Role Perceptions, Satisfaction and Performance Moderated by Organization Level and Participation in Decision Making

Abstract

The article discusses a study which looked at the relationships between role perception and employee satisfaction and performance. Participation in decision making was more effective when there were higher levels of role conflict than lower levels of role conflict. The same pattern held true for role ambiguity. Role ambiguity and participation and role conflict and participation did significantly interact at lower levels of an organization. Overall role conflict was a more important variable than role ambiguity.