Application of the Controllability Principle and Managerial Performance: The Role of Role Perceptions
Michael Burkert, Franz Michael Fischer & Utz Schäffer
Introduction. The aim of this research is to evaluate how managers’ perceptions impact the relationship between the application of the controllability principle and managerial performance. The research is based on role theory which says that human behavior is directed by expectations either from the individual than other people. In this study the “individual” is considered to be the managers and the “other people” are considered to be the managers’ superiors. Superiors have expectations, which are considered as pressure, on managers’ behavior in order to make them conform to the expectations.
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The authors suppose that the application of the principle has an influence on managers’ role perceptions which in turn affect their performance. They suppose that non-application of the principle affects positively role stress which is composed by role ambiguity (H1) and role conflict (H2). In turn, role ambiguity (H3) and role conflict (H4) negatively influence managers’ performance. In other words, the general effect of the application of the principle on managers’ performance is indirect and mediated by role ambiguity and role stress. Additionally, they use the hierarchical level of managers as a moderator in order to assess if the application of the principle similarly affects managers’ perception (H5) independently of their hierarchical position in the …show more content…
The Hypotheses were tested with a structural equation modeling (SEM). Several fit indices indicate that the fit of the model is good. For hypotheses 1 to 4, they firstly tested for the direct effect of the principle on managers’ performance. Then, they tested how this relationship was mediated by role ambiguity and role conflict. Hypothesis 5 was tested with multi-group analysis. They divided the original sample into two subsamples (one with 155 top-managers and on with 285 lower and middle manager) in order to compare them. To assess the robustness of the results, they did the same procedure with another instrument measurement for managerial performance (Hall, 2008) and they found the same results. Then, they tried another model which measured only one variable for role stress (based on Hopwood, 1972) and they arrived at the same conclusions as the main model. These verifications indicate a good robustness of the
When a subordinate fully understands your intent, it is easier to hold them accountable for their
To select the sample for this study, data will be collected from two businesses; Alabama Power and Blue Cross and Blue Shield of Alabama in Birmingham, Alabama. The surveys will include segments in which the participants were asked to give an account of their; workplace, supervisor-subordinate relationship, leadership, employee performance, and organizational performance at the workplace (Scheidt-Nave et al., 2012). The other possible data collection may come from Survey Monkey. The instruments used for this study will be the OPS (all 67 participants will evaluate the organization), 360-degree feedback (57 subordinates will evaluate their supervisors and 10 supervisors will evaluate their subordinates), and the GRS (10 supervisors will evaluate their subordinates and 57 subordinates will evaluate
In the game of football it important that every variable on the field stick to their roles. According to the text, roles are a set norms of how people should behave in a given situation (Myers). In this case the hierarchy being the coach and coincidentally the players are a product
These are the factors that play a major role in increasing employee motivation on the job. While management was once determined by status and privilege, this is no longer the case. Modern leadership is now an ambition that leaders must earn from the people following them. Leaders must make a daily effort to keep their followers motivated and committed to the leaders they are following. Followers make a daily decision whether to follow their leaders.
Meredith Belbin and his research team at Henley Management College established for the first time THE TRAM ROLES THEORY which called ‘The Belbin Team Role Self-Perception Inventory (BTRSPI)’. Since the 1970s, Dr. Belbin have done many researches in the field of team effectiveness and eventually he defined nine types of team roles which
In this milestone we will be looking at a few key items of employee and labor relations. Some items that this paper will cover are things such as employee discipline, performance management and employee and labor relations. First, we will start by looking at employee discipline. Employee Discipline: Analyze punitive and nonpunitive disciplinary approaches, and explain their impacts on employee relations. When talking about employee discipline there are two schools of thought.
“Consequently, it leaves unsettled the very important question of how authority should be zoned in a particular organization (the modes of specialization) and through what channels it should be exercised” (p. 105). The second tenet unit of command is argued by Simon by not specifically established that during disagreements or conflicts specialization then not compatible. The lack of authority form supervisors in case of conflicts, may not be to resolve issues by applying the appropriate sanctions or penalties to resolve the problem. 3. ””
Another assumption regarding and identified this domain is that expected transformational leadership attitudes and subordinates’ performance and organizational citizenship behaviours is mediated by good leader and member interaction. The communication between subordinate and leader is responsible for better organizational citizenship behaviours and leadership. Subordinates are appreciated by the leader to contribute to the organization’s welfare by sharing their ideas. One of other assumptions is that the leaders have significant control on shaping the role and personalities of the subordinates and followers
These leaders are more qualified as they need to be patient in teaching and building a good relationship with their employees. How well a manager does and how well he is being used to the fullest depends on the situation he is placed in. In path-goal theory, it is stated that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals, and by increasing the number and kinds of rewards available
The differential effects on managerial and non-managerial subordinates. Journal of Organizational Behavior, 31, 122–143. doi:
3. What are the implications of role ambiguity within a team framework and with regard to: a. Task achievement b. Team cohesion c. Personal achievement Implications of role ambiguity within a team framework and with regard to the following are: A. Task achievement - Will not be fulfilled if team members are unclear as to what is expected of them to do. No significant task can be accomplished without the help of other members. B. Team cohesion - Within the team, members typically specialise in deferent tasks.
This makes them feel like an important person within the organisation. It helps organisation to monitor their employee’s performance and flexibility towards their work. Weaknesses of situational leadership is that there is less understanding on demographic because of the lack of quality experience of employees as they
Also, the actual values of the managers may be different from the values expressed during the
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