There may be a reason why the quippy phrase “that’s not in my job description” has endured for decades, according to a study in the upcoming June 2026 issue of the Journal of Vocational Behaviour: role ambiguity is a major workplace stressor.
When researchers analyzed peer-reviewed studies, theses, and dissertations published about work between 1964 and 2024, they narrowed their focus to the three main workplace stressors: role ambiguity, role conflict and role overload.
According to researchers, ambiguity “tends to be the most detrimental driver of employee and organizational outcomes” compared to role conflict and overload. Not only did role ambiguity cause the most stress, but it was also the reason why productivity tanked.
Role definition may be an opportunity for HR professionals. Research released last month offered HR leaders three best practices for redefining workplace roles, especially for Gen Z and millennial workers: Center meaningful interpersonal interaction, look at the systemic roots of burnout (such as poor management or unsustainable workloads) and design roles around “clear outcomes and ownership.”
These approaches to redefining workplace roles may also prove useful given younger workers’ aversion to certain leadership roles. Following an Express Employment Professionals report about how workers don’t want to be supervisors, experts told HR Dive that many people are reluctant because they see traditional supervisory roles as high stress and low reward.