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Role Conflict And Ambiguity As Critical Variables In A Model Of Organizational Behavior
R. House, J. R. Rizzo
Published 1972 · Psychology
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Abstract The purpose of this study is to report the development and tests of a model of organizational behavior. The model was developed out of theory, research, and an interpretation of interview findings in the firm studied. A characterization of the firm is made in terms of current theory and research. Questionnaires and measurement scales designed to test the model are described. Measures of organizational and leadership practices served as predictors. Dependent measures were satisfaction, perceived effectiveness, anxiety, and propensity to leave. Role conflict and role ambiguity scales were treated as predictor, intervening, and as dependent variables in the model. Selected hypotheses are presented and tested. Predictors tended to relate in expected directions to role measures and dependent variables. Role measure hypotheses were generally supported, and role ambiguity was a better predictor and intervening (partialled) variable than role conflict.
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