Managing Performance Through the Manager-Employee Relationship

O’Leary, Ryan S.; Pulakos, Elaine D.

doi:10.1111/j.1754-9434.2011.01329.x

Cited by 3 publications

(4 citation statements)

References 18 publications

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“…The notion that POQ derives from underutilization of KSAOs has generally been supported by previous research. Much of the previous work on POQ has drawn directly on the person-job fit literature, emphasizing underutilization of skills as a mechanism giving rise to POQ (Erdogan et al, 2011). Evidence suggests that effective matching between the person's qualifications and the job is more likely to lead to job satisfaction (Fine & Nevo, 2008;Lee, 2005) and general well-being (Harter & Arora, 2010;Kalleberg, 2008;Odle-Dusseau, Britt, & Bobko, 2012), which are highly desirable for the individual, and is associated with organizational commitment and lower turnover intentions (Maynard et al, 2006), which are beneficial to the organization (Brkich, Jeffs, & Carless, 2002).…”

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confidence: 97%

“…Furthermore, perceived relative deprivation has been found to mediate the effects of perceived underemployment (Feldman et al, 2002). However, a limitation of relative deprivation theory is that it relies on the notion of social comparison such that the individual perceives deprivation of an outcome accessible to a referent other (Crosby, 1982;Erdogan et al, 2011;G. J. Johnson & Johnson, 2000a).…”

Section: Path 1: Poq As Affective Response To Underutilization Of Ksaosmentioning

confidence: 97%

“…Like Erdogan et al (2011), we believe that equity theory (Adams, 1965) provides a useful theoretical framework for furthering understanding of the predictors of POQ. Under equity theory, KSAOs are among the many inputs that an employee provides to an organization.…”

Section: Path 2: Feelings Of Worthmentioning

confidence: 98%

“…We hypothesize that feelings of discrepancy may result not only from underutilization of KSAOs, but also from unmet expectations with respect to pay (Greenberg, 1990), work conditions, influence, status (Greenberg, 1988), and other job-relevant outcomes (Adams). To this extent, POQ has more in common with justice perceptions and job satisfaction than with objective qualification for the position (Erdogan et al, 2011).…”

Section: Other Predictors Of Poqmentioning

confidence: 98%

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Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers

Lobene

Meade

Pond

2014

The Journal of Psychology

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Although employee (subjective) perceived overqualification (POQ) has recently been explored as a meaningful organizational construct, further work is needed to fully understand it. We extend the theoretical psychological underpinnings of employee POQ and examine both its determinants and outcomes based on established and newly proposed theoretical developments. Four-hundred and fifteen employees completed an online questionnaire and 208 of their supervisors completed corresponding surveys about the employees' withdrawal behaviors and job-related attitudes, in order to explore potential predictors and outcomes of subjectively experienced POQ. Among the predictors, work conditions (uniform requirements and repetitive tasks) were most strongly associated with POQ. In terms of individual differences, narcissism predicted higher POQ while general mental ability only did when holding other variables constant. In addition, among the outcomes, higher POQ was related to lower job satisfaction and organizational commitment, but was not related to withdrawal behaviors such as truancy, absenteeism, and turnover intentions.

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Section: Please Scroll Down For Articlementioning

confidence: 97%

Section: Path 1: Poq As Affective Response To Underutilization Of Ksaosmentioning

confidence: 97%

Section: Path 2: Feelings Of Worthmentioning

confidence: 98%

Section: Other Predictors Of Poqmentioning

confidence: 98%

See 2 more Smart Citations

Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers

Lobene

Meade

Pond

2014

The Journal of Psychology

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Managing Performance Through the Manager-Employee Relationship

O’Leary¹,

Pulakos²

2011

Industrial and Organizational Psychology

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In our recent focal article, we proposed that a fundamental change is needed in how performance management is implemented and viewed. Rather than attempting to improve the effectiveness of performance management by changing features of the formal system (e.g., steps, tools, and processes), we recommended increased focus on improving manager–employee communication and aspects of the manager–employee relationship that are foundational for effective performance management. Our article generated a number of thoughtful and engaging commentaries. In this commentary, we respond to several themes raised in the commentaries and relate them to the recommendations we made for improving performance management processes in organizations.

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Patterns of Behaviour in the Manager-Employee Relationship – The Results of Empirical Research in Polish Business Organizations

Bednarska-Wnuk

2017

JPM

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Purpose: The purpose of the article is to identify patterns of organizational behaviour for the manager-employee relationship and to identify differences in this respect depending on the position of the individual in the organizational structure against the background of the official business relationship on the basis of the empirical research in Polish business organizations. Methodology/approach:The tool used in the study was a standardized WAZO questionnaire designed to examine organizational solutions and organizational behaviours, both from the general perspective and broken down to behavioural dimensions, conducted in 2015 on a representative randomly selected group of 2274 employees from 40 Polish companies. Findings:Using a proprietary research questionnaire, three patterns of behaviour have been identified for the manager-employee relationship: traditional, contemporary and future, described by way of components such as the scope of power, power distance, the basis of the manager's power, the method of selection of information and the degree of stability of power. The obtained results indicate that in Polish organizations dominate contemporary behavioural patterns for the first four mentioned criteria, whereas for the last one -degree of stability of power, the dominant pattern of behaviour was the traditional pattern. Implications/limitations:Empirical studies do not take into account all elements of behaviour from the perspective of power relations, due to research limitations. Nonetheless, characterising the behavioural patterns using various criteria is universal and widely used. In addition, research on this subject is very subjective -although the research tool was standardized, the results mainly depend on how people perceive their relationships with the authorities. Originality/value:The article shows on the basis of the proprietary questionnaire the contemporary patterns of behaviour from the perspective of power relations, and recommendations for practice. Managers who know certain patterns of behaviour will be able to model employees' attitudes towards 18 work and to shape relevant social relationships. As for employees, they may be inspired to modify their own behaviours, in accordance with the requirements of the organizational environment.Keywords: organizational behaviour, human in the organization, relationship manager-employee Paper type: Research paper IntroductionThe basis for the functioning of each relationship is its social relations. They are the building blocks of an organization, forming an internal network of formal and informal relationships. Many aspects of organization are also determined by employee relationships. These include: decision-making, information flow, organizational culture or human resources management practices (Rawlins, 1992). When trying to describe relationships between managers and employees, it is important to assume that their form and scope are diverse. On the one hand, we are dealing with a set of requirements and expectations addressed to empl...

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Managing Performance Through the Manager-Employee Relationship

Cited by 3 publications

References 18 publications

Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers

Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers

Managing Performance Through the Manager-Employee Relationship

Patterns of Behaviour in the Manager-Employee Relationship – The Results of Empirical Research in Polish Business Organizations

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