Research shows that turnover in managerial positions can cost an organization from 5 to 25 times an employee's monthly salary. Although some turnover is inevitable, many times it is caused by employee dissatisfaction with the job or its conditions, and this dissatisfaction is often directly attributable to stress resulting from role conflict or ambiguity. This is especially relevant to faculty in educational institutions who experience demands to perform many discrete tasks. Further, the stress factors felt by faculty tend to affect chairpersons to a greater degree. Dissatisfied employees who remain on the job tend to be unproductive and reduce the productivity of others, while dissatisfied department chairpersons can have disastrous effects on the morale of a department or division. Research has shown that the administrator's role is more important than environment, structure, and institution type in accounting for performance of the department. However, research has also found that the chair's position is fraught with role conflict and ambiguity. Since the quality of a college is determined by the quality of the departments and administrative behavior, then the levels and causes of job satisfaction among chairpersons must be investigated and addressed. Contains 19 references. (TGI)