Relationship between incongruity of supervisory strategy and satisfaction with the organization and/or supervision.

Persistent Link:
http://hdl.handle.net/10150/185852
Title:
Relationship between incongruity of supervisory strategy and satisfaction with the organization and/or supervision.
Author:
Bissell, Byron Leo.
Issue Date:
1992
Publisher:
The University of Arizona.
Rights:
Copyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.
Abstract:
Supervision is an increasingly important aspect of modern organizations and many organizations are struggling to change the old models of supervision to new models that will effectively meet the demands of the modern work environment. This study proposes a theory of supervision based on an interactional model of influence using a cognitive strategy of supervision. The supervisory strategy is made up of five tactics; (1) Administrator, (2) Parent, (3) Teacher, (4) Counselor, and (5) Peer. It is proposed that these tactics correspond to five basic needs that all persons in organizations have. By effectively facilitating the fulfillment of these needs through a supervisory strategy the supervisor is able to influence the supervisee's behavior and attitudes so that they are consistent with the needs of the organization. It was hypothesized that, as the incongruity increases between expected supervisory strategies and the perceived actual supervisory strategy, the level of satisfaction with the organization and with supervision would decrease. A study was conducted to determine the correlations between incongruity of supervisory strategy and (1) satisfaction with the organization and (2) satisfaction with supervision, at various levels in the organization. The results yielded significant correlations and that they are in the expected direction. It was concluded that those interested in organizational satisfaction need to take into account the supervisory process and its effects on employee attitudes, as satisfaction with supervision was found to be a moderator variable for satisfaction with the organization. In addition, the findings provide support for a theory of supervision based on the idea of a supervisory strategy composed of behavioral tactics that meet a supervisee's psychological needs within the context of an organization.
Type:
text; Dissertation-Reproduction (electronic)
Keywords:
Dissertations, Academic.; Business.; Psychology, Industrial.; Organizational behavior.
Degree Name:
Ph.D.
Degree Level:
doctoral
Degree Program:
Business Administration; Graduate College
Degree Grantor:
University of Arizona
Advisor:
Beach, Lee

Full metadata record

DC FieldValue Language
dc.language.isoenen_US
dc.titleRelationship between incongruity of supervisory strategy and satisfaction with the organization and/or supervision.en_US
dc.creatorBissell, Byron Leo.en_US
dc.contributor.authorBissell, Byron Leo.en_US
dc.date.issued1992en_US
dc.publisherThe University of Arizona.en_US
dc.rightsCopyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.en_US
dc.description.abstractSupervision is an increasingly important aspect of modern organizations and many organizations are struggling to change the old models of supervision to new models that will effectively meet the demands of the modern work environment. This study proposes a theory of supervision based on an interactional model of influence using a cognitive strategy of supervision. The supervisory strategy is made up of five tactics; (1) Administrator, (2) Parent, (3) Teacher, (4) Counselor, and (5) Peer. It is proposed that these tactics correspond to five basic needs that all persons in organizations have. By effectively facilitating the fulfillment of these needs through a supervisory strategy the supervisor is able to influence the supervisee's behavior and attitudes so that they are consistent with the needs of the organization. It was hypothesized that, as the incongruity increases between expected supervisory strategies and the perceived actual supervisory strategy, the level of satisfaction with the organization and with supervision would decrease. A study was conducted to determine the correlations between incongruity of supervisory strategy and (1) satisfaction with the organization and (2) satisfaction with supervision, at various levels in the organization. The results yielded significant correlations and that they are in the expected direction. It was concluded that those interested in organizational satisfaction need to take into account the supervisory process and its effects on employee attitudes, as satisfaction with supervision was found to be a moderator variable for satisfaction with the organization. In addition, the findings provide support for a theory of supervision based on the idea of a supervisory strategy composed of behavioral tactics that meet a supervisee's psychological needs within the context of an organization.en_US
dc.typetexten_US
dc.typeDissertation-Reproduction (electronic)en_US
dc.subjectDissertations, Academic.en_US
dc.subjectBusiness.en_US
dc.subjectPsychology, Industrial.en_US
dc.subjectOrganizational behavior.en_US
thesis.degree.namePh.D.en_US
thesis.degree.leveldoctoralen_US
thesis.degree.disciplineBusiness Administrationen_US
thesis.degree.disciplineGraduate Collegeen_US
thesis.degree.grantorUniversity of Arizonaen_US
dc.contributor.advisorBeach, Leeen_US
dc.contributor.committeememberTansik, Daviden_US
dc.contributor.committeememberGottfredson, Michaelen_US
dc.identifier.proquest9229847en_US
dc.identifier.oclc713037114en_US
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