Subordinate Employees Research Articles

Relationship between paternalistic leadership and employee’s voice behavior based on regression analysis

In order to maintain the competitive edge in competitive environment of global integration and rapid development of knowledge economy, organization not only requires its employees to complete their own tasks, but also hopes employees can actively provide ideas or suggestions to the organization to change the current status of the organization, thus to realize the organizational innovation and to keep sustained competitiveness. In tradition Chinese culture, there has convention that subordinate employees give advice to their leaders, so it gradually forms an organizational structure characterized with distinct hierarchy great power gap. The paternalistic leadership is a distinctive leadership style formed under this deep-rooted cultural background. Through the analysis of relative theory, influence factor and significance of paternalistic leadership and employee voice behavior, this paper adopts regression analysis to study the factor of paternalistic leadership to employee voice behavior under the influence of special Confucian culture, discussing the gaining of organizational self-esteem by employees under this leadership style, finally finding the balance relation between leadership style and employee voice behavior and making prospect for the future research.

Perceptions of thanks in the workplace

Purpose – The purpose of this paper is to explore the use, effectiveness, and dark sides of gratitude communications in workplace organizations. From the perspective of the subordinate employee, this study offers managers applicable insight into best practices for expressing appreciation. Design/methodology/approach – The original research incorporates a two-part study; narratives from three focus groups, and quantitative survey responses from 883 full-time professionals across a spectrum of industries. Findings – The usage of various gratitude mediums (verbal, electronic, handwritten, monetary, etc.) is discussed. Most employees prefer verbal one-on-one gratitude to any other form. Sincerity is highly important to employees, which was found to be indicated by specificity, personalization, timeliness, and equivalency. Research limitations/implications – Although it is presumed the majority of the 883 survey participants were from the USA, they were never asked to indicate their location. Conducting the same research in another country with a different value of gratitude could yield different results. While this study focusses on managerial expression of gratitude to their employees, there’s a compelling need to explore the converse: best practices for how employees should express appreciation to their managers. To complete the organizational ecosystem, it would also be valuable to explore the most effective methods of gratitude in peer-to-peer workplace relationships. Practical implications – The synthesis of experiential themes offers practical applications for executives, managers, and corporate communication leaders seeking to improve day-to-day operations and overall employee satisfaction in their organizations. Social implications – In the corporate communication landscape, the results of this study should cause management professionals and scholars to reflect on gratitude communication in managerial interactions with employees and the resulting employee satisfaction (or lack thereof). Originality/value – Understanding how employees like to be thanked can have great value for organizations seeking to maintain a productive, satisfied workforce.

An Examination of Homologous Reproduction in the Representation of Assistant Coaches of Women’s Teams: A 10-Year Update

This study aimed to update previous homologous reproduction research in coaching for four NCAA women’s collegiate teams in the USA. Further, this study aimed to extend previous research by continuing to examine environments in which women (as a proportion) are actually the dominant gender doing the hiring of their subordinate employees. Specifically, we examined the gender representation of assistant coaches as a function of the gender of their head coach in four sports (women’s basketball, women’s soccer, women’s volleyball, and softball) across all three NCAA divisions (I, II, and III). Results for this study revealed that in three of the four sports analyzed, female head coaches continue to hire female assistant coaches at a higher rate overall than do male head coaches. Further, male head coaches have continued to decrease their homologous reproductive practices since 2002 and have begun hiring additional female assistants and fewer all male coaching staffs.

The Effect of Personality Traits of Managers/Supervisor on Job Satisfaction of Medical Sciences University Staffs.

Background:Todays people are spending most of their time life in their workplace therefore investigation for job satisfaction related factors is necessities of researches.Aim:The purpose of this research was to analyze the effect of manager's personality traits on employee job satisfaction.Subjects and Methods:The present study is a descriptive and causative-comparative one utilized on a statistical sample of 44 managers and 119 employees. It was examined and analyzed through descriptive and inferential statistics of Student's t-test (independent T), one-way ANOVA, and Kolmogorov–Smirnov test.Results:Findings showed that the managers and supervisors with personality traits of extraversion, eagerness to new experiences, adaptability, and dutifulness had higher subordinate employee job satisfaction. However, in the neurotic trait, the result was different.Conclusion:The results showed that job satisfaction was low in the aspect of neurosis. Based on this, it is suggested that, before any selection in managerial and supervisory positions, candidates receive a personality test and in case an individual has a neurotic trait, appropriate interference takes place both in this group and the employees' one.

The Assessment Of The Level Of Management Control Standards Completion In Treasury Sector

Abstract This paper concerns the rules of the functioning of management control standards used in the Treasury Control Office. Its purpose is to present research results conducted in the years 2013–2014 in Polish Treasury Control Offices. Obtained results are the effect of applying author’s model of the assessment of management control implementation. The research was conducted for management personnel and the rest of offices employees separately. Significant discrepancies between these two groups of respondents were indicated. Based on the results, the areas of deviation from expected level of management control standards were established and the areas where implementation of control mechanisms relying on increasing the supervision of board of directors over managers were indicated, providing permanent and efficient elements of managers supervision over subordinate employees and making purposes and tasks put on the Treasury Control Office for given year more precise and familiarization of employees and carrying out trainings and series of other corrective measures.

On the Track of the Worker Collectivity

In the 1950s, the Norwegian sociologist Sverre Lysgaard investigated social relations at a pulp and paper mill, the result of which was his theory of the “worker collectivity.” This is an informal defense organization among subordinate employees against a company’s work organization and goals. Our research group returned to the same plant, which until 2012 was still a pulp and paper mill, with two questions in mind: Was the worker collectivity still present at the plant? What had happened since Lysgaard’s study when it came to the preconditions for the existence of the worker collectivity?

Exploring Leadership Team Behaviors and Subordinate Employee Attitudes in VA Hospitals

A top management team (TMT) is an integral component of an organization as it serves the role of a primary leader. The dynamics between TMTs and their subordinate organizational units are similar to those between individual leaders and their subordinates in that both (TMTs and individual leaders) exert a level of influence over their subordinate entities. This study sought to investigate a TMT's influence as a leader within the organization, by applying the two‐factor leadership theory to the relationship between TMTs and subordinate units. All but three examined workplace climate measures were significantly related to TMT behaviors. Organizational culture exhibited the strongest relationships, with all significant correlations ranging between 0.17 and 0.27. Our findings suggest that the composition of hospital TMTs can have implications for units providing direct care to patients. These findings may be of particular interest to administrators who are involved in building effective TMTs.

The influence of a leader's servant leadership on employees' perception of customers' satisfaction with the service and employees' perception of customers' trust in the service firm: the moderating role of employees' trust in the leader

This study examines why a leader needs to establish good relations with his/her subordinate employees to build strong relationships with customers. The production and the consumption of goods in the service sector occur simultaneously, and it is the customer who determines the quality of the service provided (Bateson, 1985; Bradley, Fox, & Morris, 2004; Pfeffer, 1994).Bradley et al. (2004) has shown that leadership style influences employees' behavior patterns as well as the service they provide. The success of internal marketing depends on the kind of leadership a manager demonstrates. However, no study has directly examined the effect of servant leadership on customers' satisfaction. Thus, this paper aims to analyze the impact of servant leadership on employees' perceptions of customers' satisfaction with a service and their trust in the service firm. It demonstrates how employees' trust in the leader moderates the effect of servant leadership on employees' perceptions of customers' satisfaction with a service and their trust in the service firm.

The Trickle-Down Monitoring Effects of Manager Pay-For-Performance on Subordinate Employee Turnover

We examine the relationship between manager pay-for-performance and subordinate employee turnover within the context of agency theory and equity theory – two frameworks commonly applied to understa...

Responsabilidad penal del empleador por delitos cometidos en la empresa por sus subordinados

En este trabajo se realiza un estudio sobre la responsabilidad penal del empresario por los actos al margen de la ley que cometen sus subordinados. Se busca aclarar si el empresario debe responder penalmente cuando el delito es cometido por un subordinado en ejercicio de sus funciones o cuando este actúa a nombre de la empresa ya sea valiéndose de la información que manejan, del grado de responsabilidad o de la confianza. Por esta razón concentraremos nuestra atención en analizar la responsabilidad penal por la omisión de controles del empresario hacia el subordinado, exponiendo la problemática que se deriva de la posición de garante del primero en las operaciones empresariales.

The Impact of Prevalent Destructive Leadership Behaviour on Subordinate Employees in a Firm

This paper examines the impact of destructive leadership behaviours experienced by subordinate employees. Structured questionnaires based on the petty Tyranny in organizations scale to explore the scope and nature of destructive leadership were used. The study further explores the relationship among leadership experiences, various measures of subordinates’ satisfaction and turnover level. The results showed that despite the central role of leadership holds for many firms in Hanoi, Vietnam, subordinate employees reported experiencing toxic destructive leadership. There was a significant negative relationship among destructive leadership, all measures of satisfaction and turnover level. Surprisingly, there was not a significant negative impact on turnover level (inclination to remain in the employment) among the subordinate population.

Enhancing employee outcomes

PurposeThe purpose of this paper is to examine the interrelated influences of managers' emotional intelligence, leadership styles and employee outcomes. In particular, this study aims to explore the potential mediating effects of managers' transformational leadership style on the relationships between managers' emotional intelligence and employee outcomes of: employee performance, job satisfaction, organisational commitment and job stress.Design/methodology/approachThe study was conducted in two large organisations in Shanghai, China, on a sample of 323 participants, including both managers and subordinate employees. Emotional intelligence was measured by using the Wong Emotional Intelligence Scale (WEIS), and leadership style, using the Multifactor Leadership Questionnaire (MLQ‐5x Short).FindingsThe results showed that managers' transformational leadership style fully mediates the relationship between managers' emotional intelligence and employee job satisfaction. However, no mediating effect of managers' transformational leadership style is found on the relationship between managers' emotional intelligence and employee performance, organizational commitment and job stress.Originality/valueThe results of this study contribute to current insights about the interrelationships on managers' emotional intelligence, leadership style and employee outcomes, showing that the power of managers' emotional intelligence on job satisfaction must be expressed through a third mediating variable, transformational leadership.

Subordinates as the First Line of Defense against Biased Financial Reporting

ABSTRACTManagers who generate financial reports often rely on subordinates who possess private information to provide inputs. When managers have incentives to manipulate reports, they may request biased inputs from subordinates. However, subordinates can act as informal controls and constrain managers' opportunism. We experimentally examine two potential determinants of subordinates' willingness to serve as informal controls: their perception of the subordinate-manager relationship quality and their beliefs about the ethical nature of the task. Subordinates who perceive a high-quality relationship with their manager provide more bias, despite a compensation scheme that makes compliance costly. This result suggests that managers who cultivate close working relationships with subordinates may undermine the control system. Subordinates' beliefs about the ethical nature of the task also reduce compliance, but more so when the manager requests income-increasing estimates. Our findings contribute to the management accounting literature by providing insights into the role of subordinate employees as informal controls.

Analysis of the Relationships between the Hospitality Workforce and Job-Satisfaction Factors according to Age, Gender, Native Language and Racial-Ethnicity

The purpose of this study is to investigate the relationships between the hospitality workforce and certain job satisfaction factors. It also addresses what aspects of a position an employee believes to be valued and important. A total of 17 attributes were collected and used from each member of 24 properties. Factor analyses were used to determine the subsets of employee job satisfaction and satisfaction with workforce diversity. MANOVA was performed to determine the differences between job-satisfaction factors, overall job satisfaction, and retention according to workers’ age, gender, native language, and racial-ethnicity. A relationship between satisfaction with workforce diversity and overall satisfaction was investigated using simple regression analysis. The findings revealed that women are more attached to their work than men are. Tenured workers consider their employment important in terms of belonging to the society and the community. Workforce diversity plays a more important role among those in management positions than it does for subordinate employees. Employees who are a part of the major racial-ethnic group in the workplace tend to have a more sensitive attitude toward workforce diversity.

Operating Room: Relational Spaces and Microinstitutional Change in Surgery

One of the great paradoxes of institutional change is that even when top managers in organizations provide support for change in response to new regulation, the employees whom new programs are designed to benefit often do not use them. This 15-month ethnographic study of two hospitals responding to new regulation demonstrates that using these programs may require subordinate employees to challenge middle managers with opposing interests. The article argues that relational spaces--areas of isolation, interaction, and inclusion that allow middle-manager reformers and subordinate employees to develop a cross-position collective for change--are critical to the change process. These findings have implications for research on institutional change and social movements.

Turnover intention and emotional exhaustion "at the top": Adapting the job demands-resources model to leaders of addiction treatment organizations.

Compared with the large literature on subordinate employees, there are few studies of emotional exhaustion and turnover intention for organizational leaders. There is little research that has extended the job demands-resources (JD-R) model of emotional exhaustion to leaders. In this study, the authors adapted the JD-R framework to analyze data collected from a sample of 410 leaders of addiction treatment organizations. The authors considered whether two job demands (performance demands and centralization) and two job resources (innovation in decision making and long-range strategic planning) were associated with emotional exhaustion and turnover intention. The authors also examined whether emotional exhaustion fully or partially mediated the associations between the job-related measures and turnover intention. The results supported the partially mediated model. Both job demands were positively associated with emotional exhaustion, and the association for long-range strategic planning was negative. Emotional exhaustion was positively associated with turnover intention. Centralization and innovation in decision making were also directly associated with turnover intention. Future research should continue to examine this theoretical framework among leaders of other types of organizations using more refined measures of demands and resources.

Creating Bias in Accounting Estimates: The Effects of Manager-Subordinate Relationship Quality and Ethicality Concerns

Managers who generate financial reports often rely on subordinates who possess private information to provide inputs. When managers have incentives to manipulate reports, they may request biased inputs from subordinates. However, subordinates can act as informal controls and constrain managers’ opportunism. We experimentally examine two potential determinants of subordinates’ willingness to serve as informal controls: their perception of the subordinate-manager relationship quality and their beliefs about the ethical nature of the task. Subordinates who perceive a high quality relationship with their manager provide more bias, despite a compensation scheme that makes compliance costly. This result suggests that managers who cultivate close working relationships with subordinates may undermine the control system. Subordinates’ beliefs about the ethical nature of the task also reduce compliance, but more so when the manager requests income-increasing estimates. Our findings contribute to the management accounting literature by providing insights into the role of subordinate employees as informal controls.

A cross‐cultural study of supervisory trust

PurposeThis study examines the relationship of a supervisor's affect‐based trust and cognition‐based trust to a subordinate employee's self‐ratings of enterprising behavior, which includes creativity, risk taking, initiative, motivation, and assertiveness, and to the supervisor's and coworker's ratings of the subordinate's enterprising behavior. The extent to which the power distance and in‐group collectivism cultural variables moderate the relationship between affect‐based trust and enterprising behavior is assessed.Design/methodology/approachSurvey responses of US, Turkish, Polish, and Russian supervisor‐subordinate‐coworker triads were collected in a number of firms. Regression results were employed to test the research hypotheses.FindingsThe findings of this study show that the supervisor's cognition‐based trust and affect‐based trust of the employee are associated with that employee's enterprising behavior. Significant two‐way interactions indicate that the relationship between affect‐based trust and enterprising behavior is stronger in the three collectivist countries than in the individualist USA. The moderating effects of power distance, on the other hand, appear to be negligible.Originality/valueThe main implication of this study's results is that human relations theories, which are based on the supervisor's top‐down trust of the subordinate employee, may be more effective in collectivist cultures than in individualist cultures.

New Dimensions of Corporate Culture: A Construct for Stakeholder Ethics in a Spiritual Workplace

The topics of corporate ethics and workplace spirituality have become increasingly important management issues throughout businesses in the United States during the past several years. This renewed interest in ethics and spirituality can be partially attributed to the many illegal and unethical acts of corporate executives that have cost stakeholders billions of dollars. Our objective is to analyze stakeholder ethical theory and its implications within the culture of a spiritual workplace environment. One original premise is that stakeholder theory focuses on the belief that management decisions must be made in light of their impacts upon all stakeholders that may be impacted by these decisions (Freeman, 1994). These stakeholders include stockholders, employees, customers, managers, suppliers, and local communities (Beauchamp & Bowie, 2004). Within the context of this analysis, the primary focus is on one specific group of stakeholders which is employees. Additionally, employees shall be used in this paper as including managers and all subordinate employees actively involved in employment with the organization. As previously mentioned, in addition to the increased focus on corporate ethics, there is a resurgence of spirituality among the American workforce. This interest in spirituality transcends into every aspect of life including homes, relationships, and businesses. Thus, there is a broader spectrum of factors to be evaluated within the context of stakeholder ethics in a spiritual workplace environment. There has been limited research on the impacts of stakeholder ethical theory and its potential impacts on decision making in a spiritual workplace environment. The primary objective of this paper is to analyze the impacts of a construct of stakeholder ethics within a spiritual workplace environment.

Disengaging from Workplace Relationships.

A randomly-selected sample of 306 adults employed full-time rated how likely individuals would be to use various communication strategies (cost escalation, depersonalization, and state-of-the-relationship talk) to disengage from a workplace relationship (with the target of the deteriorations being a supervisor, a peer coworker, or a subordinate employee) in 5 different scenarios. The results indicated that strategy use likelihood scores varied little as a function of the hierarchical level of the target. Likelihood of strategy use scores did vary by deterioration event; however, that accounted for little variance in strategy scores. In general, the participants perceived individuals were most likely to use depersonalization and least likely to use cost escalation to decrease closeness in a workplace relationship.