The interactive effect of role conflict and role ambiguity on job performance was examined in a sample from an Israeli industrial organization. The results supported the hypothesis that simultaneous increases in both role conflict and role ambiguity are associated with lower levels of job performance. Implications of the results and suggestions for future studies are discussed.

In a longitudinal field study of a random sample of employees in an organization undergoing major restructuring and downsizing, we investigated the moderating influence of job security on the effect of role clarity on employee performance. The results support our hypothesis. That is, job performance increased over time under higher levels of role clarity. Moreover, this increase in performance was maximized when both role clarity and job security were high, while deterioration in performance was greatest when role clarity was low and job security was high.

Using objective indicators, organizational archives, and expert ratings, we examined the joint effects of noise, job complexity and gender on employee sickness absence. The sample consisted of 802 white-collar employees across 21 organizations in Israel. We hypothesized that noise would have the strongest positive correlation with absenteeism for female employees with high job complexity. The results supported this hypothesis. Moreover, the full regression model (including the sets of covariates, main effects terms, and interaction terms) explained a meaningful portion (34%) of the absenteeism measure. Implications of the ndings and suggestions for future studies are discussed.

We have attempted to explore the inconsistent results in the literature concerning employee reactions to workspace density by examining the simultaneous moderating eVects of job complexity and organizational tenure on the relationship between workspace density and three attitudinal outcomes: organizational commitment, job satisfaction, and co-worker satisfaction. We found the strongest negative relations between density and reactions when job complexity and organizational tenure were high, simultaneously. Theoretical and practical implications of the study are discussed.

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