Effects of Supervisor-Subordinates Relations on Subordinates’ Commitment Behaviour in Ghana

Matthew Sabbi

doi:10.47127/ijtmr.v1i3.31

Abstract

This study examined the effects of subordinates’ perception of supervisor favouritism on subordinates’ commitment to their organizations in the Ghanaian context. A cross-sectional survey was employed to study 296 employees comprising supervisors and subordinates in two organizations (public and private). Results from t-test, analysis of variance, Pearson product-moment correlation coefficient and hierarchical multiple regression showed: (a) no significant difference in the amount of perceived supervisory support; (b) that perceived favouritism based on ethnicity had a greater tendency to influence supervisor-subordinate exchanges and also the amount of perceived supervisory support; and (c) that subordinates who received more supervisory support were highly committed. There was an inverse relationship between perceived favouritism and organizational commitment of subordinates. Surprisingly, subordinates who perceived favouritism did not show a higher tendency to quit their organizations but rather continued to stay. The organizations could benefit greatly if the lower turnover intents are translated into practical work outputs but that, of course, will involve reducing perceived favouritism to the barest minimum. Suggestions for future research are made. Keywords: Supervisor-subordinates relations; Organizational commitment; Ethnicity

Highlights

Research findings suggest that workforce diversity could be both beneficial for higher productivity and low turnover if diversity is well-managed but challenging for the implementation of policies fairly and managing employees’ perception of fairness
The findings of the study generally give some support to the Leader-member exchange (LMX) model (Graen and Uhl-Bien, 1995), which places emphasis on the assertion that leaders do not treat all subordinates but rather, leaders engage in preferential treatment of subordinates in view of the limited resources and time in exchange for subordinates’ support and loyalty
It was observed that subordinates’ perception of differential treatment by supervisors is influenced by ethnicity but those who perceive lower quality of LMX may continue to be committed to their organizations

Summary

Introduction

Research findings suggest that workforce diversity could be both beneficial for higher productivity and low turnover if diversity is well-managed but challenging for the implementation of policies fairly and managing employees’ perception of fairness. It is more exigent when employees have varying perceptions of fairness and favouritism which affect their work behaviour, attitude and the organization’s task (Ensher et al, 2001). Graves and Powell (1995) show how perceived similarity between recruiters and applicants influence recruiters’ decision to employ an applicant Such a situation may affect the subsequent work behaviours and attitudes of workers in the organization. Most of these SOEs performed so badly and accumulated huge debts that a programme was launched between 1987 and 1999 to divest and reform these SOEs in order to improve management and performance (Appiah-Kubi, 2001)

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Conclusion