European Journal of Scientific Research ISSN 1450-216X Vol.49 No.1 (2011), pp.61-72 EuroJournals Publishing, Inc. 2011 http://www.eurojournals.com/ejsr.

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Role Clarity a Phenomena Based on Organizational Origin is a Catalyst for Job Satisfaction: A Comparative Study Launched in India Revealing Some New Facts
Jai Prakash Sharma ABV-Indian Institute of Information Technology & Management Gwalior Morena Link Road, Gwalior (M.P.) India E-mail: jp@iiitm.ac.in or jp_252@yahoo.co.in Tel: +91-751-2449801; Fax: +91-751-2449813 Naval Bajpai ABV-Indian Institute of Information Technology & Management Gwalior Morena Link Road, Gwalior (M.P.) India E-mail: nbajpai@iiitm.ac.in or navalbajpai@rediffmail.com Tel: +91-751-2449820; Fax: +91-751-2449813 Abstract Despite an increasing number of studies on role clarity in Indian context, no unifying work is focused on the measurement of degree of difference in role clarity in a public sector organization and a private sector organization. Role clarity increases job satisfaction, motivation, performance, and decreases absenteeism, turnover intensions. We hypothesized that there is a significant difference in the degree of role clarity in public sector and private sector organization. Data were collected from 250 employees consisting of managerial and non-managerial staff from both public sector and private sector organizations. The results revealed that public sector organization has exhibited strong role clarity in comparison to private sector organization. In addition, job satisfaction increases or decreases with the increase or decrease in role clarity. The purpose of this study is to invoke role clarity in private sector organization. Obtained results were in the line of the hypotheses. In terms of role clarity; a significant difference is noticed between public sector and private sector organization. As expected, public sector organization has exhibited strong role clarity as compared to private sector organization. Most importantly, role clarity is being proven as the catalyst for enhancing job satisfaction level of employees.

Keywords: Organizational Culture, Culture, Job Satisfaction, Psychological Contract, Quality Workspace, Economic Status, Socialization, Power Control, Employee Status.

1. Introduction
Role clarity is a term widely discussed but rarely understood in the management science literature. According to Hackeman and Oldham (1975) Role clarity means employees are having clear understanding about their roles and responsibilities in the organization.

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According to Banton (1965), a role can be defined as a set of norms or expectations applied to the incumbent of a particular position by the role incumbent and the various other role players (role senders) with whom the incumbent must deal to fulfill the obligations of their position. Kahn et al. (1964) further clarify the role model by stating that to adequately perform his or her role, a person must know (a) what the expectations of the role set are (e.g., the rights, duties, and responsibilities), (b) what activities will fulfill the role responsibilities (means-end knowledge), and (c) what the consequences of role performance are to self, others, and the organization. According to Schaubroeck et al.,(1993), the episodic role-making process is complicated by poor communication between role senders and role receivers as well as from turbulence within the task environment, which requires continual modifications in sent roles. Thus the "role-making" process begins for the role incumbent and the role senders and is a continual process. One avenue to consider is in evaluating an individuals need for clarity. Lyons (1971) defines role clarity as the "subjective feeling of having as much or not as much role relevant information as the person would like to have." Few more behavioral scientists defined role clarity from their own perspective. Role clarity refers to the degree to which required information is provided about how the employee is expected to perform his/her job (Teas et al., 1979). Role clarity is the extent to which an individual receives and understands information required to do the job (Kelly and Hise, 1980). Role ambiguity, the opposite of role clarity, has been found to have a significant negative effect on satisfaction with the work itself (Behrman and Perreaul t 1984).

2. Literature Review
Posner and Butterfield (1978) explained that role ambiguity, generally defined as lack of information or as uncertainty about expected job behavior, is usually seen as having negative effects, while role clarity is associated with positive outcomes. There is a positive relationship between role clarity and job satisfaction. Job satisfaction refers to the extent to which the employees feel satisfied with the kind of work they do and with the nature of their job. Employees who perceive role clarity are found to be more satisfied with their jobs than those who do not (Singh, 1993). In a meta-analysis, Jackson and Schuler (1985) found that job satisfaction was used most frequently as a direct consequence of role clarity. It is quite likely that employees who are clear about what is expected of them are more satisfied with their jobs than those who are not clear as to how they should perform their duties. 2.1. Role Clarity as an Antecedent of Job Satisfaction Job satisfaction, which is also a result of role clarity, will in turn exert a positive influence on the organizational commitment of the employees. Rusbult and Ferrell, (1983) found that the job satisfaction to be a key determinant of organizational commitment, and to have a significant positive relationship with organizational commitment MacKenzie et al., (1998). Mukherjee and Malhotra (2006); found that the research reveals that role clarity plays a critical role in explaining employee perceptions of service quality. Further they also indicated that feedback, participation and team support s significantly influence role clarity, which in turn influences job satisfaction and organizational commitment. No doubt role ambiguity leads to job dissatisfaction. Low levels of role clarity among employees (Korczynski, 2002) could potentially have negative effects on job satisfaction, organizational commitment and service quality. It can broadly be notices that employees who are clear about their role are more likely to perform better. Behrman et al., (1981) suggested that employee who are not clear about their roles are unlikely to be satisfied with their jobs Further, Walker et al., (1977) argued that employee with high role clarity are likely to be more certain about effort-to-performance linkages. They hypothesized a positive relationship between role clarity and expectancy accuracies, but not between role clarity and expectancy magnitudes. Walker et al.,(1977) also argued that salespeople with low role clarity are

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likely to be uncertain about performance-to-rewards linkages, arid hypothesized a positive relationship between role clarity and instrumentality accuracies. 2.2. Role Clarity: An Exploration through Literature For developing role clarity model it is important to identify factors which affect role clarity of employees. Jackson and Schuler (1985) divided the variables affecting role clarity into two categories: task-related and supervisor-related. In this context, job-design (task-related) and considerate and participative supervision (supervisor-related) have emerged as two vital factors affecting role clarity of frontline employees (Donnelly and Ivancevich, 1975). Cohen (1959) suggested that the organizational level of respondents may moderate the relationships between degree of role clarity and various personal outcomes such as job-related tension, job satisfaction, and propensity to leave the organization, in addition to other variables such as perceived performance/organizational effectiveness, and organizational influence. Following factors determine role clarity in an organization: Teamwork seems to be a factor on which role clarity of employees is dependent. Sergeant and Frenkel (2000) explored the effect of team support as an antecedent to role clarity among frontline staff, as teamwork is crucial in all the organizations. Teamwork and co-worker co-operation help clarify roles since peer-based learning is considered quite effective in such work settings (Sergeant and Frenkel, 2000). Jong et al. (2001) founded that in all the organizations, frontline employees are engaged in teams and team support could have a significant influence on the role clarity perceived by the frontline employees. Periodic review of feedback and providing this feedback to employees is of paramount importance. Broadly, it can be concluded that feedback is an important prerequisite of role clarity. Feedback refers to the degree to which carrying out the work activities required by the job results in the individual obtaining direct and clear information about the effectiveness of his/her performance (Hackman and Oldham, 1976). According to Mukherjee and Malhotra (2006); there is a positive relationship between feedback and perceived role clarity. The effect of feedback on role clarity could vary depending on its valence (positive or negative, verbal or non-verbal), response mode (advisory, interpretive, behavioural, or emotional), and directness. Nevertheless, feedback provides the intrinsic motivation, and is an important motivational characteristic that inuences job design (Armstrong, 1996). Feedback helps the frontline employees in learning about and clarifying their roles and hence has a signicant effect on the role clarity perceived by them (Teas et al., 1979). Unnecessary intervention checks smooth functioning of employees in an organization. Autonomous work environment fosters the environment of role clarity. Autonomy is generally a requirement where work cannot be easily standardized. Mukherjee and Malhotra (2006) found a positive relationship between task autonomy and perceived role clarity. Autonomy refers to the degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out (Hackman and Oldham, 1976). If frontline employees feel a loss of control over the service they deliver, they become helpless, stressed and dissatised with their jobs (Berry et al., 1990). Autonomy is considered to be a key variable and an important motivational job characteristic that inuences job design and helps in improving service quality by providing role clarity (Donnelly and Ivancevich, 1975). Employee participation in decision making makes employees aware about the important incidents of the organization. Participation in decision-making refers to the degree to which employees are able to inuence decisions about their job (Teas, 1983). Frontline employees participation in the decisions of the supervisor results in congruent perceptions about role prescriptions, thus improving their perceived role clarity (Teas et al., 1979). Frontline employees who participate in decision-making report a greater degree of role clarity (Teas et al., 1979). Participation in decisions helps to reconcile the frontline employees and managements perspectives in terms of agreed call centre priorities and

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service levels. Mukherjee and Malhotra (2006) also found a positive relationship between participation in decision-making and perceived role clarity. Supervisory consideration is also a factor on which role clarity of employees is dependent. Supervisory consideration refers to leader behaviors concerned with promoting the comfort and wellbeing of the subordinates (Boshoff and Mels, 1995). Supervisory consideration creates a facilitative climate of psychological support, mutual trust and helpfulness, and is related positively to role clarity of frontline employees (Teas, 1983; Kohli, 1989; De Coninck et al., 1993) in two ways first, by providing the subordinates with a supportive environment through the socio-emotional concern and support of the boss, and second, by clarifying roles of the subordinates (Singh, 1993). Team work is very important for organizations success, no one can deny this. In addition, team support to an individual employee is also very important for generating an environment of role clarity. Team support refers to frontline employees perceptions of supportive and helpful co-workers who cooperate with one another as a team in delivering quality service to the customers. Pearson (1992) founded a positive relationship between team support and role clarity. George and Bettenhausen (1990) suggested that team support could have a significant influence on the role clarity perceived by the employees as benets of knowledge-sharing and learning. Team support not only provides an outlet to service burnouts arising from difcult service encounters, but also acts as a channel for disseminating practical knowledge and information relating to the jobs of the frontline employees (Sergeant and Frenkel, 2000). In a work setting such as call centres, since employees consider peer-based learning to be their most important source of work-related knowledge, co-operation and support from the coworkers would lead to role clarity (Korczynski et al., 1996). Committed employees have long stay in the organization, thus they got much opportunity to understand organization which ultimately enhances their role clarity. Wetzels et al., (2000) observed that role clarity is positively related to organizational commitment. Affective commitment refers to the employees emotional attachment to, identication with and involvement in the organization (Meyer and Allen, 1991). Employees who perceive role clarity in their jobs are more likely to feel attached to the organization, identify with the organization and accept organizational goals, and thuswill havemore commitment to their organizations (Zaccaro and Dobbins, 1989) Every supervisor is a mini leader of the respective department. No doubt if supervisor will make the roles clear then only employees will be clear about their expected roles in the organizations. House and Mitchell (1974) found that the goals and encouraging continual improvement in performance, an achievement-oriented supervisor indicates clearly what he or she expects from salespeople and hence is likely to improve their role clarity. They also suggested that such supervisors improve subordinates' effort-performance expectancies, and point to supporting evidence from studies with employees engaged in ambiguous, nonrepetitive tasks. It can also be understood that achievement oriented behavior of employees leads to role clarity of employees. Fulk and Wendler (1982) found a positive relationship between achievement-oriented behavior and role clarity, as well as satisfaction with supervision. Griffin (1980) provides partial support for a positive relationship between achievement-oriented behavior and satisfaction. They also hypothesized that the greater the supervisory achievement-oriented behavior, the greater the salespeople's role clarity, job satisfaction, expectancies, and instrumentalities. Effectiveness of organization is also an important determinant of role clarity. Beehr et al (1976) founded that higher levels of role clarity are related directly to higher levels of Perceived organizational effectiveness. Kahn et al. (1964) determined a relationship between role clarity and organizational effectiveness and explained that role clarity is a direct function of the congruence between the information available to the individual and that which is necessary to perform his or her role effectively. Lack of congruence leads to lower productivity for the individual and the organization as well. Among lower and middle level manufacturing employees Schuler (1975) found significant positive relationships between role clarity and individual performance. Role clarity for individuals

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from high performing organizations will be greater than role clarity for individuals from lowperforming organizations. Task oriented leadership style is also an important factor of generating role clarity. Employees, who are task driven, make their roles clear on the way of doing a job. Hamner and Tosi (1974) found that higher levels of role clarity are related directly to higher levels of Superior's task-oriented leadership. Role clarity is much dependent on job performance in the organizations. Donnelly and Ivancevich (1975) found that the role clarity is positively associates with performance and negatively with propensity to leave the organization. Some organizational climate variable also generates role clarity among employees. Organizations should foster positive climate in order to generate high degree of role clarity. Walker et al.,(1977) suggested that role clarity (as well as the other role perception components of role accuracy and role conflict) may be moderated by a number of organizational climate and personal variables. Walker et al., (1975) determined that the closer the supervision and the more influence the employee has in determining performance standards, the greater the role clarity. Teas et al., (1979) founded that two organizational climate variables, performance feedback and participation in decision making, were causes of increased role clarity. Walker, Churchill and Ford (1977) stated that there are likely to be personal variables of the employee as well as organizational variables which moderate role clarity. Busch and Bush (1978) found that female employees had significantly lower role clarity scores than males. The sex differences may be due to a lack of male-female fraternization. Women do not learn their role behaviors as quickly as men because they miss important information discussed in male dominated bull sessions. It can be noticed that tenure, age and experience are interrelated to each other. Increase in any one of these will increase role clarity of employees. Walker et al., (1975) stated that role clarity may be moderated by job tenure regardless of the firm organizations structure or supervisory style. As employee gain job experience, the greater are the opportunities for the employee to learn what is expected of him/her in a variety of situations. Employees who have continually experienced the frustrations associated with a lack of role clarity will leave before attaining a great deal of job experience. Job experience to be positively and significantly related to role clarity. Busch and Bush (1979) Age is another personal variable which may influence employees role clarity. As age increases experience also increases which provides an opportunity to employees to make their roles more clear. The older worker may, however, know what to do but may not be able to perform the task. Gibson and Klein (1970) stated that the process of aging brings about a personality change. Older workers become more mellow. They become less dominant and have a grater willingness to adapt to the wishes of others. If older workers are more willing to adapt to the wishes of their managers, they are more likely to exert some effort to determine exactly what the manager wishes of them. Role clarity definitely leads some of the very important organizational outcomes. Babin and Boles (1996) founded three important consequences of role clarity job satisfaction, organizational commitment and job performance. According to Posner and Butterfield (1978) Role clarity is an important component of organizational behavior. It is related to both job satisfaction and organizational effectiveness. A lack of role clarity refers to either the non-existence of information needed to do a job effectively, or the lack of adequate information. Khan et al (1964) stated that a lack of role clarity is derived from a lack of necessary information regarding a given organizational role and that this will result in: unclear expectations and coping behavior by the role incumbent, and may increase the probability that she/he will be dissatisfied with his role, will experience anxiety, and will thus perform less effectively. Role clarity was positively associates with performance and negatively with propensity to leave the organization. Teas et al., (1979) found that the employees perceptions of role clarity are important predictors of his/ her higher order need fulfillment.

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Zeithaml et al. (1988) have conceptualised lack of role clarity (role ambiguity) as one of the key antecedents to the service performance gap, implying that role clarity perceived by frontline employees is critical to delivering service quality in service organizations. Self-reported ratings of organizational effectiveness were related to role clarity overall, but not for higher levels of management. It may be that at lower levels the relationship between role clarity and organizational effectiveness is affected by some sort of "social desirability" response bias: "If I know what is expected of me (or what Im doing), then the organization must be effective" (Tosi, 1971). The following model is developed to measure the difference between role conflict level in public and private sector taken for present study.
Figure 1: Theoretical Model of Role Clarity to test the difference between public sector and private sector organization.

Feedback

O R G A N I Z A T I O N A L D I M E N S I O N

Employees work in a team culture

Timely Feed back to employees

Autonomous work environment

Employees are involved in the process of decision making Supervisors are considerate and supportive

R O L E

Team supports individuals in attaining goals

Achievement oriented behavior

C L A R I T Y

Task oriented leadership

Organizational climate is healthy and fosters environment of learning

Feedback

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3. Methodology
Present study is conducted using a theoretical model to measure Organizational Culture. Methodology can be broadly explained by understanding theoretical model, framing hypotheses; sample and sample profile; tool and design of the study. A detailed description of all these are as follows: 3.1. Theoretical Model of Organizational Culture For conducting any research it is very important to conceptualize the thought. For the present study, a model of role clarity is developed. On the basis of extensive literature survey researchers have identified 9 variables which are having straight impact on role clarity. Literature clearly reveals that these 9 variables are antecedents of role clarity. Figure-1 exhibits this theoretical model of measuring role clarity. For measuring the role clarity difference between public sector and private sector organization, z-test is applied. Linear dependence of role clarity on job satisfaction is tested through a simple regression model. 3.2. Research Question and Hypotheses In the light of existing literature, the following research questions are framed: 1. There exist a different degree of role clarity in public and private sector organization. 2. Role clarity enhances the job satisfaction level in both public and private sector organizations. Difference in role clarity is measured through measuring the summated difference in public and private sector organization. For measuring the statistical significant difference, main hypothesis is constructed. In addition to this, one hypothesis is constructed to measure the linear impact of role clarity on job satisfaction level of public sector employees. Similarly, one hypothesis is also constructed to measure the linear impact of role clarity on job satisfaction level of public sector employees. These three hypotheses are as follows: H1: There is a significant difference in the degree of role clarity of employees in public sector and private sector organization. H2: Role clarity has significant linear impact on job satisfaction of employees in public sector. H3: Role clarity has significant linear impact on job satisfaction of employees in private sector. 3.3. Sample Subject of the present study are selected from managerial and non-managerial staff of one public sector and one private sector organization. For sampling, simple random sampling is used. Managerial and non managerial staffs are taken as probable respondents. More specifically, workers are not included in the sample. Samples are selected from all the departments of the respective organizations like production, finance, personnel etc. In nutshell, for sampling a particular department is avoided, rather it is a representation of all the departments. 3.4. Sample Profile Subjects of the present study are selected from the category of managers and official staff of the organizations, taken for the present study. Total 250 subjects are randomly selected from each organization and were given same questionnaire, in which, respondents indicated their opinion about organizational dimensions (questions related to role clarity) in both the organizations (i.e. public sector organization and private sector organization).

Role Clarity a Phenomena Based on Organizational Origin is a Catalyst for Job Satisfaction: A Comparative Study Launched in India Revealing Some New Facts 3.5. Tool

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It has already been discussed that the present study is focused on the measurement of degree of difference in role clarity of a public sector organization and a private sector organization. Role clarity is measured through nine independent variables. These ten variables are collected through literature. Each variable is measured using a five point rating scale ranging from strongly disagree to strongly agree with neither agree nor disagree as the middle point. Internal consistency of the scale is checked and Cronbachs alpha is found to be 0.78. Based on the literature, each question in the questionnaire is constructed (see Appendix). For checking validity of the scale we applied content validity technique. We systematically evaluated how well the content of a scale represents the measurement test at hand. Due to the subjective nature of this technique we also used a more sophisticated technique referred to as criterion validity. 3.6. Design For measuring the difference between means of two organizations, z-test for two populations is employed. In addition, for measuring the linear impact of role clarity on job satisfaction of employees in public and private sector, simple regression technique is employed.

4. Analysis and Results

Data analysis is done using MS Excel software. Analysis is done using three steps: z-test for comparing means; linear impact of role clarity on job satisfaction for public sector organization and linear impact of role clarity on job satisfaction for private sector organization. Z-test result and regression results are presented from table-1 to table-3. Following section focuses on these 3 tables and their statistical interpretation:
Table 1: z-Test: for comparing two means (Role Clarity)
Role Clarity (Public sector) 33.40 17.50 250 0 43.18 0 1.95 Role Clarity (Private sector) 20.13 6.11 250

Mean Known Variance Observations Hypothesized Mean Difference z P(Z<=z) two-tail z Critical two-tail

For finding out the significant difference in means of public sector and private sector organization in terms of role clarity z-test is applied. Computed z value is coming as 43.18 which falls in the rejection region (at 5% level of significance). This indicates rejection of null hypothesis and acceptance of alternative hypothesis. Hence, null hypothesis of no difference is rejected and alternative hypothesis of significant difference is accepted. Hence, it can be concluded that there is a significant difference between degree of role clarity in employees of public sector and private sector organization (at 95% confidence level). Sample result clearly exhibit that mean of public sector organization is higher than private sector organization. Hence, it can be significantly concluded that in public sector organization roles are clearly laid down (mean=33.40) as compared to private sector organization (mean= 20.13).

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Table 2:

Jai Prakash Sharma and Naval Bajpai

Regression Results between Job Satisfaction (Public Sector) and Role Clarity (Public Sector) Regression Statistics for Job Satisfaction and Role Clarity in Public Sector organization
Regression Statistics

Table 2 (a):

Multiple R R Square Adjusted R Square Standard Error Observations

0.99 0.99 0.99 0.11 250

Table 2 (b):

ANOVA table for Job Satisfaction and Role Clarity in Public Sector organization
df 1 248 249 SS 630.99 3.10 634.1 MS 630.99 0.01 F 50334.56 Significance F 0.0000

Regression Residual Total

Table 2 (c): t value and p value for the regression result between Job Satisfaction and Role Clarity in Public Sector organization
Coefficients -8.9591 0.40738 Standard Error 0.06023 0.001816 t Stat -148.748 224.3536 P-value 1.8E-244 2.1E-288

Intercept Role Clarity

Table 2 (a) exhibits regression statistics for job satisfaction level in public sector organization and Role Clarity in public sector organization. R2 value is coming as 99.5% which is an indication of strong predictor model. Standard error is relatively low. Table 2 (b) shows that F-value is significant which exhibits overall significance of regression model. Table 2 (c) exhibits t value and p value for testing the slope of the regression model. Significant p value corresponding to t value is an indication of linear relationship between dependent (job satisfaction) and independent variable (role clarity).
Table 3: Regression Results between Job Satisfaction (Private Sector) and Role Clarity (Private Sector) Regression Statistics for Job Satisfaction and Role Clarity in Private Sector organization
Regression Statistics Multiple R R Square Adjusted R Square Standard Error Observations 0.99 0.98 0.98 0.13 250

Table 3 (a):

Table 3 (b):

ANOVA table for Job Satisfaction and Role Clarity in Private Sector organization
df 1 248 249 SS 447.3291 4.526939 451.856 MS 447.3291 0.018254 F 24506.1 Significance F 0.0000

Regression Residual Total

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Table 3 (c): t value and p value for the regression result between Job Satisfaction and Role Clarity in Private Sector organization
Coefficients -14.09 0.94 Standard Error 0.10 0.0060 t Stat -128.49 156.54 P-value 0.0000 0.0000

Intercept Role Clarity

Table 3 (a) exhibits regression statistics for job satisfaction level in private sector organization and Role Clarity in private sector organization. R2 value is coming as 98.9% which is an indication of strong predictor model. Standard error is relatively low. Table 3 (b) shows that F-value is significant which exhibits overall significance of regression model. Table 3 (c) exhibits t value and p value for testing the slope of the regression model. Significant p value corresponding to t value is an indication of linear relationship between dependent (job satisfaction) and independent variable (role clarity).

5. Discussion and Conclusion

It is clearly evident from Table 1 that role clarity score is high for public sector organization as compared to private sector organization. Role clarity is also higher in public sector organization. Results can also be explained in the light of more experience of employees in the public sector organization. Experience makes them perfect and even when something is ambiguous from the environment; employees make it clear due to their rich experience in the organization. Another reason may be explained as a fact that public sectors have got rich experience of handling of variety of job related affairs. This provides an opportunity to them to make the job variables and conditions very clear. On the other hand, private sector employees are less experienced so, they are not in a clear state of mind to make the unambiguous environment clear. They do not have well established set up in different towns. This even makes the things more difficult. Ultimately, as result employees of public sector organization exhibit higher level of role clarity as compared to private sector organization. On the same line Rizzo, House and Lirtzman (1970); Kahn et al. (1964) also stated that in public sector organization role clarity (his/her duties are clearly defined by Department of Defense regulations), is high as comparison to private sector organization. Table 2 (a), 2 (b), 2 (c) and Table 3 (a), 3 (b), 3 (c) exhibits the result of regression (linear) between job satisfaction and role clarity for public sector organization and private sector organization, respectively. Regression result between job satisfaction and role clarity clearly explain that the higher level of role clarity provide higher level of job satisfaction among employees of both the organizations. There may be the difference in perceived role clarity of the employees but there is uniform opinion about the importance of role clarity in the organization. Role clarity is undoubtedly a prerequisite of job satisfaction level among employees.

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Jai Prakash Sharma and Naval Bajpai Armstrong, M. (1996), A Handbook of Personnel Management Practice, 6th ed., Kogan Page Limited, London. Banton, M. (1965), Roles: An introduction to the study of social relations, New York: Basic Books, Inc. Behnnan, Douglas N. , William J. Bigoness, and William D. Perreault, Jr. (1981), Sources of Job Related Ambiguity and Their Consequences Upon Salespersons' Job Satisfaction and Performance, Management Science, Vol.27 (11), pp.1246-60. Behrman, Dou^as N. and William D. Perreault, Jr. (1984), A Role Stress Model of the Perfonnance and Satisfaction oflndustrial Salespersons Joumal of Marketing, Vol. 48 (Fall), pp.9-21. Berry, L.L., Zeithaml, V.A. and Parasuraman, A. (1990), Five imperatives for improving service quality, Sloan Management Review, Vol. 31 No. 4, pp. 29-38. Cohen, A. R. (1959), Situational structure, self-esteem, and threat-oriented reactions to power In D. Cartwright (Ed.), Studies in social power, Ann Arbor: University of Michigan Press. Donnelly, J. & Ivancevich, J. (1975); Role clarity and the salesman, Journal of Marketing, Vol. 39 No. 1, pp. 71-4. Hackeman, J.K & Oldham G.R. (1975), Development of the job diagnostic survey, Journal of applied psychology, Volume 60, pp.159-170. Hackman, J.R. & Oldham, G.R. (1976), Motivation through the design of work: test of a theory, Organisational Behaviour and Human Performance, Vol. 16, pp. 250-79. Hackman, J.R. & Oldham, G.R. (1976), Motivation through the design of work: test of a theory, Organisational Behaviour and Human Performance, Vol. 16, pp. 250-79. Jackson, S. & Schuler, R. (1985), A meta-analysis and conceptual critique of research on role ambiguity and role conict in work-settings, Organizational Behavior and Human Decision Process, Vol. 36, pp. 16-78. Jackson, S. & Schuler, R. (1985), A meta-analysis and conceptual critique of research on role ambiguity and role conict in work-settings, Organizational Behavior and Human Decision Process, Vol. 36, pp. 16-78. Jong, Adde, de Ruyter, Ko, Streukens, S. and Ouwersloot, H. (2001), Perceived uncertainty in self-managed service teams: an empirical assessment, International Journal of Service Industry Management, Vol. 12 No. 2, pp. 158-68. Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964), Occupational stress: Studies in role conflict and ambiguity, New York: Wiley. Kelly, J.P. & Hise, R.T. (1980), Role conict, role clarity, job tension and job satisfaction in the brand manager position, Journal of the Academy of Marketing Science, Vol. 8 No. 2, pp. 120-37. Korczynski, M. (2002), Human Resource Management in Service Work, Palgrave, Basingstoke. Lyons, T. F. (1971), Role clarity, need for clarity, satisfaction, tension, and withdrawal, Organizational Behavior and Human Performance, Vol.6, pp.99 - 110. MacKenzie, S.B., Podsakoff, P.M. & Ahearne, M. (1998), Some possible antecedents and consequences of in-role and extra-role salesperson performance, Journal of Marketing, Vol. 62 No. 3, pp. 87-97. Mukherjee Avinandan & Malhotra Neeru (2006), Does role clarity explain employeeperceived service quality? A study of antecedents and consequences in call centres, International Journal of Service Industry Management, Vol. 17 No. 5, pp. 444-473. Mukherjee Avinandan & Malhotra Neeru (2006), Does role clarity explain employeeperceived service quality? A study of antecedents and consequences in call centres, International Journal of Service Industry Management, Vol. 17 No. 5, pp. 444-473.

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Appendix
(i) In my organization, employees work in a team culture; (ii) My organization provides timely feed back to employees; (iii) My organization provides an autonomous work environment; (iv) In my organization, generally employees are also involved in the process of decision making; (v) In my organization, supervisors are considerate and supportive; (vi) In my organization, teams support individuals in attaining goals; (vii) In my organization, employees generally exhibit achievement oriented behavior; (viii) In my organization, leadership is task oriented and (ix) In my organization, organizational climate is healthy and fosters environment of learning.