Job stress is an area of research in which the relationships among job stressors (characteristics of the workplace) and individual strains (responses of the individual worker) are explored. The uncertainty model of occupational stress proposes that the two uncertainties (of effort-to-performance or E-->P and performance-to-outcome or P--0>) are intervening variables between some job stressors and individual strains. It is inherent in the uncertainty model that the two uncertainties can function as intervening variables between some job stressors and individual strains. Also, supervisory practices have long been thought to contribute to role conflict and role ambiguity, and the uncertainty model is therefore consistent with the proposition that conflict and ambiguity would be intervening variables between supervisors' styles and the uncertainties. This study examined these intervening various possibilities. Subjects were 106 employees of 260 (response rate was 41%) in 3 offices of a large accounting firm who responded to questionnaires measuring supervisory styles, job stressors, uncertainties, and outcomes. Overall there was mixed support for the uncertainty theory of occupational stress. Role conflict and role ambiguity were related to estimate effort-to-outcome and performance-to-outcome uncertainties in different, predicted ways. Supervisory styles tended to be less strongly related to the uncertainties than the role stressors were, and they also tended to be more strongly related to the role stressors than to the uncertainties. (ABL)