P. B. Srikanth, P. B. Srikanth and M. G. Jomon, M. G. Jomon
(2013)
Role Ambiguity And Role Performance
Effectiveness: Moderating The Effect Of
Feedback Seeking Behaviour.
Asian Academy of Management Journal (AAMJ), 18 (2).
pp. 1-23.
ISSN 1394-2603
Abstract
The purpose of the present study is to understand the influence of a contextual factor
(role ambiguity) and personal characteristics (feedback seeking behaviour) on role
performance. As interdependent team based work has become an inherent characteristic
of the workplace, role ambiguity while working is quite inherent in such organisations.
By gaining better clarity regarding individual roles, employees can impact their role
performance significantly. Data were collected from 176 employees of a large
information technology organisation using survey technique by physically administering
the questionnaire with the help of the Human Resource department in two phases; first
from the employees and co-workers and finally from the supervisors. Subsequent data
analysis was performed using hierarchical multiple regression. Results showed that
feedback seeking both from a supervisor and co-workers ameliorated the effects of role
ambiguity on role performance. Specifically, compared to feedback seeking from coworkers, feedback seeking from a supervisor was found to be more useful in reducing the
effects of role ambiguity on role performance. This study draws from social cognitive
theory and self-regulation theories, and implications are discussed for practicing
managers in the IT industry.
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