Role clarity and employee performance within cross- functional teams in a South African energy-generation subsidiary

Abstract

Cross-functional teams are vital to operational efficiency in energy generation settings, where time-critical, safety-important and technically challenging tasks require seamless collaboration across different areas. Despite their value, the effectiveness of such teams often struggle with unclear roles, inconsistent communication and varying levels of employee experience. This quantitative study examined the link between role clarity and worker performance within cross-functional teams at a selected South African energy generation subsidiary. Using a deductive approach and a correlational, cross-sectional design, the research sought to empirically determine whether higher levels of role clarity translate into improved self-reported employee performance. Data were collected from 54 employees across engineering, workshop operations, project management, maintenance, quality and supporting technical roles. A non-probability purposive sampling strategy was used to intentionally target individuals actively involved in cross-functional operations. Role clarity and employee performance were measured with established scales, both of which showed strong internal reliability. Descriptive statistics offered insights into demographic patterns, including employment type and years in cross-functional teams, while inferential tests employed Pearson's correlation and straightforward linear regression. The results showed a positive and statistically significant link between role clarity and employee performance (r > 0, p < .01), further supported by a meaningful regression coefficient (β = 0.41, p < .01). These findings confirm that increased clarity in roles, expectations and reporting structures are associated with better performance among employees working in complex, interdependent team settings. Differences observed across experience levels and types of employment suggest that targeted approaches, such as structured onboarding, ongoing communication and strengthened managerial support may help optimise performance. The study contributes to organisational behaviour and human resource management literature by offering empirical evidence from a highly specialised energy generation setting. Practically, the findings highlight the importance of systematic role clarification processes to boost cross-functional team effectiveness, especially in environments where operational reliability and accuracy are critical. The recommendations emphasise the need for ongoing communication, continuous training and organisational support to maintain consistent role understanding across various technical teams.