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Role clarity is the foundation for effective functioning within an organization, encapsulating

clear definitions of job deliverables, processes, priorities, and stakeholders. It signifies that
employees are well- informed and aware of their roles, fostering a sense of direction and
purpose within teams (Taghavi and Woo, 2017). Conversely, role ambiguity, as
illuminated by classical role theory (Radhakrishnan, 2018), embodies the lack of essential
information required for the effective execution of responsibilities. This ambiguity
manifests in uncertainties related to job tasks, work methods, and priorities. The absence
of clear expectations and knowledge about activities necessary to fulfil responsibilities can
impede individuals within cross- functional teams, hindering optimal performance and
project outcomes (Tempelaar and Rosenkranz, 2019; Wu, Hu and Zheng, 2019).

Understanding the impact of role ambiguity on performance effectiveness is crucial, as


Reus and Liu (2021) assert that an individual's belief in their capabilities to perform
effectively is intertwined with their role performance. As organizational tenure increases,
individuals' tendency to seek feedback decreases, highlighting the importance of continual
communication and feedback mechanisms (Vandenberghe et al., 2021). Recognizing a
role as a set of expectations within a social system, organizations should prioritize clearly
defining roles to enhance individual identity and performance (Agarwal et al., 2023).

Role ambiguity impacted the performance and outcomes of cross-functional teams at


GlobalTech Innovations in the following ways;

1. We noticed that one of the significant impacts of role ambiguity at GlobalTech


Innovations is the emergence of conflicts within cross-functional teams. As
highlighted by Gilbert et al., the lack of clear definitions of roles and
responsibilities has led to recurring conflicts arising from differing perspectives
on project approaches and goals. This absence of established conflict
resolution mechanisms within the new organizational structure has resulted in
prolonged disagreements, slowing down project progress.

2. Role ambiguity within cross-functional teams has also caused a sense of


disorientation among team members. The lack of clearly defined roles and
responsibilities has led to confusion and duplication of efforts, negatively
impacting project outcomes. This reflects the challenges faced by team
members in understanding their positions and contributions within the
transformed organizational model. This aligns with the research findings of
Gutterman (2023), who assert that role ambiguity can lead to dissatisfaction and
diminished performance due to the lack of clarity about responsibilities.

3. The lack of clear information regarding responsibilities and role expectations


within cross-functional teams has forced individuals to resort to trial and error
approaches. As noted by Schaaf (2017), this situation reflects role ambiguity,
marked by the absence of precise performance targets, causing employees to
speculate and establish their own goals. Such ambiguity not only hinders the
pace of project progress but also introduces inefficiencies, as team members
navigate uncertainties in their roles. Addressing this issue is crucial for
establishing a more structured and efficient work environment, enabling team
members to operate with clarity and purpose, ultimately enhancing the
effectiveness of project execution.

4. In the context of GlobalTech Innovations' cross-functional work environment,


the existence of role ambiguity may lead to heightened internal politics and job
duplication, common challenges in such settings. When structural and
functional changes are frequent, and individual roles are not clearly defined or
communicated, employees may engage in political maneuvering. This dynamic
can have adverse effects on team collaboration and impede the overall success
of projects. The lack of clarity in roles and responsibilities may foster an
environment where individuals vie for influence, potentially leading to conflicts
and distractions from the primary project objectives. Addressing role ambiguity
is crucial to mitigate these issues and promote a more collaborative and
efficient work environment.

5. The presence of role ambiguity at GlobalTech Innovations has led to


challenging work conditions, preventing employees from clearly understanding
how to perform their jobs. This situation has resulted in significant stress among
team members, contributing to decreased job performance. This aligns with the
findings of CahayaSanthi and Piartrini (2020), who link role ambiguity with
stressful work conditions that hinder employees from understanding how to
conduct their jobs effectively. Heightened stress levels not only impact
individual well-being but also have repercussions on team dynamics.
Addressing role ambiguity is crucial for alleviating stress and enhancing job
performance, promoting a healthier and more productive work environment.

6. The presence of role ambiguity, as highlighted in the study, exhibits a negative


correlation with job satisfaction at GlobalTech Innovations. Team members
grappling with uncertainties regarding their roles and expectations are likely to
experience reduced satisfaction levels. The lack of clarity about job
expectations and the possibility of facing criticism for tasks perceived as others'
responsibilities contribute to dampened employee morale, thereby affecting
overall job satisfaction. Addressing role ambiguity becomes crucial not only for
promoting clarity in job roles but also for fostering a work environment that
supports employee satisfaction and well-being.

7. The presence of role ambiguity at GlobalTech Innovations has induced a


negative attitude among employees towards their job, management, and the
organization as a whole. Previous research findings suggest that an excess of
unclear demands on employees can induce panic and stress, leading to a
decline in affectivity. This negative attitude may further contribute to a decrease
in team morale and collaboration within the organization. Addressing role
ambiguity is crucial not only for enhancing clarity in job roles but also for
fostering a positive work environment that promotes a more optimistic and
collaborative atmosphere among team members.

8. The prevalence of role ambiguity at GlobalTech Innovations has been identified


as a significant factor contributing to employees' intent to leave their positions,
according to various human resource studies. These studies highlight a
correlation between role ambiguity and the inclination of employees to seek
opportunities elsewhere, including emigration to countries with perceived better
employment conditions. This poses a potential risk to the stability and continuity
of cross-functional teams at GlobalTech Innovations, as high employee turnover
can disrupt team dynamics and hinder the organization's overall effectiveness.
Addressing role ambiguity becomes imperative not only for retaining talent but
also for ensuring the sustained success of cross- functional teams.
9. The prevalence of role ambiguity at GlobalTech Innovations, particularly within
its cross- functional teams, aligns with research findings associating role
ambiguity with anxiety. In similar work environments, such as cross-functional
teams, Purnomo, Lustono and Tatik (2021) note that ambiguity can induce
anxiety. Lin and Ling (2018) found that tasks ambiguously defined with
inconsistent guidance from supervisors lead to anxiety and decreased
productivity. According to Lin and Ling (2018), ambiguity arises from
complexities surpassing an individual’s comprehension and from the outcomes
of changes linked to increased demands. Purnomo, Lustono and Tatik (2021)
posit that role ambiguity is likely to increase anxiety and dissatisfaction with
one’s role, ultimately resulting in diminished performance. Addressing role
ambiguity is therefore crucial to mitigate anxiety and enhance overall team
performance at GlobalTech Innovations.

10. Consistent with previous research findings, the presence of role ambiguity at
GlobalTech Innovations, particularly within its cross-functional work
environment, is likely to contribute to burnout and emotional exhaustion. Pratiwi
et al. (2019) highlight the connection between role ambiguity and emotional
exhaustion, a component of burnout. Additionally, Pratiwi et al. (2019) indicate
that role ambiguity may extend its impact to the realm of depression. Given the
similarities in work environments, GlobalTech Innovations faces the risk of
increased burnout, emotional exhaustion, and potentially depression among its
employees. Addressing role ambiguity becomes paramount to mitigating these
negative consequences and fostering a healthier and more sustainable work
environment.
Recommendations

1. Feedback Seeking Behavior (FSB)


To enhance role clarity within GlobalTech Innovations' diverse project environments
facing role ambiguity challenges, a recommended strategy is to cultivate a culture of
proactive feedback-seeking behaviours. Grounded in the positive impact of feedback on
individual and organizational performance, as highlighted by Bălăceanu, Vîrgă and
Maricuțoiu (2021), feedback seeking involves two forms i.e. monitoring and inquiry.
Employees are encouraged to covertly monitor situational cues and observe others to
infer their own performance, while also actively seeking feedback through inquiry from
various sources within cross-functional teams. This approach aligns with a schematic
model depicting the role of feedback in improving performance, reinforcing positive
behaviours, and modifying unfavourable ones. Implementing a feedback-seeking culture
can act as a moderating factor, lessening the impact of role ambiguity on role
performance effectiveness, and addresses the need for proactive communication and
feedback mechanisms within the dynamic projectized organizational structure at
GlobalTech Innovations.

Figure: FSB Model


Source: Bălăceanu, Vîrgă and Maricuțoiu (2021)
2. Clarifying roles and responsibilities
To clear up confusion in GlobalTech Innovations teams, it's crucial to define roles
precisely and make sure everyone understands their job. Clear roles give a feeling of
ownership, boosting confidence and productivity. Management should talk regularly;
making sure everyone knows what's expected of them. This not only reduces tension but
also creates an environment where each team member feels important. Dealing with role
confusion is vital for a smooth workplace, supporting personal growth and the company's
success.

3. Introduction of Orientation programmes


To mitigate role ambiguity at GlobalTech Innovations, it is recommended to implement a
comprehensive orientation program specifically designed for employees involved in these
cross-functional teams. This program should focus on providing targeted training that
equips these workers with the necessary skills and insights related to their roles in the
context of the new projectized organizational model. By ensuring that team members
undergo thorough training, the organization can effectively minimize uncertainties and
enhance clarity surrounding their roles. This proactive approach aims to address the root
causes of role ambiguity, promoting a smoother transition to the new organizational
structure and forging a better understanding of individual responsibilities within cross-
functional teams.

4. Procedural Justice
To alleviate the detrimental impact of role ambiguity, implementing procedural justice
emerges as a crucial recommendation. This approach involves establishing a secure and
fair environment wherein employees feel encouraged to express their personal opinions
regarding their current work situation. Neall, Li and Tuckey (2021) highlight the
significance of procedural justice in providing a platform for employees to voice
frustrations arising from unclear role expectations. When organizational decision-making
processes are perceived as fair and focused on employee well-being, employees are
more likely to proactively seek feedback and guidance on managing role ambiguity. The
presence of fair procedures indicates the existence of organizational mechanisms through
which employees can engage in constructive dialogue and collaboratively find solutions
for challenges related to unclear role descriptions, aligning with the context of GlobalTech
Innovations and its endeavour to enhance role clarity within diverse project environments.
5. Job Analysis Initiatives
Consistent and systematic job analysis initiatives, whether formal or informal, should be
implemented to continuously assess and adapt to the evolving roles of each team
member within the human resources management departments at GlobalTech
Innovations. Conducting regular consultative meetings at both departmental and sectional
levels becomes crucial for articulating and clarifying the specific roles of team members.
This proactive approach aims to enhance role clarity, providing a structured framework for
understanding and adapting to the dynamic responsibilities within the evolving projectized
organizational model.

6. Physiological support

To address the challenges of role ambiguity at GlobalTech Innovations, implementing


guidance and counseling structures is recommended. This would involve establishing
supportive mechanisms to assist individual employees in navigating the effects of role
ambiguity. Providing guidance and counseling can help team members cope with
uncertainties related to their roles, fostering a more positive and proactive approach to
understanding and fulfilling their responsibilities within the evolving projectized
organizational model.
References
Agarwal, U.A. et al. (2023) Managing People in Projects for High Performance:
Behavioural Approach to Productive Project Teams. Springer Nature.

Bălăceanu, A., Vîrgă, D. and Maricuțoiu, L. (2021) ‘Feedback-Seeking Behavior in


Organizations: A Meta-Analysis and Systematical Review of Longitudinal Studies’, The
Spanish Journal of Psychology, 24, p. e48.

CahayaSanthi, N.P.M. and Piartrini, P.S. (2020) ‘The effect of role ambiguity on work
related stress and employees’ work satisfaction’, American Journal of Humanities and
Social Sciences Research, 4(6), pp. 99–107.

Gilbert, M.-H. et al. (2019) ‘Organizational constraints as root causes of role conflict: the
situation of physician-managers and their responses’, Journal of Health Organization and
Management, 33(2), pp. 204–220.

Gutterman, A. (2023) ‘Basic Models of Organizational Structure’, Available at SSRN


4545843 [Preprint].

Lin, M. and Ling, Q. (2018) ‘Is role stress always harmful? Differentiating role overload
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Neall, A.M., Li, Y. and Tuckey, M.R. (2021) ‘Organizational justice and workplace bullying:
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Pratiwi, I.Y. et al. (2019) ‘The effect of role conflict, role ambiguity, and role overload in
burnout government internal supervisors with tri hita karana culture as moderation’,
International Research Journal of Management, IT and Social Sciences, 6(3), pp. 61–69.

Purnomo, K.S.H., Lustono, L. and Tatik, Y. (2021) ‘The effect of role conflict, role
ambiguity and job stress on employee performance’, Economic Education Analysis
Journal, 10(3), pp. 532–542.

Radhakrishnan, V. (2018) A role analysis exercise to minimize role ambiguity and promote
role clarity in instructional design teams. PhD Thesis. Johns Hopkins University.

Reus, T.H. and Liu, Y. (2021) ‘Rhyme and reason: Emotional capability and the
performance of knowledge-intensive work groups’, in Emotion and Performance. CRC
Press, pp. 245–266.

Schaaf, A. (2017) Ambidextrous coping strategies of Strategic Frontline Employees in


minimising the effect of role ambiguity: a qualitative study on ambidextrous coping
strategies of SFLEs in dealing with role ambiguity. B.S. thesis. University of Twente.

Taghavi, A. and Woo, C. (2017) ‘The role clarity framework to improve requirements
gathering’, ACM Transactions on Management Information Systems (TMIS), 8(2–3), pp.
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Tempelaar, M.P. and Rosenkranz, N.A. (2019) ‘Switching hats: The effect of role
transition on individual ambidexterity’, Journal of Management, 45(4), pp. 1517–1539.
Vandenberghe, C. et al. (2021) ‘A dynamic model of the effects of feedback-seeking
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47(2), pp. 519–544.

Wu, G., Hu, Z. and Zheng, J. (2019) ‘Role stress, job burnout, and job performance in
construction project managers: the moderating role of career calling’, International journal
of environmental research and public health, 16(13), p. 2394.

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