Jackson and Schuler (1985) Revisited: A Meta-Analysis of the Relationships Between Role Ambiguity, Role Conflict, and Job Performance

Abstract

We conducted a meta-analysis of correlations between role ambiguity and job performance and role conflict and job performance. Previous meta-analyses of these role constructs and performance relationships (e.g., Jackson & Schuler, 1985) were limited by small sample sizes and sparse reporting of reliability estimates in primary studies. The present study used a comprehensive database with a larger sample size and a distribution of interrater reliabilities to extend the previous findings. We also tested moderator hypotheses proposed but not conducted by Jackson and Schuler. Results revealed a negative relationship (r52.21) between role ambiguity and job performance with moderating influences due to job type and rating source. A negligible relationship (r52.07) was observed for role conflict and job performance, a finding consistent across job types and rating sources. Conclusions were that role ambiguity ought not to be dismissed as an unimportant variable in the job performance domain.

A Meta-Analysis of Work Demand Stressors and Job Performance: Examining Main and Moderating Effects

“…In addition, our study and that of Tubre and Collins (2000) found comparable meta correlations of role ambiguity with self-rated performance, with ρ = −.30, −.28, respectively, and of role ambiguity with supervisor-rated performance, with ρ = -.16, -.20, respectively. The similarity could be related to the fairly large number of samples used in the two studies for these effect sizes.…”

“…The results of our study for the meta correlation of role ambiguity and general performance were similar to those of Tubre and Collins (2000), with ρ = −.24, −.21, respectively. In addition, our study and that of Tubre and Collins (2000) found comparable meta correlations of role ambiguity with self-rated performance, with ρ = −.30, −.28, respectively, and of role ambiguity with supervisor-rated performance, with ρ = -.16, -.20, respectively.…”

“…To enable us to compare our findings to those of previous stressorperformance meta-analytical studies (such as Tubre & Collins, 2000), in addition to coding each measure of performance, we also computed a general performance construct using the formula proposed by Rosenthal and Rubin (1986). If the primary study did not provide the correlations between the specific measures of performance employed, we used correlations provided by the most recent job performance meta-analysis (Conway & Huffcutt, 1997).…”

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

“…Because organizations are role systems in which the social interactions between system members determine how work is carried out (Katz and Kahn 1978), role conflict should impact performance outcomes (Tubre and Collins 2000). Therefore, we investigate how role conflict among MMs is related to strategic renewal activities within their units.…”

Passion and role opportunity search: Interfering effects of conflicts and overloads.

“…Role tension results from unclear or conflicting expectations for a specific role (Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964), and role tension predicts work-related behaviors and attitudes (Eatough, Chang, Miloslavic, & Johnson, 2011;Örtqvist & Wincent, 2006;Tubré & Collins, 2000;Wincent & Örtqvist, 2009). Given that (1) passion might relate to role opportunity and (2) the link between role tension and subsequent behaviors and attitudes, it is of great interest to link passion to role tension.…”