Impact of Role Ambiguity and Role Conflict on the Organizational Commitment of Managers

Abstract

Development of human resources is essential for any organization that would like to be dynamic and growth oriented. Human resources development systems aim at creating such a climate that will likely increase organizational commitment and reduce occupational stress of the employees. Organizational commitment is sine qua non of a good manager who provide purposeful direction to the organization and manages its survival and growth. Managers widely differ in their commitment to their organization. Due to the increased job complexities and economic pressure, stress has become common in organizations. Stress in work place have a significant impact on commitment for organization. It can harm organizational commitment of employees. Major source of stress in the work environment is the work role or roles assigned to each employee. They can create stress as they conflict with the employees’ own needs, values or abilities.
In the present study, an empirical attempt has been made to examine the impact of role ambiguity and role conflict on the organizational commitment of managers. For this Organizational commitment Scale developed and standardized by Meyer and Allen (1984) and Occupational Stress Index developed and standardized by Srivastava and Singh (1981) were administered on a sample of 200 managers of Tata Refractory Ltd., Belpahar, Jharsuguda, Orissa.
The appropriate statistics used in this study are mean, standard deviation, and critical ratio to find out the impact of role ambiguity and role conflict (two components of occupational stress) on the organizational commitment of managers.
The obtained results revealed the significant adverse effect of roe ambiguity and role conflict components of occupational stress on the organizational commitment of managers.