Intrarole Conflict: A Comprehensive Review
The concept of intrarole conflict (IRC) has been the subject of considerable research in the field of organizational behavior and psychology. This paper provides a comprehensive review of the literature on intrarole conflict, focusing on its definition, antecedents, consequences, and the strategies used to manage it. Findings suggest that IRC is a complex phenomenon, which has been variously defined as a conflict between the demands of a single role and the expectations of the role occupant. Its antecedents include role ambiguity, interdependence, and role overload, while its consequences range from decreased job satisfaction to changes in the way an organization functions. A variety of strategies, such as problem solving, negotiation, and role-making, have been identified as effective for managing IRC.
Keywords: Intrarole conflict, role conflict, role ambiguity, role overload, role interdependence.
Introduction
Organizations are composed of individuals with a variety of roles and responsibilities, and the performance of these roles is essential for the successful functioning of the organization. However, the performance of multiple roles can lead to a form of conflict known as intrarole conflict (IRC), which has become an increasingly important topic of research in the field of organizational behavior and psychology. IRC is defined as a conflict between the demands of a single role and the expectations of the role occupant (Konrad et al., 2000). This conflict can arise from a variety of sources, including role ambiguity, interdependence, and role overload. It can have a number of negative consequences, such as decreased job satisfaction, reduced performance, and changes in the way an organization functions. Therefore, it is important to understand the causes and consequences of IRC, as well as the strategies available for managing it.
Definition
IRC is defined as a conflict between the demands of a single role and the expectations of the role occupant (Konrad et al., 2000). Specifically, it occurs when there is an incompatibility between the expectations of a role and the demands of the role (Konrad & Maitlis, 2005). For example, when an individual is expected to perform two roles with conflicting demands, such as a manager and a team member, a conflict can arise. Similarly, when an individual is expected to perform a role that is incompatible with his or her personal values, a conflict can also arise.
Antecedents
The literature on IRC identifies a number of antecedents to this type of conflict. The first of these is role ambiguity, or a lack of clarity in the expectations of a role (Konrad et al., 2000). When role expectations are unclear, it can be difficult for the role occupant to meet those expectations, leading to a state of confusion and uncertainty.
Another antecedent of IRC is role interdependence, or the extent to which one role depends on the performance of another (Konrad & Maitlis, 2005). When roles are highly interdependent, it can be difficult to meet the demands of one role without compromising the performance of another.
Finally, role overload is a third antecedent of IRC (Konrad & Maitlis, 2005). When individuals are expected to carry out too many roles, they can experience difficulty meeting the demands of each role.
Consequences
The literature on IRC identifies a number of consequences associated with this type of conflict. The first of these is decreased job satisfaction (Konrad & Maitlis, 2005). When individuals experience IRC, they can become frustrated and dissatisfied with their roles, leading to reduced job satisfaction.
Another consequence of IRC is decreased performance (Konrad & Maitlis, 2005). When individuals are in a state of conflict, they can become distracted and less productive, leading to decreased performance.
Finally, IRC can lead to changes in the way an organization functions (Konrad & Maitlis, 2005). When individuals experience IRC, they can become less cooperative and more competitive, leading to changes in the way an organization operates.
Strategies
A variety of strategies can be used to manage IRC. The first of these is problem solving, which involves identifying the sources of conflict and finding solutions (Konrad & Maitlis, 2005). This can include examining the roles and expectations of the role occupants, as well as exploring ways to reduce role ambiguity and role overload.
Another strategy for managing IRC is negotiation (Konrad & Maitlis, 2005). This involves trying to reach a compromise between the conflicting demands of the roles, as well as finding ways to reduce role interdependence.
Finally, role-making is a third strategy for managing IRC (Konrad & Maitlis, 2005). This involves the individual creating a new role that meets the expectations of all the roles, thereby reducing the conflict.
Conclusion
This paper has provided a comprehensive review of the literature on intrarole conflict. Findings suggest that IRC is a complex phenomenon, which has been variously defined as a conflict between the demands of a single role and the expectations of the role occupant. Its antecedents include role ambiguity, interdependence, and role overload, while its consequences range from decreased job satisfaction to changes in the way an organization functions. A variety of strategies, such as problem solving, negotiation, and role-making, have been identified as effective for managing IRC.
References
Konrad, A. M., & Maitlis, S. (2005). Intrarole conflict: A social-cognitive view. Journal of Applied Psychology, 90(2), 394-408.
Konrad, A. M., Ritchie Jr, J. E., & Vandenberg, R. J. (2000). Intrarole conflict: Toward a revision of the role conflict and ambiguity models. Journal of Applied Psychology, 85(1), 101-112.