Pengaruh Konflik Peran terhadap Kinerja Pegawai dengan Kecerdasan Spiritual sebagai Mediasi (Studi Kasus pada Pegawai Puskesmas Kota XYZ)

This study aims to analyze the effect of role conflict on employee performance; spiritual intelligence on role conflict; spiritual intelligence on employee performance; and, role conflict mediated by spiritual intelligence on employee performance. Role conflicts include intrarole conflict, intrasender conflict, interrole conflict, and conflicting expectations and requests and incompatible evaluation standards. 108 ASN employees working in four health centers in XYZ city were selected as samples using a purposive sampling method. The results of the study found that conflict of intrasender and conflicting expectations and requests and incompatible evaluation standards had a significant effect on employee performance; and that spiritual intelligence partially mediates the relationship between conflicting expectations and expectations and incompatible evaluation standards on employee performance. Dominant factor that affect employee performance is conflicting expectations and requests and incompatible evaluation standards, so this factor should be a major concern for research objects in realizing their organizational goals.

Politics of Active Representation: The Trade-off Between Organizational Role and Active Representation

The translation of passive into active representation assumes that bureaucrats are willing to serve the interest of their social group when developing and implementing policies. However, the assumption does not account for organizational socialization—the process of being taught what is important in an organization. In addition, there is a comparative paucity of theoretical and conceptual frameworks to explain why and how bureaucrats decide to become active representatives. In this study, I develop a framework for analyzing the decision to engage in active representation. The framework recognizes that active representation conflicts with organizational role and is based on the assumption of public choice theory that humans are utility maximizers. Bureaucrats are not totally devoted to active representation, but instead find an optimal point at which their self-interest is maximized in interrole conflict.

Role Strain, Part 1: Experiences of Athletic Trainers Employed in the Professional Sports Setting

Context: The demands and expectations of athletic trainers employed in professional sports settings (ATPSSs) have increased over the years. Meeting these demands and expectations may predispose the athletic trainer to workplace stress and ultimately role strain. Objective: To investigate the concept of role strain among ATPSSs. Design: Sequential, explanatory mixed-methods study consisting of 2 phases: (1) population role-strain survey and (2) personal interviews. Patients or Other Participants: From a purposeful sampling of 389 athletic trainers employed in the 5 major sports leagues (Major League Baseball, Major League Soccer, National Basketball Association, National Football League, and National Hockey League), 152 individuals provided usable data (39% response rate). Main Outcome Measure(s): A previously validated and reliable role-strain survey using a 5-point Likert scale (1 = never, 5 = nearly all the time) was administered. Measures of central tendency were used to identify the presence and degree of role strain; inferential statistics were calculated using analysis of variance to determine group differences in overall role strain and its subcomponents. Results: More than half of the participants (53.9%) experienced a moderate to high degree of role strain. Interrole conflict (2.99 ± 0.77) and role overload (2.91 ± 0.75) represented the most prominent components of role strain. Differences existed by sport leagues and employment. Conclusions: Role strain existed at moderate to high levels (mean Role Strain Score > 2.70) among ATPSSs. Interrole conflict and role overload contributed the most to overall role strain. The ATPSSs experienced role strain to a higher degree than reported in other settings.

Bridging the Research–Practice Divide: A Study of Scholar-Practitioners’ Multiple Role Management Strategies and Knowledge Spillovers Across Roles

This study investigates the relationship between multiple role management strategies and knowledge spillovers across roles. We focus on a particular category of boundary-spanning professionals, the scholar-practitioners—professionals who work across the boundaries of academic and practice worlds—and apply a role theory lens to study (a) the sources of interrole conflict they experience at role boundaries, (b) the strategies of multiple role management they enact, and (c) the knowledge spillovers associated to such strategies. We develop a grounded model that describes three role management strategies, which occupy different positions on a role separation–integration continuum, and generate different mechanisms of knowledge spillover. Our study sheds light on the understudied relationship between role management strategies and knowledge consequences, and the type of tensions individuals experience in this process. In addition, we discuss how the strategic management of teaching, research, and practical application roles can help bridge academic and managerial practice worlds.

A theoretical classification of helping behavior and helping motives

Purpose – The purpose of this paper is to develop a new classification of helping behavior using the recipient’s solicitation and the helper’s proactiveness. Additionally, the authors explore helping motives for each of the forms of helping behavior that the authors identify. Design/methodology/approach – The authors examined relevant research and performed a theoretical analysis. Findings – The authors classified helping behavior into three distinct forms, including unsolicited proactive helping behavior, unsolicited reactive helping behavior, and solicited reactive helping behavior. Additionally, the authors claimed that unsolicited proactive helping behavior is an outcome of personality and dispositions, that unsolicited reactive helping behavior is a process of social and instrumental exchange, and that solicited reactive helping behavior is a product of functional motives. Practical implications – First, from the perspective of organizational justice, the authors recommend managers to take the form of helping behavior exhibited into consideration when evaluating employees’ helping behavior because certain forms of helping behavior require greater degrees of cooperation and sacrifices from the helper than other forms. Second, because employees who engage in high levels of unsolicited proactive helping behavior are likely to experience interrole conflict, the authors suggest that managers provide counseling and managerial support that help cope with emotional and psychological strain created by excessive role demands. Finally, findings of this study imply that managers need to create a workplace culture where employees can feel comfortable to solicit help when necessary. Originality/value – This is the first study that classifies helping behavior and helping motives using both of the helper’s and recipient’s perspectives.