Moderating Effects of Subordinates’Competency Level on Leadership and Organization Citizenship Behavior

Lee, Kim Lian; Salleh, Abdul Latif

doi:10.5539/ijbm.v4n7p139

Cited by 9 publications

(7 citation statements)

References 38 publications

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“…There are many factors put forward in the literature that contribute to the evolution and development of OCB, which are voluntary individual extra‐role behaviors that do not fall into the in‐role job descriptions of the employee. Accordingly, research has found that OCB is related to the concepts of organizational commitment, job satisfaction, perception of organizational justice, leadership characteristics and organizational climate (Yılmaz and Giderler, ; Lee and Salleh, ).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Performance Management Systems: Task‐Contextual Dilemma Owing to the Involvement of the Psychological Contract and Organizational Citizenship Behavior

Özçelik

Uyargil

2018

European Management Review

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The two dimensions of the performance management system, namely task and contextual performance have received the most attention from various scholars with regard to their contributive role in employees' goal accomplishment. It has been the case for decades that in addition to task performance; employers have started to use competency evaluations, which usually involve contextual performance dimensions as well. Organizational citizenship behavior (OCB) and the psychological contract (PC) have become more intertwined with performance management systems. The objective of this study is to assess whether competency frameworks in performance management systems are actually incorporating OCBs and PC dimensions. The competency definitions and behavioral indicators within the performance management handbooks of 10 organizations were considered as the data set. The findings reveal that many terms of OCB and PC dimensions are embedded in the competency frameworks. This introductory paper provides important insights helping to restructure the PMS domain in which both task and discretionary behaviors are taken into account when appraising employee success.

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Section: Conceptual Frameworkmentioning

confidence: 99%

Performance Management Systems: Task‐Contextual Dilemma Owing to the Involvement of the Psychological Contract and Organizational Citizenship Behavior

Özçelik

Uyargil

2018

European Management Review

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“…Empowerment is one of the tool to achieve the positive work behavior of subordinate, which means showing confidence on the subordinate's abilities and empowering them through the work of choice, flexible rules and thus motivating them towards certain goal through various means of motivation. This results in employee devotion and hard work to achieve the mutual goals which are beneficial for both the organization and their top manager (Lee, 2009). Sometime individuals are talented and experienced and usually show high performance level but their behavior to colleagues and their supervisors is harsh and rude which causes negative impact on the work output and can act as hindrance towards achievement of organizational goals and objectives (Veiga, 1988).…”

Section: Literature Reviewmentioning

confidence: 99%

“…It is a known fact that a person labeled as subordinate is viewed as an individual with fewer capabilities as compared to his/her boss (Konst et al, 1999). Giving authority or empowerment to subordinates and showing confidence on them increases their competency level and results in subordinate hard work and devotion to organization which lead to organizational effectiveness and success (Lee, 2009). The performance and action of both managers and subordinate are interlinked with each other.…”

Section: Introductionmentioning

confidence: 99%

“…The boss and subordinate competency levels are related to each other and can affect each other in various ways. If the competency level of a boss is high in comparison of subordinates then the boss has to adjust management style accordingly and similarly if the subordinate has high level of competency then the bosses or superiors may feel threatened by subordinate's capabilities (Lee, 2009). But the capabilities of subordinates if they do not threaten to their bosses then inevitably they enhance the motivation level of the bosses, which acts as helping tool for bosses/ managers in understanding personality, perception, attitudes and the behavior of subordinates (Luthan, 1998).…”

Section: Introductionmentioning

confidence: 99%

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Effects of subordinate various work behaviors on the motivational level of their bosses

Hasan¹

2012

Afr. J. Bus. Manage.

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Subordinates at times are the source of rousing for their bosses at various organizations which always give a jump to the working relations among them. Primarily the focus of this paper is to interrogate the various constructs and the proxies of subordinates work behavior which motivate to their bosses while revealing the impact of subordinates those work behaviors on the motivational levels of the bosses and then the bosses and subordinates relationships due to such work behaviors. Personal survey via random sampling technique was used to acquire data from 1700 managers of various working units which includes Departments of research and development, admin, HR and accounts, of various organizations. Optimal scaling is used to conclude the relationships between the outlined variables. The findings reveals that there is strong and positive relationship between subordinates various work behaviors and the motivation level of their bosses.

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“…In order to fulfill the purpose of the study, questionnaire technique was chosen as data gathering method since it provides certain advantages as convenience, accessibility and minimal costs (Lee & Salleh, 2009). The scales used in the study were explained below (see Table 2).…”

Section: Instrumentsmentioning

confidence: 99%

The Moderating Role of Organizational Identification on the Relationship between Perceived Organizational Career Management and Intention to Leave

Taşkıran¹

2017

IJBM

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The available literature suggests that perceived organizational career management is seen as an antecedent of intention to leave and organizational identification is considered to be superior in predicting employees' turnover intentions. Thus, this study aims at investigating the effect of perceived organizational career management on intention to leave and to determine the moderating role of organizational identification in this relation. The data was collected from 256 employees from the banking sector in the city of Istanbul, Turkey. Hierarchical regression analysis was employed to the gathered data to test the hypotheses developed for the study. The results indicated that perceived organizational career management correlated negatively with intention to leave. It was also found out that organizational identification served as a moderator for the relationship between POCM and intention to leave. Thus, the results point out that the effect of employees' perceived organizational career management on their intention to leave varies when they identify themselves with their organizations.

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Moderating Effects of Subordinates’Competency Level on Leadership and Organization Citizenship Behavior

Cited by 9 publications

References 38 publications

Performance Management Systems: Task‐Contextual Dilemma Owing to the Involvement of the Psychological Contract and Organizational Citizenship Behavior

Performance Management Systems: Task‐Contextual Dilemma Owing to the Involvement of the Psychological Contract and Organizational Citizenship Behavior

Effects of subordinate various work behaviors on the motivational level of their bosses

The Moderating Role of Organizational Identification on the Relationship between Perceived Organizational Career Management and Intention to Leave

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