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Role Perception and Role Performance: Moderating Effect of Competence Mobilization

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  • Srikanth P.B.

    (Srikanth P.B. is a Doctoral Student, Human Resources Area, XLRI, Xavier School of Management, C.H. Area (East), Jamshedpur-831035, India. E-mail: r11016@astra.xlri.ac.in)

Abstract

Today’s organizations are largely being seen as role-based wherein different individuals are expected to work in interdependent teams. The present study seeks to understand the role of contextual factor (role perception) and individual characteristic (competence mobilization) on role performance. Using multi-source data, the empirical study examined the interaction effect by analyzing data collected from 176 employees of a large multinational information technology (IT) organization in India. Multiple hierarchical regression analysis provided support to establish that competence mobilization moderated the relationship between role perception and role performance. The findings of the study have been discussed at theoretical level for researchers and practical level for managers.

Suggested Citation

  • Srikanth P.B., 2014. "Role Perception and Role Performance: Moderating Effect of Competence Mobilization," Global Business Review, International Management Institute, vol. 15(3), pages 531-544, September.
    • Handle: RePEc:sae:globus:v:15:y:2014:i:3:p:531-544
    DOI: 10.1177/0972150914535139
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    References listed on IDEAS

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    3. Lex Borghans & Andries de Grip (ed.), 2000. "The Overeducated Worker?," Books, Edward Elgar Publishing, number 1860.
    4. Jackson, Susan E. & Schuler, Randall S., 1985. "A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings," Organizational Behavior and Human Decision Processes, Elsevier, vol. 36(1), pages 16-78, August.
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