Perceived competence as a moderator of the relationship between role clarity and job performance: A test of two hypotheses

Abstract

This research examined the influence of perceived competence in moderating the relationship between role clarity and the job performance of employees. Data from 340 lower level managers were used to test two competing hypotheses. Results indicate that perceived competence moderates the relationship between role clarity and the job performance of employees. The job performance of employees is a joint function of their perceived competence and the role clarity they experience. Consistent with a situational-constraints perspective on work performance, the job performance of more competent employees is more strongly affected by the role ambiguity they face than is that of their less competent counterparts. The alternative, ability/adaptability, hypothesis did not receive support. Implications of the findings for future research and for remedial action by organizations are discussed.