Exploring the Effects of Perceived Organizational Impediments and Role Stress on Job Performance

Abstract

The majority of the theoretical development and research on job performance has concentrated on the effects of perceived organizational support. Therefore, the present study differs from emerging body of research by investigating the relationships among perceived organizational impediments, role stress (role conflict and role ambiguity) and job performance. Analysis of the survey data drawn from 195 managers revealed that both perceived organizational impediments and role stres have significant and negative associations with job performance. Conclusion and suggestions, study limitations, and future directions for research are explicitly provided.

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