Efectos diferenciales del conflicto y la ambigüedad de rol en mandos intermedios

  1. Forteza Méndez, José A.
  2. Merino Rivera, María Dolores
Revista:
Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

ISSN: 1576-5962

Año de publicación: 1993

Volumen: 9

Número: 26

Páginas: 237-250

Tipo: Artículo

DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

Resumen

En esta investigación se pone de manifiesto el efecto diferencial que el conflicto y la ambigüedad de rol tienen en los mandos intermedios. Concretamente, nuestros datos indican que el mando intermedio está afectado por el conflicto de rol mientras que apenas sufre ambigüedad de rol. Estos resultados tienen implicaciones de interés de cara a la validez de constructo, así como a la unidimensionalidad o bidimensionalidad de estas variables, así como de cara al estudio uniforme o diferencial de estos fenómenos

Referencias bibliográficas

  • Abdel-Halim, A.A. (1980): Effects of person-job compatibility on managerial reactions to role ambiguity. Organizational Behavior and Human Performance. 26, 193-211.
  • Ares, A. (1991): El rol del mando intermedio y el estrés laboral. Tesis Doctoral. U.C.M.
  • Ben-David, J. (1958): The professional role of the physician in bureaucratized medicine: a study in role conflict. Human Relations. 2, 255-257.
  • Berkowitz, E.N. (1980): Role theory, attitudinal constructs, and actual performance: a measurement issue. Journal of Applied Psychology. 65, 240-245.
  • Cohen, A.R. (1959): Situational structure, self esteem and threat-oriented reactions to power. En D. Cartwright (Ed.) Studies in sociological power. Ann Arbor: Institute for social research. University of Michigan.
  • Dalton, M. (1955): Managing the managers. Human Organization. 14, 4-10.
  • Fisher, C. y Gitelson, R. (1983): A metaanalisis of the correlates of role conflict and ambiguity. Journal of Applied Psychology. 68, 320-333.
  • Ditz, G.W. (1959): Industrial Administration in communist east Europe. Administrative Science Quarterly. 4, 82-86.
  • Getzels, J.W. y Guba, E.G. (1954): Role, role conflict and effectiveness: an empirical study. American sociological review. 19, 164-175.
  • Gupta, N. y Beerh, T.A. (1979): Job stress and employee behaviors. Organizational Behavior and Human Performance. 16 250-279.
  • Harris, M. (1991): Role conflict and role ambiguity as substance versus aritifact: a confirmatory factor analysis of House, Schuler y Levanoni's (1983) scales. Journal of Applied Psychology. 76, 1, 122-126
  • Hammer, W.C. y Tosi, H.L. (1974): Relationship of role conflict and role ambiguity to job involvement measures. Journal of Applied Psychology. 59, 497-499
  • House, R.J.; Schuler, R.S. y Levanoni, E. (1983): Role conflict and ambiguity scales: reality or artifacts? Journal of Applied Psychology. 68, 2, 334-337.
  • Howard, J.H.; Cunningham, D.A. y Rechnitzer, P.A. (1986): Role ambiguity, type A behavior, and job satisfaction: moderating effects on cardiovascular and biochemical responses associated with coronary risk. Journal Of Applied Psychology. 71 1 95-101.
  • Jackson, S.E. y Schuler, R.S. (1985): A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work setting. Organizational behavior and human decision processes. 36, 16-78.
  • Kahn, R.L.; Wolfe, D.M.; Qinn, R.P. Snoek, J.D. y Rosenthal, R.A. (1964): Occupational stress: studies in role conflict and ambiguity. Wiley, New York.
  • Kelloway, E.K. y Barling, J. (1990): Item content versus item wording: disentangling role conflict and role ambiguity. Journal of Applied Psychology. 75, 6, 738-742.
  • King, L. y King, D. (1990): Role conflict and role ambiguity: A critical assessment of construct validity. Psychological Bulletin. 107, 1, 48-64.
  • McEnroe, M.P. (1984): Perceived competence as a moderator of the relationship between role clarity and job performance: a test of two hypothesis. Organizational Behavior and Human Processes. 34, 379-386
  • McGee, G.W.; Ferguson, C.E. y Seers, A. (1989): Role conflict and ambiguity: do the scales measure these two constructs? Journal of Applied Psychology. 74, 5, 815-818.
  • Merino, M.D. (1992): El conflicto de rol en mandos intermedios. Tesis Doctoral. U.C.M.
  • Netemayer, R.; Johnston, M. y Burton, S. (1990): Analysis of role conflict and role ambiguity in structural equations framework. Journal of Applied Psychology. 75, 2, 148-7.
  • Peiró, J.M.; Melia, J.L.; Torres, M.A. y Zurriaga, R. (1987): La medida de la experiencia de la ambigüedad en el desempeño de roles: el cuestionario general de ambigüedad de rol en ambientes organizacionales. Evaluación Psicológica Psychological Assessment. 3, 27-53.
  • Rizzo, J.R.; House, R.J. y Liztman, S.L. (1970): Role conflict and ambiguity in complex organizations. Administrative Science Quarterly. 23, 521-539.
  • Roethlisberger, R. (1965): The foreman: master and victim of double talk. Harvard Business Review. 23, 283-298.
  • Seeman, M. (1953): Role conflict and ambivalence in leadership. American sociological review. 18, 373-380.
  • Smith, C.; Tisak, J. y Schneider, R. (1993): The measurement properties of the role conflict and ambiguity scales: A review and extension of the empirical research. Journal of Organizational Behavior. Vol. 14, 1, 37-48.
  • Tracy, L. y Johnson, T. (1981): What do the role conflict and role ambiguity measure? Journal of Applied Psychology. 66, 4, 464-469.
  • Van Sell, M.; Brief, A.P. y Shuler, R.S. (198 1): Role conflict and role ambiguity: Integration of the literature and directions for future research. Human Relations. 34, 43-71.
  • Woodward's, J. (1949): The marginal men of industry: the foreman. American Journal of Sociology. 54, 298-301.
Fuente de los datos: Dialnet