An Exploration of the Relationship Between Autonomy Congruence, Perceived Supervisor Individualized Consideration, and Employee Outcomes

Abstract

Human resource practices requiring employee participation or involvement in work-related decision-making have been commonly believed to be beneficial to work outcomes; however, we suggest that the effects of those practices on work outcomes can be limited by individual preferences, which influence the perceived quality of supervision. Drawing upon prior research on work structure, person–environment (P-E) fit perspective, and perceived organizational support, we examine the joint effects of autonomy and preference for autonomy on employee work outcomes (task performance and organizational citizenship behaviors) that are mediated via perceived supervision (individualized consideration) among U.S. state government employees. The results showed that the congruence between autonomy and preference for autonomy was associated with the highest level of perceived individualized consideration by supervisors, highlighting the important role played by perceptions of the supervisor behavior in promoting employees’ positive attitudes at work.

Resilience in Public Sector Managers

“…For instance, line manager perceptions of organizational climate shape the extent to which they implement training (Quratulain et al, 2019). Perceived collaborative leadership (Hsieh & Liou, 2018), organizational support, and supervisory consideration (Jong & Ford, 2020) have also been found to influence manager attitudes and behaviors.…”

Work Autonomy and Outcomes: Trend of Innovations in Korean Public-sector Organizations

“…Other previous scholars also argued that working in an environment where autonomy exists, public employees might experience more interests and a sense of willingness to address novel things, and more productive (Amabile et al 1996;Si & Wei 2012;Shanker et al 2017). In this regard, greater work performance and public service satisfaction admittedly depend on freedom and flexibility of employees to work, in which absolutely through innovative behavior, service motivation and commitment of individual employees; ─ so individualized considerations play a critical role of the work autonomy toward work outcomes (Jong & Ford 2020), ─ and institutions included leadership aspect as well are also pivotal in public-sector organizations. Therefore, from this study, the stated assumptions of hypotheses 1a,b were supported.…”

“…Work autonomy perpetuated a significant influence on the development of public service satisfaction, and work performance in public-sector organizations. Public employees who posit more autonomy in their work behavior are more likely to work favorably in a more supported working condition; ─ However, those with low perceived autonomy might attribute unfavorable working conditions (Jong & Ford 2020) that impact on the low work performance, and lack of public service satisfaction in public-sector organizations. Therefore, granting more autonomy to public sector employees can improve the organizational performance, efficiency, effectiveness which simultaneously increase public service satisfaction (Stazyk 2016;Demircioglu 2018), and more than that, it can develop equality and equity of public services.…”

“…Employees need to be empowered to express their freedom and commitment to work for greater work performance and better public service satisfaction in the organization. Work autonomy has been widely studied as s predictor of perceived organizational support (Eisenberger et al 1999;Rhoades & Eisenberger 2002;Jong & Ford 2020). And by applying Self-Determination Theory, a recent study has also addressed the mediation function of autonomy to the relationship between social media usage and employee job satisfaction (Demircioglu 2018).…”

Peran kepemimpinan transformasional dalam meningkatkan kinerja karyawan

“…Ini juga menghubungkan kebutuhan individu bawahan dengan misi organisasi. Disisi lain perilaku pemimpin tersebut kinerja karyawan dapat ditingkatkan (Chebon et al, 2019;Jong & Ford, 2021). Selanjutnya, stimulasi intelektual menggambarkan kegiatan seorang pemimpin yang berhubungan dengan pengembangan rasa logika dan kemampuan analitis bawahannya.…”