Role Ambiguity, Role Conflict, and Performance: Empirical Evidence of an Inverted‑U Relationship

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Abstract
The traditional view of the relationship between role stressors (role ambiguity and role confict) and performance is contrasted with a perspective that has received relatively little attention. Some sales force scholars have suggested that the relationship between role stressors and job outcomes might mirror the inverted-U relationship between actual felt stress and performance (e.g., Yerkes–Dodson’s law, activation theory). The empirical evidence they reported is inconclusive: the hypothesis with respect to performance is not supported. Nevertheless, many sales force management textbooks maintain that an inverted-U relationship exists. Based on a survey of 1,290 salespeople, the present research demonstrates that an inverted-U relationship, similar to that posited by Yerkes–Dodson’s law, is indeed plausible. Furthermore, this relationship appears to be moderated by organizational tenure and proactive tendencies.

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