Job satisfaction is, without a doubt, one of the most heavily studied topics in organizational psychology, as well as in the broader field of industr… - Steve M. Jex

Like role ambiguity, the assessment of role conflict has been primarily through self-report measurement. The scale that has been used most often is that developed by Rizzo et al. (1970). These items ask respondents whether they experience things such as “incompatible requests” and situations in which their work is “accepted by one group but not accepted by others.” A sample item from this scale is, “I receive incompatible requests from two or more people.” Strong agreement with a statement such as this indicates a high level of role conflict. Like the Rizzo et al. role ambiguity scale, this scale has also been the focus of much criticism and debate in the occupational stress literature (Kelloway & Barling, 1990, Netemeyer et al., 1990; Smith et al., 1993; Tracy & Johnson, 1981). Unfortunately, there have been few attempts to develop alternative measures.

In the organizational sciences (e.g., organizational behavior, organizational psychology), one of the more misunderstood terms is “organizational theory.” To some, organizational theory is a field of study; to others, it is the process of using metaphors to describe organizational processes... or it represents an attempt to determine the best way to organize work organizations. The term is used to indicate all of these things, but an “organizational theory” is really just a way of organizing purposeful human action. Given the diversity of purposeful human endeavors, there are numerous ways to organize them, and, hence, a great many organizational theories.

The investigation of job-related stress involves studying the relationship between stressful aspects of jobs (normally termed {[w|stressors}}) and the reputed results of stressor exposure (normally termed strains). Although several diverse theoretical models of the process by which stressors impact employees exist (e.g., Ivancevich & Matteson, 1980; Jex, in press; Jex & Beehr, 1991; Kahn & Byosiere, 1992), most models propose that employees are exposed to stressful working conditions, these conditions are perceived, and finally employees exhibit strains, which can include behaviors (e.g., increased smoking), physical illness, and psychological distress. On the job stressor side, there have been only a limited number of scales developed, which has tended to focus the field on a relatively small number of potential job stressors, for example, role ambiguity and role conflict. Yet research clearly suggests an important role for other job stressors that have received inadequate attention, such as interpersonal conflict in the workplace (Keenan & Newton, 1985) and organizational constraints on performance.