Job involvement and performance among middle managers in Sri Lanka

Abstract

This paper examines performance evaluation outcomes for middle managers in the garment sector in Sri Lanka and seeks to explain variations in levels of job involvement and perceptions of organizational support. Some 155 middle managers across three firms were segregated into high-and low-performing groups. High-performing managers tended to have higher perceptions of organizational support, resulting in a social exchange relationship with their employer, and expressed higher job satisfaction and lower turnover intentions. Managers assessed as low performers experienced more negative perceptions of organizational support, lower job satisfaction and an economic exchange relationship with their employer. Significantly, for both high and low performers these outcomes were moderated by job involvement. These findings highlight the need for organizations to pay careful attention to the factors influencing job involvement and perceived organizational support. The paper concludes with a discussion on the practical implications of the findings for human resource managers. IntroductionThis study examines how perceptions of job involvement (JI) and organizational support influence middle managers' job satisfaction (JS) and turnover intentions (TIs) in Sri Lanka's garment industry. Managerial employees contribute significantly to organizational performance. They translate the organization's strategic and tactical objectives into operational level tasks, influence team dynamics, and can enhance operational and financial performance (Peterson, Smith, Martorana and Owens 2003). As a result, their attitudes toward work and work outcomes are critical to organizational success. Studies of managerial performance have focused on major personality traits such as conscientiousness, extraversion, emotional stability (Antonioni 1998), the influence of leadership (Csoka 1998) and the significance of personality assessments in managerial recruitment (Hogan and Sinclair 1997;Sperry 1997).Developing the competencies of middle managers is important for delivering high levels of organizational performance. Middle managers translate strategic directions into unit-level goals and are increasingly expected to coach, mentor and motivate staff to achieve these objectives (Holbeche 2003). Middle managers also require support and motivation from more senior managers to perform their tasks effectively. They require training and development to ensure that they can communicate performance expectations effectively. Foster, Parston and Smith (2002) recommend that organizations regularly review the people management skills of their managers to ensure they have the competencies needed to communicate team and individual goals clearly, to provide regular and constructive upward and downward feedback, and to utilize formal and informal recognition rewards, including praise, letters of thanks and small discretionary bonuses. In addition, Vroom's (1964) expectancy theory of employee motivation suggests that middle managers need to believe that the rewards on of...

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