moderating effect of different forms of commitment on role ambiguity-job tension relations, The

Canadian Journal of Administrative Sciences, Jun 2003 by Irving, P Gregory, Coleman, Daniel F

Abstract

Whereas some authors have suggested that organizational commitment might have a buffering effect on stressor-strain relations, others have suggested that commitment may exacerbate these relations. We examined the potential moderating effect of different forms of organizational commitment on relations between role ambiguity (a particular form of stressor) and job tension (an outcome of stress) in an organization that was undergoing significant change. We surveyed 225 individuals working for a public-sector organization that was being partially privatized. Results supported the hypothesis that continuance commitment exacerbates relations between role ambiguity and job tension. Contrary to our hypothesis, affective commitment also exacerbated these relations.

Resume

Alors que certains auteurs laissent entendre que l'engagement organisational aurait un effet tampon sur les relations entre les agents stressants et la tension (stressor-strain relations), d'autres suggerent que l'engagement peut exacerber ces rapports. Nous avons examine l'effet moderateur que peuvent avoir differents types d'engagement organisationnel sur les relations entre l'ambigute du role (un genre particulier d'agent stressant) et la tension au travail (un resultat du stress) au sein d'un organisme subissant des changements profonds. Nous avons effectue un sondage aupres de 225 personnes travaillant au sein d'un organisme du secteur public qui etait en voie d' privatise. Les resultats ont confirme l'hypothese suggerant que l'engagement de continuite (continuance commitment) exacerbe les relations entre l'ambiguite du role et la tension au travail. Contrairement a notre hypothese, l'engagement affectif (affective commitment) a egalement exacerbe ces relations.

Researchers have long shown a significant interest in factors that influence how employees respond to stressors on the job (e.g., Kahn, Wolfe, Quinn, & Snoek, 1964; Latack & Havlovic, 1992; Lazarus & Folkman, 1984; Parker & DeCotiis, 1983). A job stressor that has received considerable research attention for its role in creating job-related stress is role ambiguity. Role ambiguity involves uncertainty about aspects of the job including, but not limited to, such things as scope of responsibility and role expectations. Considerable research exists that demonstrates the negative impact of role ambiguity on employees (e.g., Boles & Babin, 1996) as well as their families (e.g., Morrison & Clements, 1997). Although earlier research investigated the main effects of job stressors such as role ambiguity on perceived strain (e.g., burnout, job dissatisfaction), more recent research has focussed on variables that moderate stressor-strain relations (e.g., Arney, 1988; Beehr & Drexler, 1986; Frone, Russell, & Cooper, 1995). Among those variables that have been investigated as moderators of role ambiguity-strain relations are individual difference variables such as Type A behaviour (e.g., Orpen, 1982), self-esteem (e.g., Bagozzi, 1978), and locus of control (e.g., Fusilier, Ganster, & Mayes, 1987) as well as organizational factors such as social support (e.g., Seers, McGee, Serey, & Graen, 1983). These studies have produced mixed results. For example, some studies have provided evidence for a buffering effect of social support on the stressor-strain relations (e.g., LaRocco, House, & French, 1980; Terry, Neilsen, & Perchand, 1993), whereas others found no evidence of such a buffering effect (e.g., Beehr & Drexler, 1986; LaRocco & Jones, 1978).

Recently, researchers have examined the role of organizational attitudes as potential moderators of stressor-strain relations (Begley & Czajka, 1993; Hochwarter, Perrewe, Ferris, & Guercio, 1999; Leong, Furnham, & Cooper, 1996; Reilly, 1994; Reilly, Dwight, Godfrey, Davis, & Lynch, 1994; Siu & Cooper, 1998). Specifically, interest has been shown in the moderating role that organizational commitment plays in stressor-strain relations, particularly during times of organizational upheaval. Several studies have reported a buffering effect of organizational commitment (Begley & Czajka, 1993; Hochwarter et al., 1999; Siu & Cooper, 1998) on stressor-strain relations, whereas others have found no evidence of a moderating effect (Leong et al., 1996). Recent developments in the commitment literature suggest important distinctions between affective and continuance organizational commitment (Meyer & Allen, 1991, 1997). Whereas individuals high in affective commitment remain with an organization because they want to, individuals high in continuance commitment remain with their organizations because they need to. Research on these different forms of commitment has revealed differential effects on important organizational variables. The purpose of this study was to examine the potential moderating effect of these two components of commitment on relations between role ambiguity (a stressor) and job tension (a strain) in an organization that was undergoing significant change.