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THE IMPACT OF PLANNED ORGANIZATIONAL CHANGE ON ROLE CONFLICT AND ROLE AMBIGUITY IN A SERVICE ORGANIZATION
Abstract
Research suggests that role conflict and role ambiguity produce negative consequences for both individuals and organizations. This study employs a nonequivalent control group design to examine the effects of a planned organization change and organization development exercises upon employee perceptions of role conflict and role ambiguity, employee and tenant perceptions of service level, and rates of overtime and absenteeism. There were 68 employees in the experimental group and 82 employees in the control group. Employees in both groups worked in service organizations of the same large energy company. The groups were well matched demographically and in the nature and quantity of work performed. Employees in both the experimental and control groups and 140 randomly selected tenants, 70 for each of the experimental and control groups, completed a service level questionnaire developed by the author. Perceptions of role conflict and role ambiguity were assessed using the Rizzo, House, and Lirtzman (1970) Role Questionnaire. The data indicated that the planned change effort had significant (t < .05 level) positive impact on employee perceptions of role conflict and role ambiguity, and employee and tenant perceptions of service level. Rates of overtime and absenteeism did not decline as had been hypothesized. Implications on methods for reducing role conflict and role ambiguity within organizations are discussed along with suggestions for future work.
Subject Area
Occupational psychology
Recommended Citation
WINANS, VICTORIA ANN, "THE IMPACT OF PLANNED ORGANIZATIONAL CHANGE ON ROLE CONFLICT AND ROLE AMBIGUITY IN A SERVICE ORGANIZATION" (1985). ETD collection for University of Nebraska-Lincoln. AAI8602942.
https://digitalcommons.unl.edu/dissertations/AAI8602942