University of Massachusetts - Amherst
ScholarWorks@UMass Amherst
International CHRIE Conference-Refereed Track
2009 ICHRIE Conference
Aug 1st, 11:00 AM - 12:00 PM
Role Conflict, Role Ambiguity and Work-Family
Conflict Among University Foodservice Managers
Bill Ryan
Oklahoma State University - Main Campus, [email protected]
Jintao (Emily) Ma
Oklahoma State University, [email protected]
Minyen Cathy Ku
Oklahoma State University, [email protected]
Ryan, Bill; Ma, Jintao (Emily); and Ku, Minyen Cathy, "Role Conflict, Role Ambiguity and Work-Family Conflict Among University
Foodservice Managers" (2009). International CHRIE Conference-Refereed Track. 17.
http://scholarworks.umass.edu/refereed/Sessions/Saturday/17
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ROLE CONFLICT, ROLE
AND WORK-FAMILY
Ryan AMBIGUITY
et al.: Role Ambiguity/Work-Family
Confict In FoodService Managers
CONFLICT AMONG UNIVERSITY FOODSERVICE MANAGERS
Bill Ryan
Oklahoma State University
Stillwater Oklahoma
Jintao (Emily) Ma
Oklahoma State University
Stillwater Oklahoma
and
Minyen Ku
Oklahoma State University
Stillwater Oklahoma
ABSTRACT
The purpose of this study was to assess the effect of role ambiguity, role conflict and work schedule on
university foodservice managers’ perception of work-family conflict. It also assessed work-family conflict’s
influence on university foodservice managers’ turnover intention. The results indicated that as role ambiguity
and work hours worked per week increased the level of work-family conflict increased, and role ambiguity was
the strongest contributor to work-family conflict. Some role conflict has a negative influence on, but too many
roles can be detrimental.
Work-family conflict explained about 14% of turnover intention among university
foodservice managers.
Keywords:
Role ambiguity, role conflict, work-family conflict
INTRODUCTION
The college and university foodservice segment has been experiencing the challenges of high turnover and
labor shortage (King, 2002). The average annual management turnover rate in foodservice operations are from
40% to 50% (Perlik, 2003).The foodservice industry is characterized by excessive work hours, which is found to
be related to managers’ intention to leave (Berta, 2004; Crandall, Emenheiser, & Jones, 1995). Work-family
conflict occurs when some responsibilities from work and family are not compatible or interfere with each other
(Greenhaus & Beutell, 1985), and such conflict effects will have a negative influence on an employee’s work
situation, such as lower overall job satisfaction (Boles & Babin, 1996), and greater possibility to leave a position
(Good, Sisler, & Gentry, 1988). Several reports revealed that restaurant managers quit the jobs not because they
were dissatisfied, but because the amount of time required by the jobs prevented them from being with their
families and friends (Berta, 2004; Parsa, Self, Njite, & King, 2005).
LITERATURE REVIEW
Greenhaus & Beutell (1985) defined work-family conflict as “a form of interrole conflict in which the role
pressures from the work and family domains are mutually incompatible in some respect” (p. 77). Netemeyer et
al. (1996) pointed out that work-family conflict was different from family-work conflict. Netemeyer et al.
(1996) define work-family conflict as a type of inter-role conflict, wherein some responsibilities from the work
Published by ScholarWorks@UMass Amherst, 2009
1
and family areas are not compatible
and negatively
influence theTrack,
employee’s
International
CHRIE Conference-Refereed
Event 17 family
[2009] responsibilities. In addition
to the bi-directional nature of conflict, researchers have begun to consider the different forms of work-family
conflict (Greenhaus & Beutell, 1985; Netemeyer, Boles, & McMurrian, 1996). Three different forms of
work-family conflict have been identified and defined as time-based conflict, strain-based conflict, and
behavior-based conflict. According to Greenhaus & Beutell (1985), time-based conflict occurs when time
contributed to one role inhibit participation in another role; strained-based conflict states that a trained
experience in one role intrudes into and intervenes with participation in another role; and behavior-based
conflict happens when certain behaviors required in one role are incompatible with behavioral expectation in
another role. Studies indicate that work-family conflict influences a number of outcomes including
psychological distress, job satisfaction, organization commitment, and ultimately, turnover (Adams, King, &
King, 1996; Aryee, Luk, & Stone, 1998; Boles, Howard, & Donofrio, 2001; Kinnunen, Geurts, & Mauno, 2004;
Netemeyer, Boles, & McMurrian, 1996). Furthermore, conflict between work and family roles alters employee’s
perceptions of the quality of work life and the quality of family life (Scandura & Lankau, 1997). In addition,
work-family conflict has been shown to affect employees’ work-related behaviors such as absenteeism,
tardiness, organizational commitment, turnover intentions, and turnover (Aryee, Luk, & Stone, 1998;
Netemeyer, Boles, & McMurrian, 1996). In the hospitality industry, work-family conflict has been one of the
major causes for turnover of both the management level and lower-income employees (Boles & Babin, 1996;
Namasivayam & Mount, 2004; Stalcup, 1997). Good, Page and Young (1996) found that work-family conflict
has a direct effect on entry-level managers’ intent to leave, regardless of satisfaction or commitment levels.
Much of this is due to long hours and low pay. Hypothesis One: Work-family conflict is positively related to
university foodservice managers’ turnover intention;
Role conflict
According to Spector (1997), “role conflict exists when people experience incompatible demands about
their functions and responsibilities” (p. 39). Role conflict can arise when one’s job-related role interferes with
his/her family or personal life (Greenhaus & Beutell, 1985). There are discrepancies regarding the impacts on
multiple roles. According to Greenberger & O’Neil (1993), involvement in excessive roles resulted in role
strains, role conflicts, and led to negative impacts on mental and physical health. Some researchers have argued
that the increased role obligations that required time devotion and participation may result in various forms of
psychological conflict if each role cannot be adequately fulfilled (Bedeian, Burke, & Moffett, 1988; J. Singh,
Goolsby, & Rhoads, 1994). Studies also found that role conflict, role ambiguity, and time demands were directly
and positively related to work-family conflict (Carlson, Kacmar, & Williams, 2000; Frone, Yardley, & Markel,
1997; Greenhaus, Bedeian, & Mossholder, 1987b). However, according to “enhancement theory”, researchers
further proved by empirical examination that role accumulation is beneficial for both men and women in terms
of buffering, social support, opportunities to experience success, and increasing sources of reference (Barnett &
Hyde, 2001). Studies also provided empirical evidence that women who juggle multiple roles are less depressed
than other women, employed women are less distressed than non-employed women (Crosby, 1991), and men
have multiple roles reported fewer physiological symptoms of distress than men who have fewer roles (Gore &
Mangione, 1983). Nevertheless, empirical evidence has also shown that when roles are excessive and numerous,
psychological stress may occur (Bekker, deJong, Zijestra, & vanLandeghem, 2000). Hypothesis Two: Role
conflict is positively related to university foodservice managers’ work-family conflict;
Role Ambiguity
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2
As defined by Spector
“role
ambiguity is the degree
the
employee has about what his
Ryan(1997),
et al.: Role
Ambiguity/Work-Family
ConfictofIncertainty
FoodService
Managers
or her functions and responsibilities are” (p. 39). According to classical theory, every position in a structured
organization should have a specified set of tasks or position responsibilities, and role ambiguity reflects the
degree of employees’ uncertainty regarding the appropriate actions in performing job functions (Miles, 1976).
Due to uncertain role expectation, employees hesitate to make decisions and will have to meet the expectations
by the trial and error process (Rizzo, House, & Lirtzman, 1970). Therefore, role ambiguity results in the
following situation: “…a person will be dissatisfied with his role, experience anxiety, distort reality, and thus
perform less effectively” (Rizzo, House, & Lirtzman, 1970, p. 151). Role conflict and role ambiguity were the
two major components of job-related role stresses (C. D. Fisher & Gitelson, 1983; Jackson & Schuler, 1985;
Rizzo, House, & Lirtzman, 1970). Considering the limited findings, in order to understand the relationship
between work stresses and work-family conflict it is necessary to consider both role conflict and ambiguity in
the unity of work-family domain (Greenhaus, Bedeian, & Mossholder, 1987a; Williams & Alliger, 1994).
Hypothesis Three: Role ambiguity is positively related to university foodservice managers’ work-family conflict;
Work Schedule
It is believed that the amount of time spent at work directly reduced the amount of time available for
nonwork activities in terms of time-based strain (Greenhaus & Beutell, 1985; Voydanoff, 1988). Work hours
have been one of the important indicators to study work spillover into family life (Greenhaus, Bedeian, &
Mossholder, 1987a). Milkie and Peltola (1999) find that work demands such as work hours devoted per week
influence role balance. Further research found, in a study of physicians, that greater scheduling flexibility at
work is positively associated with well-being (Hecht, 2001). However, studies also discovered that the number
of hours worked do not necessarily translate into feelings of work spillover and that the number of hours worked
is not very important in mediating effects on work spillover and life satisfaction (Moen & Yu, 1999; Wallace,
1997). In order to understand work spillover, and further to investigate work-family conflict, it is necessary to
study work-related factors of which hours worked, motivators and pressures are the most relevant variables
(Greenhaus, 1988; Wallace, 1997). Furthermore, flexible working hours caused a significant increase in job
satisfaction (Orpen, 1981), and work scheduling is the main remedy for balancing work and family activities
(Finn, 2000). Hypothesis Four: Work-schedule influence university foodservice managers’ perception on
work-family conflict;
METHODOLOGY
This study utilized a quantitative approach and a cross-sectional survey research design to answer the
proposed research questions. The population for this study was college and university foodservice managers.
The sample consisted of the individuals who were listed as members of the National Association of College and
University Food Services (NACUFS). Their positions include various types of managerial roles as general
manager, director, assistant director, foodservice manager, purchasing manager, and so on. This is considered to
be well represented across job classifications and can serve the research purpose regarding the characteristics of
the target population’s organizational role.
This research used a self-administrated questionnaire, consisting of four sections: Section one had 19
questions that were related to work-family Conflict (WFC) adapted from Carlson et al.’s (2000) study. Section
two was used to identify employees’ intention to leave the current job/organization and four items were adapted
from Mitchel (1981). Section three contained 14 questions that assessed the role conflict and role ambiguity
constructs adapted from Rizzo, House and Lirtzman (1970). This scale had been extensively used in
Published by ScholarWorks@UMass Amherst, 2009
3
management and organizational
research CHRIE
(Bedeian
& Armenakis,Track,
1981;
Bedeian,
International
Conference-Refereed
Event
17 [2009]Burke, & Moffett, 1988; Boles
& Babin, 1996). Section four was designed to collect information regarding respondents’ demographic
characteristics and job characteristics. This research employed a mixed methodology with 2,567 questionnaires
sent electronically and a printed questionnaire was created in the exact format of the web-based survey and was
mailed to the members of the sample with no email address (308). There were 392 web-based and 65 mailed
survey returned a total response rate of 15.4% (n=442) combined from both survey methods.
FINDINGS AND DISCUSSIONS
Of the 442 respondents, 50.9% were male, while 49.1% were female. The majority of the respondents were
aged between 35 and 54 (75.4%). 74.5 % of the respondents completed college education (including 2-year and
4-year college), and 17.1% of the respondents received master or doctorate degree education. The majority of
the respondents were Caucasian/White (94.4%). Over half of the respondents’ annual household income ranged
from $50,001 to over $80,000 (58.1%).
Work-family Conflict
In order to identify the factors underlying the set of 19 items used to assess college/university foodservice
managers’ work-family conflict and to discover patterns from collected data, exploratory factor analysis was
performed. Barlett’s test of sphericity statistically tests and the Kaiser-Meyer-Olkin (KMO) overall measure of
sampling adequacy (MSA) test were performed in order to see if the data were appropriate for common factor
analysis. The Barlett test was significant at .000, and the KMO-MSA overall value was above .80, indicating
that data were suitable for factor analysis. Principal component factor analysis with orthogonal VARIMAX
rotation was performed in order to obtain the underlying dimensions. Items with factor loading of .40 or higher
were retained as recommended by Hair et al. (1998). The 19 items yielded 4 factors. All 4 factors had
eigenvalues greater than 1.0, and the cumulative percentage of variance explained in the 4 factors solution was
69.6%, a clean and interpretable solution. The Cronbach’s Alphas for the 4 factors ranged from .84 to .92 and
were above the generally agreed lower limit of .60 (Hair, Anderson, Tatham, & Black, 1998). The first factor of
work-family conflict was labeled as “Behavioral Interference from Dual Direction” which accounted for 23.29%
of the total variance with a reliability coefficient of .91. The second factor was labeled as “Time and Strain
Interference from Family” which explained 17.82% of the total variance with a reliability coefficient of .84. The
third factor labeled as “Time Interference from Work” accounted for 15.58% of the variance with a reliability
coefficient of .92. The final factor labeled as “Strain Interference from Work” which explained 12.88% of the
total variance with a reliability coefficient of .84.
Role Conflict and Role Ambiguity
The Role conflict and role ambiguity items were analyzed together in order to verify that they were two
distinct dimensions. The Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy (MSA) was .91, and the
Bartlett’s Test of Sphericity was significant at .000, indicating that data were suitable for factor analysis. The 14
items, after conducting principle component factor analysis with orthogonal VARIMAX rotation, were
aggregated into two factors: Role Ambiguity and Role Conflict. Items with factor loading of .40 or higher were
retained. The two derived factors had eigenvalues greater than 1.0 and the cumulative percentage of variance
explained in the 2 factors solution was 57.4%. The Cronbach’s Alphas for the 2 factors were .90 and .84, well
above the generally agreed lower limit of .60 (Hair, Anderson, Tatham, & Black, 1998). The first factor of
interrole conflict was labeled as “Role Ambiguity” which accounted for 29.10% of the total variance with a
reliability coefficient of .84. The other factor was labeled as “Role Conflict” which explained 28.31% of the
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4
total variance with a reliability
of .90.
Ryan etcoefficient
al.: Role Ambiguity/Work-Family
Confict In FoodService Managers
Multiple Regression
Role Conflict, Role Ambiguity, Work Schedule and Work-family Conflict
Regression was conducted to identify the determinant of work-family Conflict. Since the factor analysis
generated four factors about work-family Conflict, the total value of the four factors was used as dependent
variable. Role Conflict, Role Ambiguity and Work Schedule (Hours Worked at Night; Hours worked on
Weekends) were used as independent variables. The result of regression analysis reveals that Role Conflict, Role
Ambiguity and Work Schedule have significant relationship with work-family Conflict. The adjusted R Square
of this model is .260, which indicates that 26% of the variation in university food service managers’
work-family Conflict was explained by the four variables. The significant F-ratio (F=36.787, p=.000) indicates
that the results of the regression model could hardly occurred by chance. Thus, the goodness-of-fit of the model
is satisfactory. Three out of the four variables (Role Conflict, Role Ambiguity, Hours Worked on Weekends)
were significant independent variables that influenced university food service managers’ perception on
work-family Conflict. However, one variable, Hours work between 6:00 pm to 6:00 am was not significant. The
variable “Role Ambiguity” was the most important determinant of university food service managers’
work-family Conflict. It had the highest standardized coefficient value of .331, and the highest t-value of 6.479.
Hours work on Weekend (beta=.202), and Role Conflict (beta=-.161), followed, in descending order of
importance. Therefore, Hypothesis Three is supported, and Hypothesis Four is partially supported. An
interesting finding is that Role Conflict was negatively related to university foodservice managers’ work-family
Conflict. This is consistent with Barnett and Hyde’s (2001) findings that role accumulation is beneficial for both
men and women in terms of buffering, social support, opportunities to experience success, and increasing
sources of reference (Barnett & Hyde, 2001). Therefore, Hypothesis Two is not supported.
Work-family Conflict and Turnover Intention
A second regression was conducted to identify the relationship between work-family Conflict and Turnover
Intention. The result of regression analysis indicated that Work-family Conflict has significant relationship with
Turnover Intention. The adjusted R Square for this model is .137, which indicates that 13.7% of the variation in
university food service managers’ Turnover Intention was explained by the level of work-family Conflict. The
significant F-ratio (F=71.08, p=.000) indicates that the results of the regression model could hardly occurred by
chance. Thus, the goodness-of-fit of the model is satisfactory. However, work-family Conflict explained only
13.7% of Turnover Intention among university foodservice managers. This implies that additional variables,
such as job satisfaction, may explain the remaining variability in this relationship. Therefore, Hypothesis One is
supported.
DISCUSSION AND IMPLICATIONS
The purpose of this study was to determine the relationships between work scheduling (hours worked at night &
hours worked on weekends), role conflict, role ambiguity, work-family conflict and intention to leave, among
the college and university foodservice managers. The results reveal that about 26% of the variability in
work-family Conflict is determined by Role Conflict, Role Ambiguity and Work Schedule, a statistically
significant value. Role ambiguity is the most important determinant for work-family Conflict. These results
were similar to Spector (1997) and may suggest that food service organizations need to clarify managers’ role,
so that they are clear about their role expectations, and know what his or her functions and responsibilities are.
This is important for foodservice managers, because their job is very demanding and requires making many
Published by ScholarWorks@UMass Amherst, 2009
5
quick decisions. If the role is not
clearly defined,
university foodservice
managers
International
CHRIE Conference-Refereed
Track, Event
17 [2009]may hesitate to make
decisions (Rizzo, House & Lirtzman, 1970), thus may affect the effective functioning of foodservice operations.
This in turn will result in managers’ dissatisfaction with their roles. An interesting finding is that Role Conflict is
negatively related to work-family Conflict, which implies that multiple roles are actually good for a better
balance between work and life. This is important and encouraging for today’s managers who are facing
multi-demands from various aspects of life. This finding is consistent with the assumptions of the “enhancement
theory” and empirical findings under this assumption (Barnett & Hyde, 2001; Crosby, 1991). This group of
researchers believes that multiple roles are good for both men and women in terms of more social support and
less depression and stress. However, it should be noted that there is a limit for the multiple roles that an
employee could hold. When the roles are to excessive, psychological stress may occur (Bekker et al., 2000).
How much is too much, however, should be individually specific.
LIMITATIONS AND FUTURE RESEARCH
Given this study used a convenience sample the results may not be applicable to all the university
foodservice managers and since it was conducted in U.S. the findings may not be applicable to other culture
settings. In addition, this study only studies role ambiguity, role conflict’s influence on employees’ work-family
conflict and turnover intention. Other variables, such as personality traits may also influence individuals’
perceptions on work-family conflict were not included. Also, the perception on work-family conflict could be
culturally specific. First, a future study might replicate this study with a different foodservice segment
comparable results are found. A subsequent study might apply the same conceptual framework to different
populations within the foodservice industry for various foodservice labor force comparison.
Second, although the current model accounts for approximately 14% of the variability in intention to leave, it is
important to acknowledge that there may be other factors that cause individuals quit or stay their jobs such as
attitudinal variables, job satisfaction and commitment, size of the organization, fringe benefits, individual
differences and job tenure. Finally, further study may test the moderating effects of demographic characteristics,
such as gender and ethnic groups on those relationships. Karatepe and Baddar (2006) found that female
employees experience greater Family-Work Conflict than their counterparts in the context of Jordan. However,
this finding may not holding true in US where women are possess more equal roles and opportunity.
CONCLUSIONS
There is no one thing that has been identified in previous research or in this study that will eliminate
work-family conflict. The challenge for managers is to create a work environment that is professional, has clear
expectations, and most importantly includes training and professional development. The cost of turnover to an
organization can be significant in terms of actual dollars spent to replace the individual, the potential for lost
revenue; customer service which slips from the desired standard which in turn possibly diminishes returning
customers. Steps taken to reduce work-family conflict can improve the quality of the workplace and improve the
lives of managers and employees. In conclusion, the foodservice industry is suffering high turnover rate and
lack of available labor force. The noncommercial foodservice industry is no exception.
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