The effect of role ambiguity on task performance through self-efficacy-A contingency perspective

Shuhong Wang, I. Chieh Hsu

Research output: Contribution to journalArticle

4 Citations (Scopus)

Abstract

This study integrates theories on self-efficacy and the role theory to explore how role ambiguity influences employee task performance through task self-efficacy in a curvilinear manner. Openness to experience was found to moderate such a curvilinear relation. In addition, this study suggests that task self-efficacy mediated the relationship between role ambiguity and task performance, and between the interactive terms and task performance: role ambiguity, openness to experience. This study emphasizes the importance of considering both the positive and negative effects of role ambiguity, so that the maximum level of task self-efficacy, therefore task performance, can be achieved. It also highlights an individual difference variable, i.e., openness to experience, such that it comes to play in deciding levels of task efficacy and performance. Theoretical contributions, practical implications, and future research directions are discussed.

Original languageEnglish
Article number6917017
Pages (from-to)681-689
Number of pages9
JournalIEEE Transactions on Engineering Management
Volume61
Issue number4
DOIs
Publication statusPublished - 2014 Nov

Fingerprint

Personnel
Role ambiguity
Task performance
Self-efficacy
Contingency perspective
Openness
Employees
Efficacy
Research directions
Individual differences
Role theory

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Electrical and Electronic Engineering

Cite this

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The effect of role ambiguity on task performance through self-efficacy-A contingency perspective. / Wang, Shuhong; Hsu, I. Chieh.

In: IEEE Transactions on Engineering Management, Vol. 61, No. 4, 6917017, 11.2014, p. 681-689.

Research output: Contribution to journalArticle

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