Subordinate Performance Research Articles

PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN TRANSAKSIONAL TERHADAP KINERJA BAWAHAN MELALUI KEPUASAN KERJA

The purpose of this study is to investigate whether transformational and transactional leadership styles have an impact on subordinate performance. Also we want to analyze the effect of job satisfaction as a mediating role. The study was conducted at SMK Muhammadiyah Pakem and SMK Muhammadiyah 1 Moyudan, Sleman. The number of samples was 110 respondents(teachers and school employees). Structural Equation Modeling (SEM) analysis was used to analyze the data. The results showed that the transformational leadership style did not have a significant influence on subordinate performance while transactional one influenced positively. The transformational leadership style had a significant influence on job satisfaction. The result of the transactional leadership style on job satisfaction was negative, while job satisfaction had a very significant influence on subordinate performance. Based on these studies, it was recommended that the principal should apply a combination of both Transformational and Transactional leadership styles in accordance with the situation and the nature of the particular task assigned to the employee. In addition, Transactional leadership style is more preferable in improving employee performance to reach optimal organizational performance.

Effects of School Principals’ Leadership Behaviors: A Comparison between Taiwan and Japan*

Japanese culture values the team approach to leadership, as a team's honor is greater than an individual's honor (Ishikawa, 2012; Turner, 1991). In the 1980s, team spirit gave birth to No. 1 (White, 1980). Subject to cultural influences, honor and shame are what Japanese samurai often had in mind when they do things. In order to attenuate shame and maintain honor, Japanese samurai performed Seppuku stomach- or abdomen-cutting when they brought shame to themselves (Chang, 2015). The researcher believes that such a culture represents a spirit and power controlled by the society within this group, and makes Japanese nationals value teams and groups. Meanwhile, there are also studies that associate samurai spirit with Japanese sports coaches' leadership (Miller, 2011), meaning that leaders in Japanese organizations value a team's honor and develop the concept of samurai paradigms. These thoughts are similar to opinions in Sentocnik and Rupar's (2009) thesis, Future School Leadership, in many ways. Sentocnik and Rupar believed that, in addition with the evolution of value systems in different periods of time, principals' role would march toward a team approach to leadership, diverse leadership, and symboloriented leadership.Taiwan is located at the junction of East Asia and Southeast Asia and is an island country like Japan. Both countries share similar geographic characteristics and a culture rooted in Confucianism (Ling & Shih, 1998; Nosco, 1998). However, Taiwan is an island country with diverse cultures as a result of Dutch, Spanish, and Japanese rule in the past (Li, 2009; Rudolph, 2011). In recent years, transnational marriages are becoming popular in Taiwan with an influx of migrants from the Philippines, Vietnam, Malaysia, Indonesia, and mainland China, which accentuates the phenomenon of cultural diversity in Taiwan. Therefore, more than ever, Taiwan's educational fields in recent years are leaning toward embracing more diverse value systems and complex behaviors (Wu, 2011; Tsai, 2011). Traditional principal-centric leadership behaviors may become unable to handle complex and diverse school environments (Weberg, 2012). Teachers' diverse values and complex behaviors necessitate that a school principal must adopt diverse leadership (multi-frame leadership) (Bolman & Deal, 2008) or compound leadership to cater to different circumstances and conditions (Uhl-Bien, Marion, & McKelvey, 2007).As Taiwan was ruled by Japan, considerable similarities exist between Taiwanese and Japanese culture. However, since Taiwan has not been ruled by Japan for 70 years, Taiwanese culture has diverged from Japanese influence.On the premise that cross-national research of leadership behaviors could enhance the academic value of research results (Boehnke, Bontis, DiStefano, & DiStefano, 2003), this study sets out to explore the similarities and differences of school leadership behaviors in Taiwan and Japan. The benchmark for the comparison of leadership behaviors and the theoretical foundation of leadership behaviors originates from a team approach to instruction leadership, compound leadership (including adaptive leadership and delegative leadership), and diverse leadership (including structureoriented leadership, human resources leadership, politically-oriented leadership, and symbol-oriented leadership), which were emphasized in the thesis, School Leadership in the Future(Sentocnik & Rupar, 2009). This study investigates the aforementioned leadership behaviors and their effects on the basis of two theories: (1) behavioral pattern theory, which argues that leadership behaviors affect subordinate behaviors and organizational performance (Schoner & Kelso, 1988); and (2) behavior theory, which states that leadership behaviors affect subordinate performance (Khan, Nawaz, & Khan, 2016). Premised on these theories, this study examines the differences between these leadership behaviors and developed appropriate indicators for teacher performance and organizational performance. …

ANALISA MANAJERIAL SISTEM TERHADAP PRODUKTIFITAS KARYAWAN

The study entitled Analysis of Leadership Style on Employee Performance At Sarana Karya Mandiri CV Palembang. Performance is the result of the work accomplished by individuals who disesuaikandengan role or duties associated with a measure of value tertentudari company where the individual works. The role of leadership style needed to perform functions within the organization in order to obtain maximum employee performance. Likewise, the formation of good norganisasi komitme expected to support and improve the performance of the maximum. Leaders with good leadership style will create high motivation within each subordinate, so the motivation will arise morale can improve the performance of subordinates. The aim of this study was to determine how much performance Leadership Style Analysis Employees At Sarana Karya Mandiri CV Palembang. Number of members of the population of 30 respondents. This research uses descriptive analysis with qualitative approach using questionnaires and documentation as a means of collecting data by using two variables, namely the style of leadership and employee performance. The lower the low style of leadership that is applied then semkain less motivated employees and vice versa. Results of this study stated that the influence of leadership style that is so big on employee performance in CV Sarana Karya Mandiri Palembang.Key words : Style of Leadership, Motivation and Performance              Â

The Roles of Supervisors within the Organization: Evidence on Supervisor Responsibilities and Effectiveness from a Management Control Perspective

This paper investigates the role of the supervisor from a performance management and control perspective. This investigation has two parts: (1) who to select as supervisor and (2) does the supervisor actually have an impact on subordinate performance. As many organizations have a structured supervision program in place that aims at developing employees, it is important to understand the determinants of the eligibility to act as supervisor. Therefore, I examine which competencies influence the likelihood of receiving the responsibilities and tasks that come with the supervisory role. I hypothesize that soft skills increase the employee’s likelihood of becoming a supervisor as these are necessary to effectively communicate and transfer knowledge to subordinates. Next, I investigate if and to what extent the expected benefits from supervision are actually realized by the subordinates. The effectiveness of such supervision programs are especially important as knowledge and skills have to be passed on to the next generation of employees. Hence, I predict that the supervisors’ ability and effort is a crucial factor that positively influences the performance of their subordinates. In addition, I identify a measure specifically capturing supervisor counselling ability, which enhance the transfer of the supervisor’s general knowledge and skills. Using proprietary data from an international professional service provider, I find evidence confirming my predictions.

LAYOFF CHARACTERISTICS AND LAYOFF AGENTS� COGNITIONS

ABSTRACT This paper uses cognitive dissonance theory as a framework for examining the effects of layoff characteristics on layoff managers’ cognitions. We hypothesized that the dispersion of the performance scores of layoff candidates and the size of the severance package available to layoff candidates would affect layoff agents’ cognitive dissonance and also their perceptions of organizational downsizing. The hypotheses were tested in a 2x2 between-subjects factorial experiment. Working managers were asked to play the role of a layoff agent who had to make a decision to lay off one of four layoff candidates from a group of subordinates. Results showed support for the argument that layoff agents faced with the task of laying off one of four candidates with similar performance scores experience more cognitive dissonance. However the size of severance packages has no impact on layoff cognitions. Surprisingly, layoff agents in the similar subordinate performance score conditions perceived downsizing as less effective and less liberating. Explanation, implications for future research and business practices are also discussed. Keywords downsizing, layoff managers, cognitive dissonance, stress, perceptions of downsizing

What guides subjective performance evaluation: Incentive alignment or norm enforcement?

This paper investigates the objectives guiding a superior’s subjective evaluation of subordinate performance. In a laboratory experiment, we implement a team production setting under uncertainty, where subordinates contribute to the organization’s output by choosing effort levels, but individual contributions are subject to random shocks. After observing joint output, the superior can invest into additional (perfect or imperfect) information about effort levels. We test two competing hypotheses about objectives guiding a superior’s subjective performance evaluation. The incentive alignment hypothesis states that the superior is guided by the objective to establish financial incentives that align a subordinate’s preferences with the organization’s goals such that it is in the subordinate’s self-interest to provide effort. In contrast, the norm enforcement hypothesis states that the superior has a focus on subordinate behavior and wants to enforce the norm of cooperation by rewarding high and punishing low effort. Our results reject the incentive alignment hypothesis and provide support for the norm enforcement hypothesis.

Workplace Politics and Performance Appraisal

Drawing from Johns’s theory of self-serving behavior, we identified workplace politics as a contextual factor that affects the relative costs and benefits associated with supervisor rating behaviors. Our investigation tested these ideas by considering how politics influence the way in which raters combine information when evaluating subordinate performance. Specifically, we examined the three-way interaction of in-role behavior, extra-role behavior, and politics perceptions on overall ratings of performance in a two-study, multilevel investigation. Across two studies, results generally were consistent with the hypothesized three-way interaction, such that the joint effects of extra-role and in-role behavior on performance ratings varied across levels of politics. Implications of these findings and future research directions are discussed.

Are You Actually Helping or Just Looking Out for Yourself?: Examining the Individual and Interactive Effects of Relationship Quality and Political Skill on Supervisor Motive Attributions

ABSTRACTScholars have argued for the importance of motive attributions in supervisors’ reactions and subsequent decisions about their subordinates’ organizational citizenship behaviors (OCBs). However, research examining models of attributions of OCBs have not considered the role of individual skill and relationship quality. The purpose of this two-experiment study is to examine the impact of subordinate political skill and leader–member exchange (LMX) on the attributions supervisors make of their subordinates’ OCBs and how these attributions affect subordinate performance ratings. Results from experiment 1 (n = 195) indicate that subordinates who are highly politically skilled and in high-quality relationships receive more favorable, other-serving attributions, which are related to higher evaluations of performance. Additionally, results from experiment 2 (n = 175) indicate that political skill may be a more potent contributor to motive attributions than LMX.

Pengaruh Gaya Kepemimpinan dan Motivasi terhadap Kinerja Karyawan pada Industri UMKM di Wilayah D.I. Yogyakarta

<p><em>Micro, small, and medium enterprises (SMEs) have an important role in the development of Indonesia's economy. They became a great power when Indonesia faced economic crisis. In addition to contributing to the national income, SMEs also have a role in providing jobs. In the face of the free market, SMEs must be able to keep up with increasing business productivity. This will happen if the quality of employee performance is good. Quality performance or achievements of good work is often influenced by several factors, could be influenced by his friend can also be influenced by his superiors. A boss usually has a leadership style that aims to influence the performance of subordinates in the hope of achieving organizational goals. In addition to leadership style, things that can affect performance is motivation. With the motivation, employees will be encouraged to work well, so they will show good performance quality performance as well. </em><em>The objective of this study was to examine the effect of leadership style and motivation on employee performance in industrial SMEs in the Special Region of Yogyakarta (DIY). This study uses survey the population of all employees of the company are classified as micro, small, and medium in DIY. The sampling method used is sampling by convenience non-probability sampling. In this study, 100 samples were taken. Methods of data collection is done by using a questionnaire containing several questions with methods of data analysis using multiple regression.The results of this study is to accept the second hypothesis proposed in which leadership style has positive influence on employee performance in industrial SMEs in DIY. And, motivation positive influence on employee performance in industrial SMEs in DIY.</em></p>

When and How Subordinate Performance Leads to Abusive Supervision: A Social Dominance Perspective

While we would typically expect poor performers to elicit abusive responses from their supervisors, we theorize that high performers may also be victims of abusive supervision. Specifically, we draw on social dominance theory to hypothesize and demonstrate that subordinate performance can have a positive, indirect effect on abusive supervision through the mediator of perceived threat to hierarchy. And this positive indirect effect prevails when the supervisor’s social dominance orientation is high. We found support for our theoretical model using data collected from supervisor–subordinate dyads.

PENGARUH KEPEMIMPINAN DAN MOTIVASI TERHADAP KINERJA KARYAWAN PADA PT. JASA MANAJEMEN KONSTRUKSI PALEMBANG

Motivation and Leadership in combination then theoretically will affect the performance. For Motivation and Leadership will be very effective to improve the performance of subordinates, if he could give a boost to democracy and Persuasive manner. Because it is suspected there are positive influence between motivation and leadership together the Employee Performance.Without ruling out other factors, the authors saw that the factors Motivation and Leadership is a factor that needs serious attention in connection with efforts to improve employee performance. This is based on the fact that the factor of motivation and leadership is an aspect of humanity that is the mental attitude (behavior) people to use their skills and expertise to do the job for the achievement of high performance. Keywords: Leadership, Motivation and Employee Performance

Participative Leadership and Change-Oriented Organizational Citizenship: The Mediating Effect of Intrinsic Motivation

Problem Statement: Scientists support that success cannot be achieved through schools with a bureaucratic structure in which top-down relation is emphasized but rather with a decentralized structure of authority. Scientists also posit that participative management is the best approach. Participation or participative leadership is defined as deciding jointly or as the shared influence for deciding between superiors and subordinates. From this standpoint, participative management has focused on allocating decision-making authority and sharing power. It is vital for schools to apply innovations to be effective. Leadership is one of the most important factors affecting organizational innovation. Participative leaders encourage teachers to find new opportunities, generate new information, and perform. Thus, it can be asserted that participative leadership behavior effects change-oriented organizational citizenship behavior. The motivational model used to explain the effect of participative leadership behaviors of superiors on the work performance of subordinates asserts that participation in decision making provides intrinsic rewards for subordinates. It has been indicated within research results that participative leadership affects subordinates’ behavior by means of intrinsic motivation. Purpose of the study: This study aimed to explore the mediating role of intrinsic motivation on the relationship between participative leadership and change-oriented organizational behavior. Method: The survey model was used in this study. The participants included 850 teachers randomly selected from 68 elementary schools in the center of Nigde and its districts in Turkey. Three different instruments were used in this study. The scales were translated using the translation and back translation method. In order to examine the construct validity of the scales, exploratory factor analysis and confirmatory factor analysis were used. Structural equation modeling was conducted using the LISREL 8.7 computer program for the mediating test. Findings: Participative leadership was a significant predictor of change-oriented organizational citizenship behavior (β=0.26, p<.01) and intrinsic motivation (β=0.27, p<.01). A significant relationship between change-oriented organizational citizenship behavior and intrinsic motivation (β=0.75, p<.01) was present. Intrinsic motivation fully mediated the relationship between participative leadership and change-oriented organizational behavior (β=0.06, t= 1.87). Conclusion and Recommendations: Results indicated that participative leadership significantly affected change-oriented organizational citizenship and intrinsic motivation. A significant relationship was found between change-oriented organizational citizenship and intrinsic motivation. It was determined that intrinsic motivation fully mediated the relationship between participative leadership and change-oriented organizational citizenship behavior. Key Words: Participative management, participative leadership, change-oriented organizational citizenship, intrinsic motivation.

The impact of coaching orientation on subordinate performance: the moderating effects of implicit person theory and LMX

Manager‐as‐coach (MAC) has been critical for facilitating and enhancing subordinate learning and development. ‘Regulatory fit’ and ‘leader–member exchange’ (LMX) can be two key factors in the coaching relationship between coaches (supervisors) and coachees (subordinates). This study investigated the impact of different coaching orientations – promotion and prevention – on subordinate performance, and examined the moderating effects of coachees' implicit person beliefs and LMX. Four results were found. First, a promotion coaching orientation was positively related to subordinate performance, and it had a more positive effect on subordinate performance than a prevention coaching orientation. Second, subordinates with incremental beliefs relative to subordinates with entity beliefs experienced a better regulatory fit and demonstrated better performance following promotion‐oriented coaching. Third, the subordinates in higher quality LMX relationships had better performance following a promotion coaching orientation. Fourth, LMX had a main effect on the subordinate performance following prevention‐oriented coaching, which implies a compensatory effect between a high‐quality LMX relationship and a prevention coaching orientation.

What Guides Subjective Performance Evaluation: Incentive Provision or Norm Enforcement?

This paper investigates the objectives guiding a superior’s subjective evaluation of subordinate performance. In a laboratory experiment, we implement a team production setting under uncertainty, where subordinates contribute to joint output by choosing effort levels, but individual contributions are subject to random shocks. After observing joint output, the superior can invest into additional (perfect or imperfect) information about effort levels. We test two competing hypotheses about objectives guiding a superior’s subjective performance evaluation. The incentive provision hypothesis states that the superior is guided by the objective to establish incentive compatibility in that it is in a subordinate’s self-interest to provide effort. In contrast, the norm enforcement hypothesis states that the superior has a focus on subordinate behavior and wants to enforce the norm of cooperation by rewarding high and punishing low effort. Our results reject the incentive provision hypothesis and provide strong support for the norm enforcement hypothesis.

Supervisor Humor and Employee Outcomes: The Role of Social Distance and Affective Trust in Supervisor

Purpose To examine how social distance and affective trust in supervisor affect the relationships between supervisor humor and the psychological well-being and job performance of subordinates.

Using negotiated budgets for planning and performance evaluation: An experimental study

Budgets are often simultaneously used for the conflicting purposes of planning and performance evaluation. While economic theory suggests that firms should use separate budgets for conflicting purposes this contrasts with existing evidence that firms rarely do so. We address two open questions related to these observations in an experiment. Specifically, we investigate how a planning task that is in conflict with the performance evaluation task affects behavior in budget negotiations and their outcomes. Additionally, we analyze whether a single budget can be effectively used for both purposes compared to two separate budgets. We develop theory to predict that adding a planning task that is in conflict with the superior’s performance evaluation task increases the subordinate’s cooperation in and after the negotiation of a performance evaluation budget. Moreover, we predict that subordinate cooperation increases even more when the superior is restricted to use a single budget for both purposes. Our results broadly support our hypotheses. Specifically, we find that when budgets are used for both planning and performance evaluation, this increases the subordinate’s budget proposals during the negotiation and his performance after the negotiation. These effects tend to be even larger when the superior is restricted to a single budget rather than separate budgets for planning and performance evaluation, particularly with respect to subordinate performance. In our experimental setting, the benefits of increased subordinate cooperation even more than offset the loss in flexibility from the superior’s restriction to a single budget. The results of this study add to the understanding of the interdependencies of conflicting budgeting purposes and contribute to explain why firms often use a single budget for multiple purposes.

It’s Not What You Say, It’s The Way That You Say It

The quality of relationships between supervisors and their subordinates has been found to be predictive of subordinate performance. A number of explanatory mechanisms have been proposed, and the frequency and nature of dyadic communication have been posited as contributory. To further explore this potential mechanism, the authors tested the hypothesis that upward influencing communications mediate the relationship between relationship quality, as measured by leader-member exchange (LMX), and supervisor ratings of subordinate performance. In a study involving 107 supervisors, LMX was positively associated with reported frequencies of upward influences delivered as rational argument and negatively associated with ingratiatory and assertive communications. LMX was also positively associated with performance ratings, but this relationship was fully mediated by the frequency of upward influencing tactics, with rational argument being positively predictive of performance ratings and assertiveness being negatively associated with ratings of performance.

The mediating relationship of self-awareness on supervisor burnout and workgroup Civility & Psychological Safety: A multilevel path analysis

The purpose of this study was to examine whether managerial self-awareness (defined as degree of agreement between self and subordinate ratings of leaders’ behaviors) mediates the relationship between supervisor burnout and supervised workgroup climate. Using an HLM approach, supervisor emotional exhaustion, depersonalization and personal accomplishment exhibited significant indirect relationships with workplace Civility and Psychological Safety, via managerial self-awareness. No direct relationships between supervisor burnout and workgroup climate were found, suggesting that self-awareness may be an important mediator for individual characteristics of leaders previously thought to be non-significant. Additional post hoc comparisons indicated that workgroups with supervisors who over-rated their own performance behaviors reported the lowest levels of Civility and Psychological Safety compared to workgroups with supervisors who accurately rated or under-rated their own performance behaviors. However, supervisors that under-rated their own performance reported the highest levels of burnout, highlighting the importance of self-awareness (accurately rating oneself) in relation to individual and group outcomes. The relationships between supervisor burnout, managerial self-awareness, and workgroup perceptions of Civility and Psychological Safety differed when considering the directionality of self-other rating agreement, with the negative impact of burnout at the supervisor level having a more direct impact on the workgroup level perceptions of Civility and Psychological Safety when the workgroup is managed by an under-rater, as opposed to an accurate- or over-rater. Practically, organizations should consider the role of managerial self-awareness in influencing subordinate performance and creating desirable work climates. Also, this study suggests the effects of burnout extend beyond the individual and have significant implications for the performance of those in the supervision of the burned out manager.

"The Spiral of Abuse? Reciprocal Relationships among Abusive Supervision, Performance, and Motives"

We propose a dynamic reciprocal relationship between abusive supervision and subordinate performance (i.e., task performance, citizenship behaviors, and deviance) in which subordinate performance promotes changes in abusive supervision and the altered abusive supervision, in turn, fuels further changes in subordinate performance. Drawing from theories of attribution and motivation, we further propose that this spiral of abuse is facilitated or mitigated by subordinate`s attributed motives behind abusive supervision (i.e., injury initiation motive vs. performance promotion motive) and supervisor`s own motives (i.e., self-serving motive vs. pro-social motive). In a five-wave longitudinal study based on a sample of 512 supervisor-subordinate dyads from a large medical system, results support the existence of the spiral of abuse, and the moderating effects of subordinate`s attributed motives and supervisor`s own motives on the corresponding loop of such spiral, respectively.

Impact of Transformational Leadership Behaviors and Psychological Optimism on Subordinate Performance in Taiwan’s Tourism Hotel Industry

This study proposed a theoretical framework to explore the possible relationship among transformational leadership behavior, psychological optimism, and subordinate performance. Data were surveyed from 169 supervisor-subordinate dyads in Taiwan’s tourism hotel industry; we found that transformational leadership behaviors might help individuals nurture higher level of psychological optimism, thus enhancing the subordinate performance. Implication and suggestions were discussed.