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Article: The interactive effect of role conflict and role ambiguity on job performance.
- Article from:
- Journal of Occupational and Organizational Psychology
- Article date:
- March 1, 1998
- Author:
CopyrightCOPYRIGHT 1998 British Psychological Society. This material is published under license from the publisher through the Gale Group, Farmington Hills, Michigan. All inquiries regarding rights should be directed to the Gale Group. (Hide copyright information)
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Scholars have long assumed that role conflict and role ambiguity, two of the most frequently examined sources of work stress (e.g. Jackson & Schuler, 1985), have deleterious effects on employee work performance (e.g. Kahn & Byosiere, 1992; McGrath, 1976). Despite the prevalence of this assumption in the literature, it has received very little empirical support (Fisher & Gitelson, 1983; Jackson & Schuler, 1985). It is important to bear in mind, however, that prior studies concentrated on relations between individual role stressors and performance. To the best of the authors' knowledge, no one has considered the potential interactive effect between role conflict and role ...