This research investigates how employees' perceptions of role ambiguity might inhibit their propensity to engage in organizational citizenship behavior (OCB), with a particular focus on the potential buffering roles of two personal resources in this process: political skill and organizational identification. Survey data collected from a manufacturing organization indicate that role ambiguity diminishes OCB, but this effect is attenuated when employees are equipped with political skills and have a strong sense of belonging to their organization. The buffering role of organizational identification also is particularly strong when employees have adequate political skills, suggesting the reinforcing, buffering roles of these two personal resources. Organizations that want to foster voluntary work behaviors, even if they cannot provide clear role descriptions for their employees, should nurture adequate personal resources within their employee ranks.