ANALYSIS OF ROLE EFFICACY AND

ROLE STRESS AMONG HAL EMPLOYEES

Authors
Ms. Ameer Asra Ahmed
Ms. Feleen Christy
Senior Faculty
Faculty
iNurture Education Solutions iNurture Education Solutions
Abstract:
The performance of a person working in an organisation depends on his own potential
effectiveness, technical competence, managerial experience, etc. as well as on the design of
the role that he performs in an organisation. It is the integration of the two (person and the
role) that ensures a persons effectiveness. Unless a person has the requisite knowledge,
technical competence and skills required for the role, he cannot be effective. Equally
important is how the role, which he occupies in the organisation, is designed. If the role does
not allow the person to use his competence, and if he constantly feels frustrated in the role,
his effectiveness is likely to be low.
The integration of a person and a role comes about when the latter is able to fulfill the
needs of the individual, and when the individual in turn is able to contribute to the evolution
of the role. The more we move from role taking to role making, the greater is the likelihood
of the role being effective. Role taking is responding to the expectation of others, while role
making is taking the initiative to creatively design the role so that the expectations of both
others and the role occupant are integrated. The effectiveness of a persons role in an
organisation will depend upon his own potential effectiveness, the potential effectiveness of
the role, and the organisation climate. This potential effectiveness can be termed efficacy.
Role efficacy has several aspects. The more aspects there are, the higher is the
efficacy. These aspects can be classified into three groups or dimensions. One dimension is
role making (as opposed to role taking). The former is an active attitude defining and making
ones role as one likes, whereas the latter is a passive attitude that mainly responds to others
expectations. According to Udai Pareek the aspects of role efficacy are as follows:
Dimension 1: Role Making
Dimension 2: Role Centering
Dimension 3: Role Linking
Researchers show that persons with high efficacy seem to experience less role stress, anxiety
and work-related tension. They rely on their own strength, to cope with problems, use more
powerful behaviour, are active and interactive with people and the environment, persist in
solving problem (mostly by themselves)., shows growth orientation, attitudinal commitment

and positive and approach behaviour. Such people feel satisfied with life and with their jobs
and roles in the organisation.
Organisational role stress is a chronic disease caused by conditions in the workplace that
negatively affect an individual`s performance and/or overall well-being of his body and mind.
Role is the position that one occupies in an organisation and is defined as the functions one
performs in that organisation. Role is thus defined as the position one holds in an
organization having a set of functions to perform in response to the expectations of others and
his/her own expectations about the role (Pareek, 1976).
The present study is undertaken to analyze role efficacy and its relation with role
stress. The study will be of great help for organization to understand and know how
efficiently their employees are performing their roles and how role stress has an impact on it.
These will enhance organizational capability to keep their employees motivated and provide a
strategy to improve the efficiency of the employees.

Keywords: Role efficacy, Role stress.