Job satisfaction has been linked to positive outcomes, such as increased commitment and higher levels of productivity, as well as negative outcomes, such as tardiness, absenteeism and turnover. Examining predictors of job satisfaction can provide information to develop effective interventions that increase job satisfaction. This study examined occupational self-efficacy and role ambiguity as predictors of job satisfaction. Employees of housing finance agencies (N=286) in three states were administered items from the Job in General (aJIG: Stanton, Sinar, Balzer, Julian, Thoresen, & Aziz, 2001) subscale of the Job Descriptive Index, the Multidimensional and Multifaceted Role Ambiguity Scale (MULTIRAM: Singh & Rhoads, 1991), and the short form of The Occupational Self-Efficacy Scale (Schyns & von Collani, 2002). The correlation of job satisfaction (M=2.28, SD=.56) with role ambiguity (M=1.97, SD=.58) was -.33 (p<.01). The correlation of job satisfaction with occupational self-efficacy (M=5.35, SD=.49) was .13 (p<.05). The correlation of role ambiguity and occupational self-efficacy was -.36 (p<.01).;A moderated multiple regression analysis was conducted with two centered predictors, occupational self-efficacy and role ambiguity, as well as the interaction term. The two predictors explained about 13% of the variance in job satisfaction (R2=.13, p<.01), white the interaction term (R2=.05, p<.01), indicated about 5% of the variance in job satisfaction. Post hoc probing (Aiken & West, 1991) indicated that lower levels of role ambiguity were associated with higher levels of job satisfaction regardless of levels of self-efficacy. The three slopes of simple regression lines were tested and only the slope for the Low Ambiguity group was statistically significant [t(262)=-2.92, p<.01)], suggesting that those with lower occupational self-efficacy showed significantly higher levels of predicted job satisfaction when the level of role ambiguity was low.;Results suggest a conditional effect of occupational self-efficacy on predicted job satisfaction depending on the degree of role ambiguity. For individuals with lower self-efficacy, targeting an intervention to decrease the level of ambiguity in the work place would provide the greatest benefit and increased satisfaction. However, at all levels of self-efficacy, employees' overall satisfaction may be increased from interventions to decrease role ambiguity.