When faced with any situation, eg carrying out a job, people have to enact a role in order to manage that situation. This is sometimes called the ‘situation-act model’. As described by Chell (1985), the model indicates that: ‘The person must act within situations: situations are rule-governed and how a person behaves is often prescribed by these socially acquired rules. The person thus adopts a suitable role in order to perform effectively within the situation.’
At work, the term role describes the part to be played by individuals in fulfilling their job requirements. Roles therefore indicate the specific forms of behaviour required to carry out a particular task or the group of tasks contained in a position or job. Work role profiles primarily define the requirements in terms of the ways tasks are carried out rather than the tasks themselves. They may refer to broad aspects of behaviour, especially with regard to working with others and styles of management. Adistinction can therefore be made between a job description, which simply lists the main tasks an individual has to carry out, and a role profile, which is more concerned with the behavioural aspects of the work and the outcomes the individual in the role is expected to achieve. The concept of a role emphasizes the fact that people at work are, in a sense, always acting a part; they are not simply reciting the lines but interpreting them in terms of their own perceptions of how they should behave in relation to the context in which they work, especially with regard to their interactions with other people and their discretionary behaviour.
Role theory, as formulated by Katz and Kahn (1966) states that the role individuals occupy at work – and elsewhere – exists in relation to other people – their role set. These people have expectations about the individuals’ role, and if they live up to these expectations they will have successfully performed the role. Performance in a role is a product of the situation individuals are in (the organizational context and the direction or influence exercised from above or elsewhere in the organization) and their own skills, competences, attitudes and personality. Situational factors are important, but the role individuals perform can both shape and reflect their personalities. Stress and inadequate performance result when roles are ambiguous, incompatible, or in conflict with one another.
At work, the term role describes the part to be played by individuals in fulfilling their job requirements. Roles therefore indicate the specific forms of behaviour required to carry out a particular task or the group of tasks contained in a position or job. Work role profiles primarily define the requirements in terms of the ways tasks are carried out rather than the tasks themselves. They may refer to broad aspects of behaviour, especially with regard to working with others and styles of management. Adistinction can therefore be made between a job description, which simply lists the main tasks an individual has to carry out, and a role profile, which is more concerned with the behavioural aspects of the work and the outcomes the individual in the role is expected to achieve. The concept of a role emphasizes the fact that people at work are, in a sense, always acting a part; they are not simply reciting the lines but interpreting them in terms of their own perceptions of how they should behave in relation to the context in which they work, especially with regard to their interactions with other people and their discretionary behaviour.
Role theory, as formulated by Katz and Kahn (1966) states that the role individuals occupy at work – and elsewhere – exists in relation to other people – their role set. These people have expectations about the individuals’ role, and if they live up to these expectations they will have successfully performed the role. Performance in a role is a product of the situation individuals are in (the organizational context and the direction or influence exercised from above or elsewhere in the organization) and their own skills, competences, attitudes and personality. Situational factors are important, but the role individuals perform can both shape and reflect their personalities. Stress and inadequate performance result when roles are ambiguous, incompatible, or in conflict with one another.
Role ambiguity
When individuals are unclear about what their role is, what is expected of them, or how they are getting on, they may become insecure or lose confidence in themselves.
Role incompatibility
Stress and poor performance may be caused by roles having incompatible elements, as when there is a clash between what other people expect from the role and what individuals believe is expected of them.
Role conflict
Role conflict results when, even if roles are clearly defined and there is no incompatibility between expectations, individuals have to carry out two antagonistic roles. For example, conflict can exist between the roles of individuals at work and their roles at home.
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