The effect of varying amounts of maintenance work on perceptions of role conflict, role clarity, and reward clarity was analyzed in ten organizations representative of widely varying computing environments. The organizations had one characteristic in common-productivity of maintenance personnel was satisfactory, consistent with that of personnel assigned to new development work. The research revealed significant differences in perceptions of congruency between high maintenance and low maintenance employees. High maintenance employees appear to attain much higher levels of role clarity and reward clarity and much lower role conflict