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“Turning role conflict into performance”: assessing the moderating role of self-monitoring, manager trust and manager identification

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dc.contributor.author Kalra, Ashish
dc.contributor.author Itani, Omar S.
dc.contributor.author Sun, Sijie
dc.date.accessioned 2023-05-05T13:19:09Z
dc.date.available 2023-05-05T13:19:09Z
dc.date.copyright 2023 en_US
dc.date.issued 2023-04-14
dc.identifier.issn 2055-6225 en_US
dc.identifier.uri http://hdl.handle.net/10725/14660
dc.description.abstract Purpose This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on creativity and service performance. More specifically, adopting the job demands-resources theory, the authors explore the interactive effect of frontline employee (FLE) self-monitoring and FLE-manager trust on the relationship between role conflict and job satisfaction. Extending this line of inquiry, the authors adopt social identity theory and analyze the moderating effect of FLE-manager identification on the relationship between job satisfaction and creativity and between job satisfaction and service performance. Design/methodology/approach Dyadic data utilizing 122 responses from FLEs and their managers were obtained from FLEs working with a major financial services firm in India. Structural equation modeling and PLS were used to assess the hypothesized relationships. Findings The negative relationship between role conflict and job satisfaction is reduced at higher levels of FLE self-monitoring and FLE-manager trust. Furthermore, FLE manager identification accentuates the effect of job satisfaction on creativity and service performance. Practical implications Organizations should invest in developing FLEs' personal and job-related resources to reduce the deleterious effects of role conflicts on FLEs' job outcomes. Specifically, managers should hire FLEs who are high in self-monitoring while enhancing FLE-manager trust and FLE-manager identification. Originality/value Role conflict is inevitable in a service job and can have serious negative downstream consequences. Hence, the study explores the important contextual factors that can help an organization develop policies to reduce the negative effects of role conflict. en_US
dc.language.iso en en_US
dc.title “Turning role conflict into performance”: assessing the moderating role of self-monitoring, manager trust and manager identification en_US
dc.type Article en_US
dc.description.version Published en_US
dc.author.school SOB en_US
dc.author.idnumber 200501701 en_US
dc.author.department Hospitality Management And Marketing en_US
dc.relation.journal Journal of Service Theory and Practice en_US
dc.journal.volume 33 en_US
dc.journal.issue 3 en_US
dc.article.pages 436-461 en_US
dc.keywords Role conflict en_US
dc.keywords Job satisfication en_US
dc.keywords Self-monitoring en_US
dc.keywords FLE-manager trust en_US
dc.keywords FLE-manager identification en_US
dc.keywords Creativity en_US
dc.keywords Service performance en_US
dc.identifier.doi https://doi.org/10.1108/JSTP-08-2022-0163 en_US
dc.identifier.ctation Kalra, A., Itani, O. S., & Sun, S. (2023). “Turning role conflict into performance”: assessing the moderating role of self-monitoring, manager trust and manager identification. Journal of Service Theory and Practice, 33(3), 436-461. en_US
dc.author.email omar.itani@lau.edu.lb en_US
dc.identifier.tou http://libraries.lau.edu.lb/research/laur/terms-of-use/articles.php en_US
dc.identifier.url https://www.emerald.com/insight/content/doi/10.1108/JSTP-08-2022-0163/full/html en_US
dc.orcid.id https://orcid.org/0000-0003-2258-7837 en_US
dc.author.affiliation Lebanese American University en_US


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