Article 1

Title
IMPACT OF ROLE AMBIGUITY AND ROLE CONFLICT ON EMPLOYEE
CREATIVITY

Summary

This empirical study explores for the first time whether self-efficacy and job satisfaction
mediates both the relation between role ambiguity and employee creativity, as well as the
relation between role conflict and employee creativity. Cumulatively, results of this study
provide further insight into how role ambiguity and role conflict perceived by employees
influence the work environment for employee creativity. Additionally, this study eluci- dates
how role ambiguity, role conflict, and creativity are related by formulating and empirically
testing the effects of self-efficacy and job satisfaction. Survey data from 202 employees of
Taiwanese companies reveal not only a direct and negative link between role ambiguity and
creativity, but also a direct and positive link between role conflict and creativity. Specifically,
this empirical study from Taiwan demonstrates that role ambiguity and role conflict are
negatively and positively related to employee creativity, respectively.

Article 2

Title

ROLE CONFLICT AND AMBIGUITY: CORRELATES WITH JOB SATISFACTION

AND VALUES

Summary
This study correlated role conflict and ambiguity with a multidimensional measure of job
satisfaction and a measure of personality-related values. The data from a sample of 51
professional employees of a research and development organization showed role conflict to
be negatively correlated with the extrinsic job satisfaction dimensions of supervision, pay,
and opportunities for promotion, while role ambiguity was negatively related to the intrinsic
dimension of satisfaction with the work itself. Values were found to be generally unrelated to
role confiict and ambiguity as well as to job satisfaction. A substantial body of research now
shows that employees are generally more satisfied with their jobs wben expectations for
performance are made clear and non-conflicting. Effective personnel practices should
therefore strive to let employees know what is expected of them in the performance of their
organizational roles.
 Article 3

Title

The Interactive Effects of Role Conflict and Role Ambiguity on Job

Satisfaction and Attitudes toward Organizational Change: A Moderated
Multiple Regression Approach

Summary

This study investigates the joint effects of both role conflict and role ambiguity on job
satisfaction and three dimensions of attitudes toward organizational change, namely
affective, cognitive, and behavioral tendency in a multicultural work setting. Results of the
moderated regression analysis revealed that role conflict and role ambiguity have no
interactive effects on job satisfaction and the three dimensions of attitudes toward
organizational change. The total sample of this study was 700 employees. The author
distributed 700 questionnaires over a 3-month period using drop-off and pick-up methods.
Finally, it would be worthwhile investigating the interactive effects of both role conflict and
role ambiguity on job satisfaction and attitudes toward organizational change for different
types of jobs since previous conceptual and empirical evidence suggests that role conflict and
role ambiguity may influence different types of jobs in unique ways (Fisher & Gitelson,
1983).