Understanding employees’reactions t

Understanding employees’
reactions to supervisors’
influence behaviors
A community sample predicting employee
commitment, turnover, and stress
John L. Michela
University of Waterloo, Waterloo, Canada
Abstract
Purpose – This study seeks to demonstrate that employees’ reactions to their supervisors’ influence
behaviors are governed by meanings inferred from the behaviors. Another aim is to develop a method
in which “weights” for predicting employees’ reactions are assigned using mean ratings of perceptions
of the features and social/organizational implications of the influence behaviors.
Design/methodology/approach – Employees of an energy utility completed survey
questionnaires concerning the extent of their supervisors’ use of specified influence tactics.
Employees’ organizational commitment, supervisor commitment, turnover intention, and stress also
were surveyed. A separate, community sample rated the influence tactics for dimensions of meaning or
implications of the tactics. Data from the two samples were combined in a novel arithmetic scoring
procedure as one of several analyses looking for evidence of the specified dimensions’ effects.
Findings – The study finds that employees’ work attitudes and other outcomes were predicted to a
statistically significant degree by dimensional, perceptual characterizations of the influence tactics
used by their supervisors. In culminating multiple regression analyses, respectfulness was associated
with supervisor commitment, turnover intention, and emotional distress; directness was associated
with organizational commitment. Additional analyses indicated that other dimensions of meaning also
were associated with outcomes.
Research limitations/implications – The meanings of supervisors’ influence behaviors are
somewhat culture-specific, so the generalizability of findings to other cultures is uncertain. However,
the central role of social inferences in reactions to supervisors’ influence behaviors may be replicable to
other cultures if culture-specific content or ratings are substituted there. This research also has the
usual limitations of cross-sectional, correlational research.
Practical implications – In their interactions with employees, managers and supervisors should be
aware that their influence behaviors, collectively, generate reactions that are significant for employees’
motivation and well-being. Supervisory behaviors and work contexts should be managed so that
employees will infer that their supervisors are showing respect and are being honest and direct.
Originality/value – Processes previously assumed to intervene between supervisory influence
behavior and employee reactions were operationalized and demonstrated. Novel methods were
developed for this research, and these methods may also be applicable to other research domains that
involve sets of behaviors that parallel existing schemes for influence behavior.
Keywords Employee attitudes, Influence, Supervisors, Line managers, Job satisfaction,
Employee turnover
Paper type Research paper

Hasil (Bahasa Indonesia) 1:

Understanding employees’reactions to supervisors’influence behaviorsA community sample predicting employeecommitment, turnover, and stressJohn L. MichelaUniversity of Waterloo, Waterloo, CanadaAbstractPurpose – This study seeks to demonstrate that employees’ reactions to their supervisors’ influencebehaviors are governed by meanings inferred from the behaviors. Another aim is to develop a methodin which “weights” for predicting employees’ reactions are assigned using mean ratings of perceptionsof the features and social/organizational implications of the influence behaviors.Design/methodology/approach – Employees of an energy utility completed surveyquestionnaires concerning the extent of their supervisors’ use of specified influence tactics.Employees’ organizational commitment, supervisor commitment, turnover intention, and stress alsowere surveyed. A separate, community sample rated the influence tactics for dimensions of meaning orimplications of the tactics. Data from the two samples were combined in a novel arithmetic scoringprocedure as one of several analyses looking for evidence of the specified dimensions’ effects.Findings – The study finds that employees’ work attitudes and other outcomes were predicted to astatistically significant degree by dimensional, perceptual characterizations of the influence tacticsused by their supervisors. In culminating multiple regression analyses, respectfulness was associatedwith supervisor commitment, turnover intention, and emotional distress; directness was associatedwith organizational commitment. Additional analyses indicated that other dimensions of meaning alsowere associated with outcomes.Research limitations/implications – The meanings of supervisors’ influence behaviors aresomewhat culture-specific, so the generalizability of findings to other cultures is uncertain. However,the central role of social inferences in reactions to supervisors’ influence behaviors may be replicable toother cultures if culture-specific content or ratings are substituted there. This research also has theusual limitations of cross-sectional, correlational research.Practical implications – In their interactions with employees, managers and supervisors should beaware that their influence behaviors, collectively, generate reactions that are significant for employees’motivation and well-being. Supervisory behaviors and work contexts should be managed so thatemployees will infer that their supervisors are showing respect and are being honest and direct.Originality/value – Processes previously assumed to intervene between supervisory influencebehavior and employee reactions were operationalized and demonstrated. Novel methods weredeveloped for this research, and these methods may also be applicable to other research domains thatinvolve sets of behaviors that parallel existing schemes for influence behavior.Kata kunci karyawan sikap, pengaruh, pengawas, Line Manager, kepuasan kerja,Omset karyawanJenis kertas penelitian makalah penelitian