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

被引：76

作者：

Fried, Y ^{[1
]}

Ben-David, HA

Tiegs, RB

Avital, N

Yeverechyahu, U

机构：

[1] Wayne State Univ, Dept Management, Detroit, MI 48202 USA

[2] Wayne State Univ, Dept Psychol, Detroit, MI 48202 USA

[3] Israel Mil Ind, Ramat Hasharon, Israel

来源：

JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY | 1998年 / 71卷

关键词：

D O I：

10.1111/j.2044-8325.1998.tb00659.x

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

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.

引用

页码：19 / 27

页数：9

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