generally becomes counterproductive initially until an agreement is met
8. What happens when conflict occurs and how is it identified?
Bill Bloggs – Often starts in email communication. One party feels the expectations of others are unreasonable
9. Does conflict become personal?
Bill Bloggs – Yes Often
10. Do emotions become involved in the conflict?
Bill Bloggs – Yes Often
11. When personal interests and emotions become involved in conflict, does the conflict escalate?
Bill Bloggs – Definitely. Things will get out of control very quickly and become difficult to resolve.
12. How could you best describe strategies used to avoid conflict in your workplace?
Bill Bloggs – The use of open and clear communication. Use of staff group surveys and promotion of actions plans
13. Are there formal dispute resolution processes? If so what are they?
Bill Bloggs – No, not used for internal staff. HR tends to become involved and work with agreed parties. No formal training on personal dispute resolution and how to handle them.
External conflict is dealt with by the call centre, mainly used for customers only 