Abstract
Purpose: This research intends to investigate the mediating role of helping behavior in relationship between employee ingratiation and supervisor satisfaction across high and low levels of ingratiation behavior, and answers the questions: how, when and why ingratiation is effective.Design/methodology/approach: Data were collected through questionnaire surveys in hotel industry, and structural equation modelling was applied to analyze these data by using hypothetical-deductive approach.Findings: The results indicate that helping behavior is an important mediator of the relationship between ingratiation and supervisor satisfaction. Moreover, ingratiation is also a strong moderator of the relationship between helping behavior and supervisor satisfaction. This research concludes that employee ingratiation positively predicts helping behaviors, and consequently the supervisor satisfaction.Research limitations/implications: This study is not experimental in nature, but a cross-sectional design has been followed. Future research can focus on an experimental design by incorporating a time element, and the design and analysis should be nested since this study did not use multilevel analysis. Moreover, this study used only two forms of ingratiation for measuring employee ingratiation behavior. We suggest researchers to consider all four dimensions of ingratiation by using some distinct scales.Practical implications: This research explains mechanisms underlying supervisor-subordinate relationship, and contributes to organizational behavior research by answering the question; 'when and how ingratiation could be effective?' The findings of this study have important managerial implications, and provide future lines of research. Social implications: The findings of this research demonstrate that ingratiation is an important tool for satisfying superiors if employees exhibit helping behaviors towards coworkers and supervisors. Particularly, new employees can benefit from ingratiation to socialize within work organizations. Moreover, existing employees can use ingratiation to establish as well as maintain better social relations with supervisors and colleagues.Originality/value: Previous research emphasized more on customer-directed employee ingratiation but this study offers its contribution by emphasizing coworker as well as supervisor directed employee ingratiation. Moreover, this study measures effectiveness of ingratiation in terms of employee task performance representing supervisor satisfaction.
Highlights
Research on supervisor-employee relationship has widely discussed employee’s satisfaction with his or her supervisor (Jernigan & Beggs, 2005)
This study contributes to the research in organizational behavior by answering question that 'when and how ingratiation could be effective?' Previous research emphasized more on customerdirected employee ingratiation but this study offers its contribution by emphasizing coworker as well as supervisor directed employee ingratiation
This study found that ingratiation is positively and significantly associated with helping behavior
Summary
Research on supervisor-employee relationship has widely discussed employee’s satisfaction with his or her supervisor (Jernigan & Beggs, 2005). Supervisor’s satisfaction with his or her employee has received a relatively less attention (Rich, 2008). The literature on supervisor’s satisfaction with employee performance seems to focus on employee’s personality and ability to perform a specific job (Kolo, 2006). In this regard, social interaction processes have been relatively less explored (Hackman, 1986; Liden & Mitchell, 1988). There is need to work on social interaction processes to understand how, other than personality and ability, employees make efforts to achieve supervisor satisfaction
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