Antecedents of role conflict and role ambiguity in the National Park Service

Abstract

The purpose of this research was twofold: (1) to conduct a comprehensive study of the antecedents of role conflict and role ambiguity, and (2) to extend this research to public agencies managing natural resources, which either directly or indirectly provide recreational opportunities. A literature review was made of previous research efforts concerning these two forms of role stress. Based on this review, several potential antecedents were considered as relevant for the present sample. Other potential antecedents were incorporated into the study based on the unique characteristics of the organization being studied. These antecedents included role, role-set, personal, and organizational characteristics. Self-administered questionnaires were used to collect the data. These were sent to park managers and non-clerical staff that reported directly to the park manager or assistant park manager. Approximately 68% of the questionnaires were returned. Correlation and multiple regression techniques were used to determine the strength and direction of the relationships between hypothesized antecedents and role conflict and role ambiguity. Role conflict and role ambiguity were both negatively related to measures of tenure, agreement among staff members on park objectives, supervisory supportiveness, and participation in decision making. Both role conflict and role ambiguity were positively related to measures of formal education and boundary-spanning requirements. Role conflict was negatively related to initiating structure and average authority of role-set members, and positively related to frequency of contact with role-set members and average distance of role-set members. Role conflict was also positively related to the number of subordinates, the number of job activities, and the stability of the park environment. All of these relationships were significant at the 0.01 level or better. Role ambiguity was negatively related to the age of park. Role ambiguity was not significantly related with park manager's tenure, frequency of contact with role-set members, or average authority of role-set members...