Staying When Roles Are Unclear: How Innovation, Trust, and Fairness Reduce Turnover Risk

What is it about?

This study explores how role ambiguity—uncertainty about what is expected of employees at work—can increase their intentions to leave the organization, and how different types of resources can help reduce this risk. Drawing on the Job Demands–Resources (JDR) model, the authors propose that when employees face unclear roles, they experience uncertainty and stress, which may prompt them to consider leaving. However, three resources can buffer these effects: innovation propensity, goodwill trust, and procedural justice. Using survey data from employees in a large Mexican distribution company, the study finds that role ambiguity significantly increases turnover intentions, but this negative relationship weakens for employees who (1) have a high innovation propensity, meaning they enjoy developing creative ideas to handle challenges; (2) experience goodwill trust with peers, so they can share concerns and insights without fear of exploitation; and (3) perceive procedural justice, believing that decisions in their organization are made fairly and transparently. Together, these resources reduce the uncertainty linked to ambiguous roles and lower the likelihood that employees will want to quit. The findings emphasize that organizations facing role ambiguity issues should not only clarify responsibilities but also cultivate creativity, trust, and fairness to retain their workforce.

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Photo by Resume Genius on Unsplash

Photo by Resume Genius on Unsplash

Why is it important?

This study uniquely integrates personal, relational, and organizational resources within a single (JDR) framework to explain when role ambiguity triggers turnover intentions. Rather than treating these factors separately, it shows how they jointly buffer employees’ energy and engagement under uncertainty. Innovation propensity emerges as a key coping resource, enabling creative employees to turn ambiguity into opportunity. Goodwill trust fosters psychological safety, while procedural justice ensures fairness, together easing the strain of unclear roles. The research is also timely, as modern organizations increasingly rely on fluid roles, cross-functional work, and adaptive structures that heighten ambiguity. Conducted in the Mexican cultural context, it extends the JDR model by showing how collectivist values and respect for authority shape reactions to fairness and trust. The findings provide actionable insight for leaders aiming to retain talent amid uncertainty—demonstrating that fostering innovation, trust, and procedural fairness can transform ambiguity from a turnover risk into a manageable, motivating challenge.