角色模糊是一个类似的现象,发生在发送的角色。角色模糊出现当焦点的能力和需求的人并不认为是正确的。卡恩(1974,59页)定义为一个“一个人的信息量之间的差异和他需要执行角色adequatelyA»。换句话说,这实际上发生在预期结果不清楚因为缺少信息。Rizzo和Lirtzman(1979)在一个公认的概念说,角色模糊发生在个人缺乏清晰定义的角色期望,需求或方法来完成自己的工作任务。这种情况经常发生,因为焦点的人都不知道有多宽或瘦是它的责任,因此焦点的人有点失去了所期望的功能角色,他必须练习。这可能出现经理缺乏清晰的认识如何评价他的表现。这些类型的不确定性是由于一个不一致的定义角色的误解或它可以预期要求发送者的角色,有时不止一个有矛盾的需要或意图,什么可以令人不安的。当这些事件发生时焦点的人也不能确定使用什么方法来解决这个问题,消灭歧义。主观的角色模糊是一个不必要的心理状态(Ilgen曹国雄,1991年,p . 194)。总结上面的言论,焦人连续怀疑其角色和角色发送者如何评价其性能造成焦虑和紧张(房子,里佐,1972,p . 647)。
The role ambiguity is a similar phenomenon and it takes place in the role sending. Role ambiguity comes up when the abilities and the needs of the focal person are not considered correctly. Kahn (1974, p. 59) defines it as the Â«Â discrepancy between the amount of information a person has and the amount he requires to perform his role adequatelyÂ Â». In other words, this matter of fact occurs when the results expected are unclear because of a lack of information. Rizzo and Lirtzman (1979) said in a generally accepted concept that role ambiguity occurs when individuals lack a clear definition of their role expectations, and the requirements or methods to complete their job tasks. This situation takes place because often the focal person do not know how wide or thin are its responsibilities, hence the focal person is somewhat lost in the functions expected by the role that he must practise. This may arise to the manager by a lack of clarity about how his performance is evaluated. These kinds of uncertainties arise because of an inconsistence in the definition of the role or it can be too the misunderstanding of the expectations required by the role senders, who sometimes are more than one with contradictory needs or intentions, what can be disquieting. When these kinds of events happen the focal person is uncertain about what way to use to solve the problem and annihilate the ambiguity. Subjective role ambiguity is an unwanted psychological state (Ilgen and Hollenbeck, 1991, p. 194). Generalising remarks above, the focal person is in a continuous doubt about its role and how the role senders evaluate its performance what creates anxiety and strain (House and Rizzo, 1972, p. 647).