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Tài liệu tiếng Anh Role conflict role ambiguity job satisfaction
The Journal of American Academy of Business, Cambridge * Vol. 15 * Num. 2 * March 2010 256 Role Conflict, Role Ambiguity, Job Satisfaction, and Burnout among Financial Advisors Courtney Fichter, Ph.D. Candidate and Dr. John Cipolla Lynn University, Boca Raton, FL ABSTRACT Financial advisors have begun to take on a more “counselor-type” role from the traditional broker. Therefore, they have become more susceptible to role stressors (role ambiguity and role conflict) and decreased job satisfaction that could lead to burnout. The purpose of this study is to examine and measure demographics of financial advisors, levels of role conflict and role ambiguity, as well as job satisfaction and burnout to determine the relationships between these variables. The theoretical framework includes Maslach’s Burnout Inventory (1981), Herzberg’s Motivation-Hygiene Theory (1959), and role theory (Katz and Kahn, 1966, 1978). The corresponding measurement tools used to collect data will be Maslach’s General Survey (1996), the abridged Job Descriptive Index and the Job in General scale developed by Smith, Kendall and Hulin (1969), as well as Rizzo, House, and Lirtzman’s (1970) measures of role conflict and role ambiguity. The objective of the study is to extend current literature by testing a “new” target population of professionals and determine the significance between demographics, role conflict, role ambiguity, job satisfaction, and burnout among financial advisors. Results may help financial employers identify areas of role stress and job dissatisfaction to help reduce burnout and address employee-related issues such as turnover, absenteeism, and employee health. INTRODUCTION As the role of the financial advisor continues to change, it is important to understand how financial advisors are adjusting to a more “counselor-type” role. The Department of Labor (2007) suggests that the number of financial advisors within the United States will increase over the next ten years at a rapid rate, due to the projected number of retiring baby boomers. This potential surge within the industry may cause rapid turnover as financial advisors may be unable to meet the increasing demands from clients. Firms need to understand how to retain their financial advisors, as well as “the reasons employees are leaving so they can make appropriate changes to their policies and operations” (Valentine, 2005, p. 72). As more research is being done on the affects of burnout among service oriented professionals, “financial planners are as likely as any service provider to engage in emotional communication, which could lead to stress and burnout” (Koesten, 2005, p. 64). With the increasing demands for emotional empathy with clients, “if planners aren’t equipped to manage the emotions that go along with that counseling posture, more and more planners will face the likelihood that they will experience burnout and perhaps leave the profession” (Koesten, 2005, p. 65). Tibergien and Palaveev (2001) discuss the increasing retention problems within the financial industry and Lin and Chang (2005) state that increased turnover could have “grave implications for the quality, consistency and stability of services to those who use financial services” (p. 336). “Despite working in a highly rated occupation, financial planners are not immune to certain stressors that could lead to a variety of negative outcomes . . . anecdotal evidence began to emerge that individuals in the financial planning profession were showing signs of burnout” (Koesten, 2005, pp. 64-66). Before September 11th, 2001, the financial planning profession was rated “best overall job” by Jobs Rated Almanac. As the market has experienced significant changes, financial planning as a profession has fallen and is now number 17. This drop raises the questions, what factors are causing the decrease in rating and could it be from an increase in burnout among financial advisors? (Koesten, 2005) This study aims to measure role conflict, role ambiguity, job satisfaction, and burnout to determine their impact on the changing role of the financial advisor. Job Satisfaction Job satisfactions are “feelings or affective responses to facets of the situation” (Smith, Kendall, & Hulin, 1969, p. 6). Smith, Kendall, and Hulin (1969) identify five variables of job satisfaction: the work itself, pay, opportunity for promotion, supervision, and coworkers. Work is concerned with the employee’s satisfaction with the work itself. It includes the opportunities for creativity and task variety, allowing an individual to increase his or her knowledge, and changes in responsibility, amount of work, autonomy, job enrichment, and job complexity (Smith, The Journal of American Academy of Business, Cambridge * Vol. 15 * Num. 2 * March 2010 257 et al., 1969). Pay addresses attitude toward pay, and is based on the perceived difference between actual pay and expected pay. Promotion refers to the employee’s satisfaction with the organization’s promotion policy and its administration. Supervision reflects the employee’s satisfaction with his or her supervisor(s). In general, the more considerate and employee-centered supervisors are, the greater the levels of employee satisfaction. Coworkers are defined as the people on the present job, who impact the level of employee satisfaction with his or her fellow employees (Smith et al., 1969). Role Conflict and Role Ambiguity Katz and Kahn (1978) define role conflict as “the simultaneous occurrence of two or more role expectations such that compliance with one would make compliance with the other more difficult” (p. 204). Rizzo, House, & Lirtzman (1970) define role conflict “ in terms of the dimensions of congruency-incongruency or compatibility-incompatibility in the requirements of the role, where congruency or compatibility is judged relative to a set of standards or conditions, which impinge upon role performance” (p. 155). Katz and Kahn (1978) define role ambiguity as “uncertainty about what the occupant of a particular office is supposed to do” (p. 206). Role ambiguity “refers to uncertainty, on the part of employees, about key requirements of their jobs, and about how they are expected to behave in those jobs” (Koustelios et al., 2004, p. 87). Role ambiguity “is in terms of (1) the predictability of the outcome or responses to one’s behavior, and (2) the existence or clarity of behavioral requirements, often in terms of inputs from the environment, which would serve to guide behavior and provide knowledge that the behavior is appropriate” (Rizzo et al., 1970, p. 155-56). Burnout Burnout is defined by Maslach’s General Survey “as a crisis in one’s relationship with work, not necessarily as a crisis in one’s relationships with people at work” (Maslach, Jackson, & Leiter, 1996, p. 20). Maslach (1982) identified three constructs that made up burnout. They are emotional exhaustion, depersonalization or cynicism, and lack of personal accomplishment or professional efficacy. Exhaustion “represents the basic individual stress dimension of burnout. It refers to feelings of being overextended and depleted of one’s emotional and physical resources” (Maslach, Schaufeli, & Leiter, 2001, p. 399) Cynicism “(or depersonalization) represents the interpersonal context dimension of burnout. It refers to a negative, callous, or excessively detached response to various aspects of the job” (p. 399). Professional efficacy “represents the self-evaluation dimension of burnout. It refers to feelings of incompetence and a lack of achievement and productivity at work” (p.399). Theoretical Framework: Job Satisfaction Job satisfaction research began in the 1950s. At that time monetary incentives were believed to be one of the largest motivating factors among workers. Additionally, two types of human nature were identified as a basis for job satisfaction research. The first type “viewed people as basically lazy and work-shy, and held that motivating them is a matter of external stimulation. The other view . . . suggested that people are motivated to work well for its own sake, as well as for the social and monetary benefits they received, and that their motivation is internally stimulated” (Bassett-Jones & Lloyd, 2005, p.930). Herzberg (1959) developed the two-factor theory or the motivation-hygiene theory, as an alternative to the current job attitude hypotheses in 1959. The first set of factors is referred to as hygiene, referencing external circumstances that affect job satisfaction. The second set of factors is motivational, referring to internal factors within a worker. There are six motivational, or internal, variables that include: achievement, recognition, work itself, responsibility, advancement, and the possibility of growth. Hygiene variables, or external variables, include: company policy, supervision, relationship with supervisors, work conditions, relationship with peers, salary, personal life, relationship with subordinates, status, and job security (Ruthankoon & Ogunlana, 2003). Herzberg (1959) describes how hygiene, external, variables reflect job dissatisfaction, whereas motivational, internal, variables are responsible for job satisfaction. Herzberg goes on to clarify that there is a one-way relationship between the two sets of factors. Hygiene, external, factors can lead to job dissatisfaction if negative levels exist. However, hygiene factors cannot cause job satisfaction, even if positive levels exist. Motivational, internal, factors can lead to job satisfaction if positive levels exist, but cannot cause dissatisfaction even if negative levels exist. The Journal of American Academy of Business, Cambridge * Vol. 15 * Num. 2 * March 2010 258 Hygiene (External) Factors Motivational (Internal) Factors Job Dissatisfaction N e g ative Levels Levels Positive Job Satisfaction Figure 1. Motivation-Hygiene Theory Herzberg (1959) used critical incident analysis to test his theory, which was a new method of data collection at the time. The use of this type of measurement sparked replication of motivation-hygiene research, and “a pattern emerged. The motivation-hygiene theory provided an alternative approach to understanding job satisfaction and motivation, proposing that two types of factors influence employee job satisfaction. The importance of having satisfied employees is obvious in its implication for higher productivity and lower turnover. This theory can be adapted and applied without limitation to industries, although results are subject to interpretation, and measurement tools need to be adapted accordingly. Past research, with adapted survey measurement tools are not as consistent, as demonstrated in Ruthankoon and Ogunlana’s (2003) study. For that reason other measurement tools have been developed as a more standard survey in measuring job satisfaction. This study will utilize Smith, Kendall, and Hulin’s (1969) abridged Job Descriptive Index and Job In General scales. Theoretical Framework: Role Theory Role theory has been discussed since the early 1960s by researchers including Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964), and Katz and Kahn (1966), as well as into the 1970s and 1980s by Rizzo, House, and Lirtzman (1970), Katz and Kahn (1978), and Jackson and Schuler (1985). “According to the role theory, responsibilities of all employees and [their] positions at work should be defined. Only under these circumstances, can managers direct employees; and, in turn, employees can report on their work and responsibilities” (Karadal, Ay, & Cuhadar, 2008, p.176). Katz and Kahn (1978) argued that the division of labor principle necessarily requires employers to enact specific work roles in order for employees to perform their tasks efficiently and effectively. They go on to describe an organization as an essential network of employees that performs specific roles that are “expected” and “required” by others in the institution. If employees perform “unexpected” tasks, repercussions can be anticipated. These repercussions may compromise employee commitment and performance (Katz & Kahn, 1966, 1978). Schuler et al. (1977) suggest that role conflict and role ambiguity “are usually associated with negatively valued states; e.g., tension, absenteeism, low satisfaction, low job involvement, [and] low expectancies (p. 125). In addition, Jackson and Schuler (1985) also support that job satisfaction is negatively related to role conflict and role ambiguity. Koustelios, Theodorakis, and Goulimaris (2004) also conclude that both role conflict and role ambiguity are common characteristics that impact job satisfaction. Tracy and Johnson (1981) conclude that “The role conflict and role ambiguity scales developed by Rizzo, House, and Lirtzman (1970) are the most commonly used instruments for measuring these two variables in work settings” (p. 464). This study will utilize Rizzo, House, and Lirtzman’s (1970) measures. Theoretical Framework: Burnout Burnout research originated with Freudenberger (1974) who stated the dictionary definition of burnout as “to fail, wear out or become exhausted by making excessive demands on energy, strength, or resources” (Freudenberger, 1974, p. 159). Burnout was first noticed consistently within the healthcare and human services fields, as employees were more emotionally drained when dealing directly with others (Maslach, Schaufeli, & Leiter, 2001). Maslach and Jackson (1981), considered burnout to be “a syndrome of emotional exhaustion and cynicism that occurs frequently among individuals who do ‘people-work’ of some kind” (p. 99). For burnout measurement purposes, they defined three dimensions: emotional exhaustion, depersonalization or cynicism, and a lack of personal accomplishment or reduced professional efficacy. Emotional exhaustion is the main component of burnout, whereas the other two dimensions influence burnout, but not to the extent of emotional exhaustion. Angerer (2003) pointed out that a potential sequence to The Journal of American Academy of Business, Cambridge * Vol. 15 * Num. 2 * March 2010 259 H 6 the three dimensions of burnout could exist where exhaustion could lead to cynicism resulting in a lack of personal accomplishment. Though other researchers suggested two or four factor models to measure burnout, “currently, the Maslach Burnout Inventory (MBI) [using the three factor approach] is the most widely used burnout instrument whose development has significantly contributed to research of the phenomenon” (Densten, 2001, p. 833). Burnout has been linked to poor job satisfaction (Marinelli, 1992; Maslach, Jackson, & Leiter, 1996; Razza, 1993; Singh, Goolsby, & Rhoads, 1994), low organizational commitment (King & Sethi, 1997), intention to quit (Maslach, Jackson, & Leiter, 1996), and attrition (Burke & Richardsen, 1996; Drake & Yadama, 1996). Schaufeli and Leiter (2001) state that the “social focus of burnout, the solid research basis concerning the syndrome, and its specific ties to the work domain make a distinct and valuable contribution to people’s health and well-being” (Schaufeli & Leiter, 2001, p. 397). Furthermore, Koesten (2005) asserts that the Maslach Burnout Inventory using the three factor approach “has been widely validated across professions” (Koesten, 2005, p. 66). Therefore, Maslach’s General Survey was developed to measure burnout across different populations. Breward and Clippard (2002) describe the many different populations where burnout research has been done, including health professionals, teachers, police officers, customer service personnel, social workers, and attorneys. This shows the applicability that the Maslach Burnout Inventory has for future research. This study will utilize Maslach’s General Survey. Research Hypotheses Six research hypotheses will be used to determine the relationships that may exist between demographics of financial advisors and job satisfaction, the independent variable; role conflict and role ambiguity, the mediating variables; and burnout, the dependent variable. Hypothesis 1 (H1): Demographic characteristics of financial advisors have a significant explanatory relationship to role stressors (role conflict and role ambiguity). Hypothesis 2 (H2): Demographic characteristics of financial advisors have a significant explanatory relationship to job satisfaction. Hypothesis 3 (H3): Demographic characteristics of financial advisors have a significant explanatory relationship to the dimensions of burnout (exhaustion, cynicism, and professional efficacy). Hypothesis 4 (H4): Demographic characteristics of financial advisors and role stressors (role conflict and role ambiguity) have a significant explanatory relationship to the dimensions of burnout (exhaustion, cynicism, professional efficacy). Hypothesis 5 (H5): Demographic characteristics of financial advisors and job satisfaction have a significant explanatory relationship to the dimensions of burnout (exhaustion, cynicism, and professional efficacy). Hypothesis 6 (H6): Demographic characteristics of financial advisors, role stressors (role conflict and role ambiguity), and job satisfaction have a significant explanatory relationship to burnout (exhaustion, cynicism, professional efficacy). Figure 2. Hypothesized Research Model Methodology A quantitative, non-experimental, explanatory (correlational) survey, research design will be used to test the relationships proposed in the hypothesized model. The hypothesized model proposes relationships between demographics, role conflict and role ambiguity, job satisfaction, and burnout among financial advisors. According to the Department of H 5 H 4 H 6 The Journal of American Academy of Business, Cambridge * Vol. 15 * Num. 2 * March 2010 260 Labor (2007), the second largest concentration of financial advisors in the United States is located in South Florida; therefore the target population for the proposed study is financial advisors in South Florida. The accessible population is financial advisors employed by financial firms in Broward County and Palm Beach County, Florida. The proposed research will consist of a non-random, non-systematic, convenience sample of financial advisors. Financial advisors will be invited to participate, if they are over 20 years of age, have a Series 7 license, can read and write the English language, and have been with their firm for at least three months. According to Green (1991), the sample size should be determined using the formula 50 + 8k (where k is the number of predictor variables). In this study, the six demographic measures combined with the two role stressors and the five job satisfaction measures equal thirteen. Thirteen multiplied by eight equals 104, added to 50 equals a total of 154 participants needed. The sample size appropriate for this research is 154 usable responses to perform multiple regressions. This research study will distribute a four part questionnaire combining the three specified measurement tools: Maslach’s General Survey (1996), Smith, Kendall, and Hulin’s (1969) abridged version of the Job Descriptive Index and the Job In General scales, and Rizzo, House, and Lirtzman’s (1970) role conflict and role ambiguity measures, along with six demographic questions. The demographic questions will address gender, age, marital status, education, work experience, and race. All questions except for the demographic profile will be measured on a Likert-type response scale. Role conflict, role ambiguity, and burnout are all measured on a 7-point Likert scale, while the abridged Job Descriptive Index (JDI) and Job In General (JIG) scales are measured with “yes”, “no”, and “?” categories. The measurement tools used from Maslach (1996), Smith et al. (1969), and Rizzo et al. (1970) will not be altered in structure or order. Maslach’s General Survey has reliability measures of .90 for exhaustion, .79 for cynicism, and .71 for professional efficacy. Smith et al.’s abridged JDI and JIG scales have reliability measures for work at .84, pay at .75, promotion at .82, supervision at .83, and coworkers at .76. Exploratory factor analysis and coefficient alpha will test for instrument reliability. Pearson’s correlation will explore the bivariate relationship between all variables. Multiple, regression analyses will test the affect and relationship among all predictor variables (demographic characteristics, roles stressors (role conflict and role ambiguity), job satisfaction) that result in burnout (dependent variables of exhaustion, cynicism, professional efficacy). Multiple regressions will test Hypotheses 1 through 6 to determine research results. Proposed Results and Conclusions Data collection has begun in South Florida and is expected to conclude in early October of 2009. This study has the potential to reveal job satisfaction levels and role conflict and ambiguity levels on an understudied population, and how these variables affect the current level of burnout among financial advisors. Furthermore, individual levels of burnout will be obtained to reveal new insights into the changing profession of the financial advisor. The recent progression towards a more “counselor-type” role makes this research even more essential to the health and well-being of the financial industry. With the recent added stress of the financial markets, mergers and acquisitions, and regulatory concerns, it is important to understand the dynamics of this growing profession and to find out how financial employers can sustain successful business practices to retain satisfied, efficient financial advisors to serve the everyday consumer. LIMITATIONS OF THE STUDY AND FUTURE STUDIES This study is intended to research role conflict, role ambiguity, job satisfaction, and burnout among financial advisors in the South Florida area. The combination of these variables could provide insightful results that have the potential to provide guidance to financial employers. This study is not meant to be a comprehensive analysis of the financial workplace, but to serve as a starting point for future research within this understudied population. Additional research should replicate these measures and expand to include others variables such as organizational commitment, job stress, emotional intelligence, turnover, and intention to turnover. The theoretical framework utilizing Herzberg’s (1959) motivation-hygiene theory, the role theory by Katz and Kahn (1966, 1978) and Maslach’s Burnout Inventory (1981) provide internal validity strengths as they are applied to an understudied population. In addition, the corresponding measurement tools have high reliability statistics and have been used throughout much of the empirical literature. External validity strengths include the high concentration of financial advisors in the selected research area and the diversity of expected financial advisor participation. Weaknesses to validity include the current economic condition of financial markets and the economy, as well as unprecedented organizational restructurings including, bankruptcy, mergers, and acquisitions within the financial industry. It is recommended that this research be replicated in more stable economic conditions to determine any environmental impact on results. The Journal of American Academy of Business, Cambridge * Vol. 15 * Num. 2 * March 2010 261 REFERENCES Angerer, J.M. (2003). Job burnout. Journal of Employment Counseling, 40, 98-107. Retrieved September 16, 2007 from Business Source Premier database. Bassett-Jones, N., & Lloyd, G.C. (2005). 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Koustelios, Theodorakis, and Goulimaris (2004) also conclude that both role conflict and role ambiguity. demographics, role conflict, role ambiguity, job satisfaction, and burnout among financial advisors. Results may help financial employers identify areas of role stress and job dissatisfaction