ORGANISATIONAL CONFLICT, ROLE CONFLICT AND

CORRELATES: AN EMPIRICAL STUDY

E. SENDIL KUMAR AND S. PANDEY

A survey of literature revealed that most studies took heed of just the single, specialised dimension of
conflict and more or less ignored other dimensions: role conflict, organisational conflict and their
correlates. To obtain measures of the correlates and their variance share on role conflict and organisa-
tional conflict, a questionnaire survey was conducted on a sample of 100 middle level executives from
four medium sized organisations. Bivarlate analysis showed statistically significant negative correlations
with age, tenure, job involvement, work involvement and role efficacy. Stepwise multiple regression
revealed that role efficacy accounted for 22 per cent variance of role conflict perception. Role efficacy
and job involvement together explained 47 per cent variance of organisational conflict. Results are
discussed in the light of the existing literature on management of conflict.

Mr. E. Sendil Kumar is a Research Student and Dr. S. Pandey is Reader at the Department of Personnel
Management and Industrial Relations, Tata Institute of Social Science, Bombay.

Management of conflict has a large and growing body of knowledge. Conflict has
been recognised as an inevitable social phenomenon and, over the years social
scientists have come to realise that conflict itself is not deleterious or evil to the
psychological health of organisational members and the effectiveness of organisa-
tional performance. Rather, it is a phenomenon which can have both constructive
and destructive effects depending upon its context and management (Pondy, 1967;
Thomas, 1976).

A perusal of literature relevant to organisational conflict reveals that there are

several highly specialised areas. For example, union-management conflicts (Meg-
ginson & Gullett, 1970; Muench, 1963; Stagner, 1962), superior-subordinate con-
flicts (Burke, 1971; Evan, 1965; Howat & London, 1980; Rahim & Buntzman, 1988;
Renwick, 1975), intergroup and interdepartmental conflicts (Blake & Mouton, 1961;
Dutton & Walton, 1966; Kabanoff, 1985; Katz, 1977; Likert & Likert, 1976; Rahim,
1980, 1983; Raven & Kruglanski, 1970; Sherif, 1958; Thomas & Walton, 1971;
Thomas, 1979; Walton, Dutton & Cafferty, 1969) and so on. In addition, there is an
abundance of literature on role conflicts (Berger-Gross & Kraut, 1984; Brief & Aldag,
1976; Coverman, 1989; Davis, 1974; Greenglass, 1990; Gross, Mason &
McEachem, 1958; Hamner & Tosi, 1974; House & Rizzo, 1972; Kahn, Wolfe, Quinn,
Snoek & Rosenthal, 1964; Miles, 1975; Nicholson, 1983; Rizzo, House & Lirtzman,
1970; Schuler, 1975 & 1977; Tosi & Tosi, 1970), and work-family conflicts (Duxbury
& Higgins, 1991; Frone, Russell & Cooper, 1992; Gutek. Searle & Klepa, 1991;
Kopelman, Greenhaus & Connolly, 1983; Wiersma & Van Den Berg, 1991). Re-
searchers have devoted considerable attention to the understanding of various
types of conflicts in organisations. While there is a plethora of information on each
of the domains namely, role conflicts, work-family conflicts, union-management
conflicts, superior-subordinate conflicts and so on, little research attention has been
All communications regarding this paper to be made to Dr. S. Pandey, Reader, Dept. of Personnel
Management and Industrial Relations, Tata Institute of Social Sciences, Bombay.
202 E. Sendil Kumar and S. Pandey

directed to understanding the inter-relationships among them. As Thomas (1976)

observed:
The theory and research relating to organisational conflict seems largely
segmented and unintegrated. Although there are several pieces of quality
research and many important insights, the theoretical ties between them are
often unclear. Researchers look at different manifestations of conflict, different
independent variables, and so on. A general integrated theory would also be
helpful in generating research hypotheses, diagnosing conflicts, and in teach-
ing (p. 930).
Our study attempts to address some of these issues by examining correlates of
conflict and their relationships to the various types of conflict conceptualised in
literature. The findings may then aid in the conceptualisation of a conflict theory.

Correlates of Conflict
As applied to organisations, role conflict theory suggests that individuals experience
role conflict when others' expectations for their behaviour are inconsistent with the
individuals' own expectations (Baron, 1983). Such inconsistencies may arise be-
cause of differences in persons' socialisation processes, and conflicts may stem
from intrapersonal, intrarole, or inter-role incongruities (Chusmir & Koberg, 1986).
Role conflict was related to low levels of job satisfaction (Gross, Mason &
McEachern, 1958; Jakson & Schuler, 1985; Kahn, Wolfe, Quinn, Snoek & Rosen-
thal, 1964); low confidence in the organisations (Kahn et al., 1964); and a high
degree of job related tension (Jackson & Schuler, 1985; Kahn et al., 1964). Tosi
(1971) found role conflict to be positively related to job threat and anxiety. Rizzo,
House and Lirtzman (1970) found that role conflict tended to correlate weakly, but
positively with anxiety and propensity to leave the organisation, and negatively with
influence in the organisation. Brief and Aldag (1976) found role conflict to be
negatively related to task identity and autonomy.

A number of studies have explored the relationship between work-home role conflict
and emotional support from others, particularly spouses. Research has shown that
role conflict is related to marital satisfaction (Greenglass, Pantony & Burke, 1988;
Yogev, 1986); marital adjustment (Greenhaus, Bedeian & Mossholder, 1987;
Suchet & Barling, 1986); family cohesion (Mertensmeyer & Coleman, 1987); and
family support (Macewen & Barling, 1988).
Interpersonal conflict has been related to age (Corwin, 1969), tenure (Baldridge,
1971; Paul & Schooler, 1970), organisational level (Rahim, 1983), power (Raven &
Kruglanski, 1970), commitment (Crozier, 1961), supervisory style (Likert, 1961),
competition (Strauss, 1964), organisational effectiveness (Rahim, 1983) and so on.
As it can be seen, the correlates of conflict in organisations have been studied;
however, there have been no attempts to integrate the studies or even determine
the correlates which are common to two or more dimensions of conflict. In view of
the above, the objectives of this study have been formulated as:
(a) To identify some correlates of conflict from existing literature
 Organisational Conflict, Role Conflict and Correlates 203

(b) To obtain measures of the correlates in organisational set-ups to identify the

predictors of role conflict and organisational conflict, and examine the order and
" extent of variance share.

It was hypothesised that:

(1) Age and company tenure (experience) are negatively related to conflict.

(2) Role efficacy is negatively related to conflict. This hypothesis was proposed
since role conflict has been found to be negatively related to role effectiveness
(Getzels & Guba, 1954).

(3) Job involvement is negatively related to conflict.

(4) Work involvement is weakly but negatively related to conflict. In view of the
conceptual distinction between job and work involvement (Gorn & Kanungo,
1980; Kanungo, 1982) it was proposed that work involvement will bear a weak
negative relation with conflict.

The rationale that guided this investigation of the correlates and the amount of
conflict was the following: a pattern of either consistent significant or consistent
insignificant relationships would help advancing our understanding of the conflict
phenomenon and can provide a guideline for future research efforts. Put into
practice, these findings could aid consultants in conflict management training and
related OD intervention.

Methodology

The Sample and Data Collection

Managerial and professional-level executives from four industrial organisations
were selected based on a random sampling plan and they voluntarily completed the
questionnaire in their places of work. Anonymity was assured in order to obtain true
responses.

One hundred and eighty five questionnaires were distributed. One hundred and
twelve were returned, a response rate of slightly above 60 per cent. After editing
incomplete questionnaires, one hundred were found usable. There was no statisti-
cally significant difference between the persons who did not respond and the
persons who returned the questionnaire, in terms of their age, company tenure and
level of education.

Measures

Demographic Data
Each respondent supplied information on age, sex, company tenure, level of
education and marital status. The information on the first four variables were also
obtained from the company records for all 185 sample points.
204 E. Sendil Kumar and S. Pandey

Role Conflict
This construct was operationalised by using the role conflict scale developed by
Rizzo, House and Lirtzman (1970). Role conflict as defined by them refers to the
degree of incompatibility or incompatible expectations associated with a role. This
scale was specifically chosen because of its demonstrated factoral independence
(Rizzo, House & Lirtzman, 1970) and adequate psychometric properties (Van Sell,
Brief & Schuler, 1981). Rizzo, House and Lirtzman reported an internal consistency
coefficient (Cronbach's alpha) of 0.83. Four dimensions of role conflict were also
measured as subscales of the general role conflict scale comprising eight items.
The measure was scored on a seven point Likert type scale.

Organisational Conflict
The construct was measured by using the organisational conflict inventory devel-
oped by Rahim (1983). Rahim (1983,1985) defined conflict as an "interactive state"
manifested in disagreement, differences, or incompatibility, within or between
individuals and groups. He classified organisational conflict as composed of in-
trapersonal conflict, intergroup conflict and intragroup conflict. The measure, con-
sisting'of 21 items, is composed of three factorally independent scales comprising
the three above mentioned components of organisational conflict. All the items used
a five point response format. The reported stability coefficient is 0.79 and the internal
consistency coefficient is 0.81.

Job Involvement
The involvement with the job was measured by using the Job Involvement Ques-
tionnaire (JIQ) developed by Kanungo (1982). The JIQ is composed of 10 items,
each scored on a five point response format. Kanungo (1982) reported a stability
coefficient of 0.85 and an internal consistency coefficient of 0.87 for the scale.

Work Involvement
The involvement with work in general was measured by using the Work Involvement
Questionnaire (WIQ) developed by Kanungo (1982). The WIQ is composed of 6
items scored on a five-point response format. Kanungo (1982) reported a stability
coefficient of 0.67 and an internal consistency coefficient of 0.75 for the scale.

Role Efficacy
Role efficacy refers to the potential effectiveness of an individual occupying a role
in an organisation (Pareek, 1980). He operationalised role efficacy as consisting of
three dimensions; role making, role linking and role centrality. A scale consisting of
20 triads of statements developed by him was used in this study. Each alternative
in a triad represented a response alternative and was scored on a three point scale
representing high, medium and low efficacy in the role. A stability coefficient of 0.68
and internal consistency coefficient of 0.80 were reported.
 Organisational Conflict, Role Conflict and Correlates 205

Procedures and Data Analyses

The hypotheses were tested using bivariate correlational analyses and multiple
regression analyses. Step wise multiple regressions were performed by using the
two measures of conflict as the criterion variables (taken one at a time) and the
predictors included job involvement, work involvement, and role efficacy.

Results and Discussion

Table 1 summarises the descriptive statistics for all the measures used in the
present investigation. The internal consistency reliabilities were at or above an
acceptable level for all the scales (Nunnally, 1967).
Table 1
DESCRIPTIVE STATISTICS AND COEFFICIENT 'ALPHA' OF SCALES USED IN THE STUDY
(N=100)

Scale Number of Reliability Mean S.D.

items per (Coefficient
scale 'alpha')

Role conflict 08 .86 3.60 1.23

Person-role conflict 02 .45 3.50 1.34
Intrasender conflict 02 .90 3.50 1.66
Intersender conflict 03 .75 3.55 1.36
Interrole conflict 01 4.12 1.93
Organisational conflict 21 .79 2.29 .52
Intergroup conflict 06 .83 2.34 .65
Intragroup conflict 08 .83 2.17 .63
Intrapersonal conflict 07 .73 2.47 .64
Role efficacy 20 .65 2.22 .32
Role making 08 .67 2.12 .33
Role centering 06 .75 2.16 .43
Rolo linking 06 .53 2.40 .34
Job involvement 10 .86 3.82 .94
Work involvement 06 .87 4.04 1.07

Bivariate Analysis
Zero-order correlations between the variables included in the study and role conflict
and organisational conflict are presented in Table 2. It is evident from the Table that
almost all the variables included based on survey of literature are associated with
conflict within and between individuals in organisations. It had been expected that
age and company tenure (experience) of the executives would be significantly
negatively associated with conflict (hypothesis 1). The data lend support to the view
that lower age and experience, respectively, of a person tend to be associated with
greater conflict; the exception being intragroup conflict which showed statistically
non-significant associations with the two variables (age and experience). By and
large, employees' social maturity is directly proportional to age and tenure in the
organisation. And, therefore, maturity with an organisation is probably inversely
proportional to the intensity of conflict experience.
 Table 2
ZERO ORDER CORRELATIONS OF ROLE CONFLICT AND ORGANISATIONAL CONFLICT MEASURES WITH OTHER VARIABLES
(N=100)

**P< .01
* P < .05
 Organisational Conflict, Role Conflict and Correlates 207

It was expected that executives or managers would experience conflict to the extent
that they had low efficacy in the role (hypothesis 2). The data support this contention.
All the dimensions of role efficacy showed a moderately strong negative correlation
with role conflict and organisational conflict. Where there was greater feeling of
efficacy in the role, managers reported less conflict about their organisational roles
and duties, the finding is consistent with earlier research (Das, 1984; Rizzo et al.,
1970: Rogers & Molnar, 1976). Therefore, role intervention seems to be an important
intervention tool to manage both role conflict and organisational conflict.
Job involvement also is negatively related to conflict (hypothesis 3). However,
intergroup conflict showed no association with job involvement. Indicating job
involvement is a function of intragroup rather than intergroup phenomena. Managers
with higher job involvement tended to experience less inter-role conflict and intraper-
sonal conflict or vice-versa. The obtained relationship is consistent with previous
research (Hamner& Tosi, 1974).
As expected, the composite indices of role conflict and organisational conflict
exhibited low correlations with the measure of work involvement. However, intraper-
sonal conflict showed a moderately strong negative correlation, indicating the
theorised common etiology for both work involvement and intrapersonal conflict of
the individual, and that they are embedded in or develop through the socialisation
process, ratherthan the immediate situational factors.

Multivariate Analysis
Assuming that the correlates have independent effects on the conflict experienced
by managers, a set of stepwise multiple regressions were carried out to assess the
order and extent of variance share. The measures of role conflict and organisational
conflict were separately regressed on the measures of role efficacy, job involvement
and work involvement, respectively. The results are shown in Table 3.
Table 3
RESULTS OF STEPWISE MULTIPLE REGRESSION PROCEDURE
Independent Dependent Stepwise Inclusion Multiple
Variables Variables of Variables R R2 F

1. Role Role Efficacy Step-1

Conflict Job Involvement 1. Role Efficacy 0.47 0.22 23.64*
Work Involvement

2. Organisational Role Efficacy Step-1

Conflict Job Invovlement 1. Role Efficacy 0.64 0.41 53.45*
Work Involvement Step-2
1. Role Efficacy 0.68 0.47 33.50*
2. Job Involvement

* P < 0.001

A significant amount of variance in managers' experienced role conflict (R =.22,

p< .001) is explained by the multiple regression, with role efficacy being included
208 E. Sendil Kumar and S. Pandey

in step 1. Thus, role efficacy emerged as an important factor influencing the amount
of role conflict experienced by an incumbent of the role.
A substantial amount of variance in organisational conflict is explained by the second
regression, with role efficacy contributing significantly once again. Role efficacy
accounted for 41 per cent (p < .001) of the variance in organisational conflict. Job
involvement was included in step 2 and contributed an additional 6 percent. Work
involvement did not enter the equation for the given cut off point. The results indicate
that to manage organisational conflict, both role efficacy and job involvement are
important variables (the function of immediate situational factors) compared to work
involvement (the function of socialisation process).

Conclusion
Most previous research on conflict in organisations were designed to study a single
component of conflict, as for example, superior-subordinate conflict, intergroup or
interdepartmental conflict, role conflict and so on. Contrary to that, the present
research included four role conflict and three organisational conflict variables.
Together they take into account almost all types of conflict that one relevant to
management of conflict in formal organisations. The concern of conflict managers
is not with resolution of all conflict; instead, it is with maintenance of a constructive
tension. A state of tension sufficient to highlight the need for gaining competitive
advantage within, and outside the organisation, and at the same time, not so high
that it triggers stress, anxiety defensiveness and similar other dysfunctional re-
sponses. The question of 'how' asked by consultants and executives, is addressed
through the inclusion of role efficacy model in the research. In spite of the fact that
the statistical design was purely based on correlations and lack the power of causal
designs, several valid conjectures evolved regarding both theoretical understanding
of the relationships among the concepts and the pragmatic issue of managerial
interventions. Theoretically, it is interesting to note (1) the association of conflict
perception (role conflict and organisational conflict) and employees' social maturity
with the organisation (in terms of tenure and age), (2) that the association between
conflict perception and organisationally relevant immediate situational factors (here
role efficacy factors) or immediate situation prompted factor (here job involvement)
had been much stronger than the association between conflict perception and
individual's socialisation factor (here work involvement). Keeping the above in view,
further research on conflict management should include elaborate situational and
climate measures for further insight; however, study of intrapersonal conflict should
include relevant personality measures. For the practitioners notwithstanding, the
fact of limited sample size and the exploratory nature of the study, it may be
suggested that role design could be an important tool to intervene in different types
of role conflicts as well as organisational conflicts.

It is hoped that the study will prompt researchers and practitioners to investigate
some of the issues mentioned here with a greater mix of work environments.

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