Role Theory and the Analysis of Managerial Work: The case of occupational health professionals

Abstract

A review of the literature shows that traditional approaches to the study of role have not managed to capture its dynamic nature. In fact, the tendency has been to focus on the more tangible outcomes of role, at the expense of the actual process of role. This paper argues that the traditional approaches are therefore limited in aiding our understanding of the processes which result in role behaviour. In other words, traditional approaches provide a description of what role incumbents ‘do’ but do not explain ‘why’ they do what they do. In order to address the shortcomings identified, this paper applies Goffman's notion of Frame Analysis to the study of role. The general principles emerging from the data are outlined. Furthermore, a detailed focus on one case is presented in order to illustrate the usefulness of Goffman's approach. It is suggested that the approach taken moves us a step further towards understanding not only what it is that professionals do but why they do what they do.

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