Interpersonal Facilitation and Goal-oriented Managerial Behavior in Japan

Abstract

ABSTRACT This study assesses how effectively public officials promote interpersonal facilitation in Japan by examining how goal-oriented managerial behavior affects individuals and how division-level interdependence affects individual-level interpersonal facilitation. Data from 641 questionnaires completed by local public officials were analyzed with multilevel structural equation modeling. This showed that performance management based on individual-level goal-oriented managerial behavior improves interpersonal facilitation through job enrichment at the individual level and that increasing task interdependence and outcome interdependence at the divisional level stimulates interpersonal facilitation. Goal-oriented managerial behavior improves interpersonal facilitation when individuals belong to divisions characterized by high levels of task interdependence and outcome interdependence.