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• W2321894961 abstract "Compliance-enhancing organizations such as the military and police are characterized by guiding and controlling employees, and they increasingly tend to control and restrict employees' behavior when exposed to external uncertainty. Restrictions on employees' behavior are intended to increase efficiency, safety, and combat readiness through reducing misunderstandings and conflicts. However, many writers have argued that the most natural reaction to external unpredictability and uncertainty is internal flexibility and utilizing the entire range of employees' qualifications. The question raised in this study is whether restrictions imply that employees feel they are subject to incompatible work conditions and are deprived of resources and opportunities to execute their everyday responsibilities and thereby experience role conflict. Hierarchical regression analyses performed on data from 71 police and 71 army officers showed that rules and routines that were perceived as restrictive or coercive better explained role conflict among employees than either leadership loyalty, commitment, and rules or routines that were perceived as enabling." @default.
• W2321894961 created "2016-06-24" @default.
• W2321894961 creator A5015447257 @default.
• W2321894961 date "2009-12-01" @default.
• W2321894961 modified "2023-09-26" @default.
• W2321894961 title "Antecedents of Role Conflict in Compliance-Enhancing Organizations" @default.
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• W2321894961 doi "https://doi.org/10.2466/pr0.105.f.1113-1125" @default.
• W2321894961 hasPubMedId "https://pubmed.ncbi.nlm.nih.gov/20229915" @default.
• W2321894961 hasPublicationYear "2009" @default.
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