Information control, role perceptions, and work outcomes of boundary-spanning frontline managers

Authors Organisations
Type Article
Original languageEnglish
Pages (from-to)626-633
Number of pages8
JournalJournal of Business Research
Volume65
Issue number5
Early online date23 Mar 2011
DOI
Publication statusPublished - May 2012
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Abstract

Previous research demonstrates the destructive consequences of role stress for the work outcomes of employees occupying boundary-spanning positions. Most studies examine the behavior and performance of industrial salespeople. In contrast, limited evidence exists regarding the antecedents and consequences of role stress in service organizations. This article helps fill this notable gap by investigating the correlates of role ambiguity in the context of frontline managers in banking institutions. The article offers a conceptual model and an empirical test using data gathered from 316 bank branch managers. The study findings reveal that information control is an effective mechanism for reducing role ambiguity. The results also indicate that role ambiguity negatively affects job performance and job satisfaction, intrinsic motivation positively relates to job satisfaction, and bank managers' job performance enhances branch effectiveness. The article concludes with a discussion of study implications and suggestions for future research in the field.

Keywords

  • information control, role ambiguity, work outcomes, bank branch manager, branch effectiveness