Investigation of Role Conflict and Role Ambiguity for Junior Civil Engineering Officers.
Abstract
A random sample of 400 civil engineering officers with five or less years of commissioned service were surveyed to: measure levels of role conflict and role ambiguity stresses, identify personal and organizational factors associated with such stresses, and determine whether a relationship exists between role stress and retention. The survey was composed of a demographics section and four validated questionnaires used in organizational sciences to measure role conflict and role ambiguity, organizational commitment, job involvement, and job satisfaction. Survey questionnaires were factor analyzed and tested for reliability. The dependent variables, role conflict and ambiguity, were correlated with personal and organizational variables; factors found significant were extracted and analyzed for meaningful interpretation. Most respondents acknowledged at least some levels of role conflict and/or role ambiguity stress. Individual factors such as source of commission, degree of type, or age were found to have no measureable effect on role stress developed. Officers with prior military service also appeared to be less susceptible to those role stresses. For officers without prior military service, job related stresses did correlate with one's propensity to leave; factors such as 'esprit de corps' and quality of work environment appeared the most effective means for improving retention related to role stresses. (Author)
Document Details
- Document Type
- Technical Report
- Publication Date
- Sep 01, 1984
- Accession Number
- ADA147113
Entities
People
- C. R. Howell
- J. C. Konyha
Organizations
- Air Force Institute of Technology