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Managerial coaching may be an effective strategy to reduce role ambiguity among nurses. Although the benefits of coaching relationships have been demonstrated outside of nursing, there is a lack of evidence about this career development relationship in nursing. A cross-sectional design was used to determine the relationship between managerial coaching and role ambiguity among military and civilian nurses who work in the Military Health System (MHS). Nurses who worked at a large academic medical center in San Antonio, Texas were asked to participate by completing a survey to examine the variables of interest. Among the 382 nurses that responded, perceived role ambiguity was low and managerial coaching was seldom perceived from first-line supervisors. However, there was a significant negative relationship between managerial coaching and role ambiguity. This study provides foundational knowledge about the relationship between managerial coaching and role ambiguity for nurses working in the MHS. • There is a lack of nursing literature on whether managerial coaching reduces role ambiguity. • Nurses seldom received coaching from their first-line supervisors in this study. • Despite low levels of role ambiguity reported by nurses, any experience could be important. • Perceptions of managerial coaching correlate with decreased role ambiguity perceptions. • Managerial coaching should be an expected part of performance management to reduce role ambiguity. [ABSTRACT FROM AUTHOR]

Integrating neutralization theory, affective events theory, and resilience theory, this study examined the internal process that explains front-line hospitality employee workplace deviance, revealing the intriguing mechanisms behind quiet quitting. 563 surveys were analyzed using partial least square structural equation modeling. Results indicated that front-line hospitality employees rationalize their deviant behaviors through two different mechanisms in the face of distinct role stressors. Role ambiguity can cause stress, leading to workplace deviance. Role conflict can trigger arousal (i.e., a coping emotion that guides people in overcoming adversity), increasing deviant behaviors due to employee response toward self-protection and pursuit of personal gain. Furthermore, front-line employees with high passion may suffer greater stress in role ambiguity positions, whereas those with high perseverance are less likely to be affected by conflicting work situations. This study provides abundant theoretical and practical implications addressing hospitality workplace deviance. • This study examined the internal process that explains front-line hospitality employee workplace deviance. • Role ambiguity can cause stress, leading to front-line hospitality employee deviant behaviors. • Role conflict can trigger arousal, increasing employee deviant behaviors due to self-protection from external harm. • Front-line hospitality employees with passion will likely suffer more stress from ambiguous job roles. • Front-line hospitality employees with perseverance are likely to be less aware of conflicting work situations. [ABSTRACT FROM AUTHOR]

Despite studies' mixed results regarding the construct validity of Hofstede's (2001) Uncertainty Avoidance (UA) Index and findings linking UA to related psychological, physiological, and behavioral health outcomes at the cultural level of analysis, none have examined the concurrent criterion-related validity of UA. The current study attempts to do so by introducing organizational role ambiguity (ORA), operationalized as an organization's structured communication strategy about performance expectations between work role, division, and organization, as a correlate of UA. Data on ORA, risk-taking, and organizational satisfaction were collected from over 15,000 respondents in 20 countries and data on cultural values, wealth, sources of guidance, personality, and satisfaction were extracted from published data. Results show that ORA negatively correlates with UA and intellectual autonomy values, as well as organizational satisfaction, but positively correlates with risk-taking, masculinity values, lateral (coworkers as) sources of guidance, agreeableness, and job satisfaction. Thus, ORA, a construct organizations often assess in engagement and climate surveys, appears to be a reasonable correlate of UA. The country's cultural context of UA is reflected in the collective experience of an organization's communication structures within a given country. These findings have implications for organization's accessing their own, already available, ORA data to understand its implications on employee experiences, as well as for intercultural training and global research on occupational stress. [ABSTRACT FROM AUTHOR]

We explored the roles of attending physicians of long-term care (LTC) residents in supporting their family caregivers (FCGs). In this mixed-methods study, we conducted surveys and focus group interviews with physicians and FCGs. There were 78 FCGs and 18 physicians in the survey, and 18 FCGs and 9 physicians in the focus groups. They were recruited from 5 urban LTC settings. Although 83.3% of physicians reported they had experience caring for FCGs, 71.8% of FCGs perceived they had not received support from the physicians. There was no statistically significant difference between the FCGs' and physicians' mean responses to the mirrored survey questions. Both groups gave similar ratings, means neutral and agree indicative of ambivalence, on physician's knowledge to identify FCGs who need assistance, ability to assess FCG stress, and aid those experiencing distress and needing advocacy. Analysis of the focus groups revealed the overarching theme: ambiguity about the LTC residents' physicians' role in supporting FCGs. Although physicians noted that residents and families come as a unit, there was ambivalence about the physician's role in supporting FCGs. FCG roles in LTC are also vague. There were 3 sub-themes: "accord on the surface"; "tension in the interface"; and "smoothing the relationship." Both groups thought FCG medical care was beyond the purview of the resident's physician. Physicians and FCGs provided different explanations for the tensions in the FCG/physician interface. Physicians attributed tension to FCG stress and inadequate knowledge, whereas FCGs thought physicians' communication could be improved. Suggestions to smooth the relationship were to align FCG expectations to reality of LTC and different staffing models. Family physicians, policy makers, and FCGs will need to work on polices to ensure LTC physicians' roles in supporting FCGs and FCGs' roles in LTC are delineated and supported. [ABSTRACT FROM AUTHOR]

Role ambiguity is recognized as a significant psychological risk stressor in nursing practice, which undermines the psychological well-being of nurses. Since the well-being of nurses plays a crucial role in ensuring positive patient outcomes, it becomes imperative to identify strategies for improving nurses' psychological well-being. This study aimed to explore the effects of role ambiguity on anxiety in intensive care unit nurses and the mechanisms mediating emotional intelligence. In April–June 2023, a convenience sampling method was used to collect data from 360 intensive care unit nurses in a total of 7 hospitals in Shaanxi Province, Hunan Province, Beijing, and Jiangsu Province, China. A linear regression model was used to verify the mediating effect. Role ambiguity was significantly and positively associated with anxiety in ICU nurses (p < 0.01). A mediating mechanism between role ambiguity and anxiety was established for emotional intelligence (p < 0.01). Role ambiguity has a significant impact on the mental health of intensive care nurses, and emotional intelligence plays a mediating role in reducing role ambiguity and anxiety in nurses. This study highlights that role ambiguity in the intensive care unit setting increases nurses' anxiety, while emotional intelligence alleviates the anxiety associated with role ambiguity. Creating support systems and improving the environment is a top priority for nursing administrators. This includes, but is not limited to, clarifying the roles of nurses, conducting social-emotional training, and developing emotional intelligence to prevent and regulate nurses' anxiety and maintain mental health. [ABSTRACT FROM AUTHOR]

Two different forms of ambiguity have been hallmarks of several major conflicts over the past two decades: tactical and political. These two forms of ambiguity interact differently with strategy. The first interferes with the internal logic of strategy itself, whereas the second inhibits the political choice in favor of practicing strategy, but does not inhibit strategy itself. The strategic response to political ambiguity is military force, which still works in such contexts. Any inhibitions against strategy in a politically ambiguous context are political, rather than strategic. Yet, even political objections can be minimized by relying on the West's own ambiguous forces to respond to a Russian ambiguous invasion. [ABSTRACT FROM AUTHOR]

Highlights • SIS premise and SRD premise was compared among restaurant front-of-house servers. • Role ambiguity had a significant positive impact on alcohol use. • Role ambiguity had a significant negative influence on job satisfaction. • Alcohol use had a significant positive impact on job satisfaction. • Alcohol use positively mediated the relationship between role ambiguity and job satisfaction. • Job satisfaction had a significant negative impact on turnover intentions. Abstract The relationship between work stressors and alcohol consumption has been extensively researched, and two premises have emerged: (1) work stressors precede employee alcohol use and (2) alcohol use precedes work stressors. Despite the continuous call for a paper to address hospitality employees' alcohol use, no study in hospitality has compared these two premises. Using role stress, a specific type of work stressor commonly found among frontline employees, this study was designed to confirm which of the two premises best encompasses the role stress-alcohol use relationship among front-of-house restaurant servers in the United States. Using structural equation modeling, it was found that role ambiguity had a significant positive impact on alcohol use and a negative impact on job satisfaction. Alcohol use significantly increased job satisfaction, and had a positive indirect effect on the relationship between role ambiguity and job satisfaction. Job satisfaction had a significant negative impact on turnover intentions. [ABSTRACT FROM AUTHOR]

Despite there being a proliferation of research into the relationship between educators and work-related stress, there appears to be a lack of research on how institutions respond to this problem. The development of information and communications technology (ICT) has contributed to extra stress (technostress) in the education sector as the need to use technology increases and technostress develops. Therefore, this research aims to explore the concept, role and effects of technostress in educational work environments. The education sector is one of the top three industries where occupational stress is most present in the UK. With potential consequences such as increased turnover and absenteeism, it can create extremely costly implications for institutions. It is important that educational organisations ensure that levels of technostress are minimised as much as possible in order to prevent these outcomes from occurring. An exploratory qualitative research methodology was used involving forty-five interviews with educators. Findings showed different perspectives and approaches to technostress and revealed role ambiguity, technology in the workplace, work-life balance and organisational perspectives and support including understanding turnover intentions as the main focus areas in relation to the current study of technostress in education. • We aim to explore the concept, role, and effects of technostress in educational work environments. • An exploratory qualitative research methodology was used involving forty-five interviews with educators. • Findings showed different perspectives and approaches to technostress. [ABSTRACT FROM AUTHOR]

Background Job burnout is one of the most serious occupational health hazards, especially, among mental health nurses. It has been attributed among others to staff shortages, health service changes, poor morale and insufficient employee participation in decision-making. Aim The aim of this study was to measure burnout among mental health nurses, investigate relations between burnout and organizational factors and examine potential predictors of nurses' burnout. Specifically, this study aimed to investigate whether role conflict, role ambiguity, organizational commitment and subsequent job satisfaction could predict each of the three dimensions of burnout. Design/methodology/approach During current cross sectional, the survey was administered to 232 mental health nurses, employed in four private psychiatric clinics in the region of Larissa, Thessaly, Greece in May 2015. Our findings were based on the responses to 78 usable questionnaires. Different statistical analyses, such as correlation analyses, regression analyses and analyses of variance were performed in order to explore possible relations. Findings High emotional exhaustion (EE) accounted for 53.8% of the sample, while high depersonalization (DP) and high personal accomplishment (PA) accounted for 24.4% and 25.6%, respectively. The best predictors of burnout were found to be role conflict, satisfaction with workload, satisfaction with training, role ambiguity, satisfaction with pay and presence of serious family issues. Practical implications These findings have implications for organizational and individual interventions, indicating that mental health nurses' burnout could be reduced, or even prevented by team building strategies, training, application of operation management, clear instructions and psychological support. [ABSTRACT FROM AUTHOR]

Risky behaviours have received little attention in the safety literature in recent years, compared to safety behaviours such as safety compliance or safety participation. However, it is important to focus on risky behaviours and their predictors in order to prevent accidents. The aim of this study is to explore the impact of role stressors (role ambiguity and role overload) on risky behaviours, and the mediating role of dissatisfaction (both job and safety dissatisfaction). The sample consists of 566 employees from two nuclear power plants in Spain. Structural equation modelling is used to determine the effects of role ambiguity and role overload on risky behaviours. Role stressors (role ambiguity and role overload) predict risky behaviours. On the one hand, role ambiguity predicts risky behaviours through dissatisfaction with both the job and safety. On the other hand, role overload positively and directly influences risky behaviours. Assessing and reducing workers’ role ambiguity and role overload levels is vital to avoid risky behaviours among employees. [ABSTRACT FROM AUTHOR]

The internet is widely used to facilitate internal operations and provide real-time services in the hospitality industry. However, hospitality employees can also use the internet for nonwork purposes during working hours, behavior which is known as cyberloafing. Given that cyberloafing is typically viewed as impeding productivity in the hospitality industry, it is increasingly necessary to predict and manage hospitality employees' cyberloafing. Can empowering leadership help manage such behavior? Drawing on conservation of resources theory, we expect that empowering leadership may have paradoxical effects on cyberloafing via two competing mechanisms. On the one hand, empowering leadership can increase cyberloafing by increasing role ambiguity; on the other hand, empowering leadership can reduce cyberloafing by increasing organization-based self-esteem (OBSE). Moreover, we expect that these two indirect relationships depend on hospitality employees' power distance. Based on two-wave data collected from 201 employee-coworker dyads in the hospitality industry, the results of regression analyses provide support for our predictions. Moreover, for employees with lower (versus higher) power distance, empowering leadership is more likely to elicit employee OBSE (versus role ambiguity) and thus reduce (versus increase) their cyberloafing. This study expands our knowledge regarding the antecedents of hospitality employee cyberloafing in the context of empowering leadership and provides new insights for practitioners regarding ways of managing hospitality employee cyberloafing based on the connection between empowering leadership and employee power distance. • Empowering leadership exerts paradoxical effect on hospitality employee cyberloafing. • Organization-based self-esteem and role ambiguity serve as two contrasting mediators. • Hospitality employees' power distance weakened the positive consequences of empowering leadership. • Hospitality employees' power distance strengthened the negative consequences of empowering leadership. [ABSTRACT FROM AUTHOR]

Morphological ambiguity is an important phenomenon affecting several tasks in Arabic text analysis, indexing and mining. Nevertheless, it has not been well studied in related works. We investigate, in this paper, new approaches to disambiguate the morphological features of non-vocalized Arabic texts, combining statistical classification and linguistic rules. Indeed, we perform unsupervised training from unlabelled vocalized Arabic corpora. Thus, the training and testing sets contain imperfect instances (i.e. having ambiguous attributes and/or classes). To handle imperfect data, we compare two approaches: i) a possibilistic approach allowing to handle imperfection in a direct manner; and, ii) a data transformation-based approach permitting to convert an imperfect dataset to a perfect one, thus allowing to exploit classical classifiers. We also present an approach dealing with unknown (Out-of-Vocabulary) words. The experiments focus mainly on classical texts, which were not sufficiently studied in related works. We show that the possibilistic approach performs better than the transformation-based one. Besides, we report encouraging results as far as i) the role of linguistic rules in enhancing the disambiguation rates; and, ii) the accuracy of our approach for full morphological disambiguation of unknown words. [ABSTRACT FROM AUTHOR]

Using a sequential mixed methods approach, we comprehensively explore the influence of manager role overload (MRO) and manager role ambiguity (MRA) on job thriving of both managers and employees. Study 1 was based on a quantitative survey design. We collected nested data from 675 valid employee–department manager pairs from 92 departments in 28 hotels in China. The findings suggest that both MRO and MRA hinder empowering leadership, in turn impairing the job thriving of both managers and employees. However, the negative effect of MRO on empowering leadership disappears when managers have a high level of trust in employees. Study 2 entailed in-depth interviews of 15 middle managers from 11 hotels to further explain why and when MRO and MRA obstruct empowering leadership. [ABSTRACT FROM AUTHOR]

In response to a dearth of mentoring studies in the hospitality literature, this study develops and tests a research model to investigate the influence of mentoring functions on role stress, job attitude, and turnover intention in the hotel industry. The data were collected from employees who had experienced mentoring programs at super-deluxe hotels in South Korea. This study conceptualized mentoring activity as having three main functions, including career development, psychosocial support, and role modeling. Structural equation model (SEM) analyses were used to explore the statistical significance of the paths between these functions and the main outcome variables. The psychosocial support function showed a significant relationship with all variables in the model (i.e., a positive effect on job satisfaction and organizational commitment, but a negative effect on role conflict, role ambiguity, and turnover intention). The relationships were not significant between the career development function and role ambiguity, between role modeling and role ambiguity, or between role ambiguity and turnover intention. The results will enable a better understanding of the effects of hotel mentoring programs and indicate directions for improving their outcomes. The findings can help hotel managers in developing more effective mentoring programs. [ABSTRACT FROM AUTHOR]

• Effective new employee orientation reduces role ambiguity and role conflict in employees. • Hindrance stressors are negatively related to job attitudes and performance. • Role ambiguity is negatively related to task performance. • Role conflict predicts job attitudes; this relationship is fully mediated by relationship conflict. • Results are based on a survey of 156 hospitality interns with a longitudinal component. Combining role theory with theories on hindrance stressors and intragroup conflict, we develop a model of the attitudinal and behavioral consequences of new employee orientation in hospitality organizations. We test hypotheses about main and mediated effects in this model, using data from a sample of 156 recently hired hospitality interns and applying a longitudinal approach, with data collection shortly after organizational entry and several months later. Results suggest that employee orientation is negatively related to two hindrance stressors: role ambiguity and role conflict. Role ambiguity predicts a range of attitudinal outcomes and the relationship is partially mediated by relationship conflict. In addition, role ambiguity is negatively related to task performance. Role conflict predicts hospitality employees' job attitudes and this relationship is fully mediated by relationship conflict. We discuss important theoretical and practical implications of these findings for human resource management in hospitality firms. [ABSTRACT FROM AUTHOR]

• Taking charge at work enables hospitality frontline employees to enrich their family life. • Thriving at work explains this resource transfer process. • Leader's role ambiguity augments the positive impact of taking charge. • Hotels can encourage their employees to take a proactive role in managing their work-family interface. Managing work-family interface has been a key issue for hospitality employees. By integrating the literature on thriving at work into the work-family enrichment model, this study proposes taking charge as a resource-generating behavior that employees could undertake to enrich their family life. Using data collected on two occasions from frontline employees and their supervisors in a hotel in China, we find that those who take charge are more likely to experience thriving at work, which helps them improve the quality of their family life. Furthermore, working under a leader facing high role ambiguity augments this relationship. The study findings advance current work-family enrichment literature, and also carry important practical implications for promoting employees' work-to-family enrichment in the hospitality sector. [ABSTRACT FROM AUTHOR]