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March 1, 1998Journal of Occupational and Organizational Psychology

The interactive effect of role conflict and role ambiguity on job performance

Yitzhak Fried Haim Ailan Ben‐David Robert B. Tiegs Naftali Avital Uri Yeverechyahu

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Abstract

The interactive effect of role conflict and role ambiguity on job performance was examined in a sample from an Israeli industrial organization. The results supported the hypothesis that simultaneous increases in both role conflict and role ambiguity are associated with lower levels of job performance. Implications of the results and suggestions for future studies are discussed.

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Cite This Study

Fried et al. (1998) studied this question.

synapsesocial.com/papers/6a12eac892637892a9a77ff4 https://doi.org/10.1111/j.2044-8325.1998.tb00659.x

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