Work Processes, Role Conflict, and Role Overload

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Abstract
This study examined five sets of work process variables with respect to their relationship with role conflict and role overload among samples of public sector nurses and engineers. The findings suggest that managerial strategies appropriate for minimizing role conflict are not necessarily appropriate for minimizing role overload. The findings also suggest that, in the context of public sector employment, some work process predictors of role conflict and overload may be similar across professions. Finally, in contrast with some of the assumptions of recent job design theory, the findings indicate that for public sector professionals, managerial strategies that reflect professional ethos may not reduce role conflict and role overload.

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