Analysis of Role Conflict and Role Ambiguity Among Air Force Information Management Professionals

摘要

The role of enlisted Air Force Information Management professionals has been expanded beyond traditional boundaries to include a new area of responsibility called workgroup management. Workgroup management duties include front-line support for the life-cycle management of information, maintenance of desktop computers and networks, development and management of web pages, performance of initial system diagnostics, and management of client workstation configuration and software. Anecdotal evidence suggested the new, broader role of workgroup manager, combined with the fact that the majority of these individuals are assigned to positions in non communications units, may promulgate role conflict and role ambiguity. Role theory literature indicated that role conflict and role ambiguity lead to increased tension, decreased job satisfaction, and a higher propensity to leave (Kahn et al., 1964; Bedeian & Armenakis, 1981). A previously tested model that incorporated the influences of role conflict and role ambiguity on tension, job satisfaction, and propensity to leave was tested among workgroup managers. Furthermore, an additional construct, perceived role, which addressed perceptions surrounding the workgroup manager role, was introduced into the model. Results supported the addition of this construct into the model. Results partially supported the proposed relationships and warrant further research. Furthermore, findings suggest workgroup managers assigned to non communications units experience more role ambiguity, a higher degree of perceived role, and a lower degree of job satisfaction than those assigned to communications units. Therefore, additional research should be conducted in this area to further explore these findings.