Accounting for Subordinate Perceptions of Supervisor Power: An Identity-Dependence Model.

Farmer, Steven M.; Aguinis, Herman

doi:10.1037/0021-9010.90.6.1069

Cited by 101 publications

(114 citation statements)

References 63 publications

(112 reference statements)

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“…More specifically, managerial pressure was identified by operators who felt coerced by their supervisor but who felt the need to listen to managers and who exhibited a subordinate identity. A subordinate identity is identified by the individual's belief that the power of supervisors can affect their outcomes [51]. Individuals who embody strong orientations to this identity were thus more likely to be motivated to collect high quality data when they felt pressure from their supervisor.…”

Section: Analysis Of Interview Resultsmentioning

confidence: 99%

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Molina

Unsworth

Hodkiewicz

et al. 2013

Reliability Engineering & System Safety

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should be careful of the degree to which "push" factors, such as managerial pressure and technological input control, are relied upon. While they may be helpful for motivating those data collectors who are not intrinsically motivated, they are either not helpful or may discourage those data collectors who are intrinsically motivated. Instead, self-concordance may act as a longer-term, more stable approach to increasing the motivation of data collectors and thus increasing the quality of data that enter reliability systems. This study uses a sequential mixed-method approach involving interviews with 20 data collectors and a quantitative survey of 109 data collectors in a water utility. It examines the interactive effect of managerial pressure, technological input control and self-concordance on data collection performance.The need to improve the quality of manually-acquired data on assets is wellknown in the reliability literature [1][2][3][4]. Manually-acquired data includes data gathered as a result of inspections, as a part of repair work, and during asset operation by personnel whose main role is to operate or maintain assets. These manually collected data are used, in conjunction with sensor data, to develop a picture of asset health and performance which informs decisions about asset renewals, repairs and replacements [5]. Recent integrations and critiques of the data quality literature [6,7] showed that although many proposed solutions to poor quality data have involved cleaning the data once they have been collected [8] many are also aimed at influencing the input of the data -this occurs through either changing external factors that influence the data collector such as managerial and technology structures [e.g., 4, 5], or changing the motivation of the data collector [e.g., 6, 9, 10]. As yet though, little empirical research has rigorously examined the effects of the factors affecting the input of the data. Given the importance of high quality data in reliability systems, and the cost of cleaning the data after their collection, this neglect is surprising. This research therefore empirically tests the effect of the most common three factors (the manager, the technology used in inputting the data, and the intrinsic motivation of the data collector), as well as examining the effect of the interplay between them on the quality of manual data collection.Although there has been considerable increase in the use of sensors and the volume of data collected by them, using operators and maintenance staff (data collectors) to collect data on assets is still a common practice. Manual data 2 collection leverages the experience of the data collector. It often requires them to provide an assessment of the asset's condition, identify a failure mode, or make a prediction as to remaining asset life in addition to recording observations or actions taken. However, when data collectors record their observations consideration needs to be given to psychological factors to ensure that appropriate factors are in place to encoura...

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Section: Analysis Of Interview Resultsmentioning

confidence: 99%

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Molina

Unsworth

Hodkiewicz

et al. 2013

Reliability Engineering & System Safety

View full text Add to dashboard Cite

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“…The result of managers' attitudes, its causes, effects, and comprehension of the employees correspond to four different aspects: apathy, hope, progressive withdrawal, and confirmation (Aguinis & Farmer, 2005). Whereas progressive withdrawal and confirmation reflect the assessment of the current relationship between the supervisors and the subordinates, apathy and hope reflect what the subordinates anticipate to happen in the future.…”

Section: The Subordinates Understanding Of Leadership and Authority mentioning

confidence: 99%

“…This belief can be result of self-perception of the power toward a person or externally induced beliefs such as Managerial power define by the organization structure. However, it is important to note that, people's perception of a leader depends on individual beliefs, intentions, and actions (Farmer & Aguinis, 2005). This implies that, power within an organization rests with those who have supervisory roles over other employees.…”

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confidence: 99%

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The Effect of Manager’s Decision on the Perception of the “Leadership vs. Authority” of the Subordinates

Bhosale

2016

SIJMD

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There have been long debates among scholars, and practitioners on the definition of leadership and whether leadership significantly differs from authority (Farmer & Aguinis, 2005). For example, in my opinion, leadership is defined by followers. Sullivan (2012) suggests, leadership varies based on the followers' perception of leadership, culture, beliefs, and needs, with needs being the most important driving force of the leadership. However, different people, from different geographic area, field of working and so on, have different conceptions of leadership. This difference can be attributed to various factors that affect people's decision about who can be their leader. In most cases, managers of the organization at any level are perceived as the centers of action, influence, and power. They make decisions that affect the subordinates and the entire organization. These decisions have positive, negative, or neutral impacts on the subordinates. Managers' decisions in the workplace determine whether the subordinates perceive the supervisors as leaders or authority figures or both. This paper discusses the cause of mangers' decisions, the effects of such decisions on subordinates' lives, and factors that influence people's perception of supervisors as leaders or authority figures. Understanding the relation between the causation, effect and consequences of those decisions and employee' perception about leadership can give the direction to Managers for leading the people in prolific way.Distinguishing between leader and authority figure from the view of an employee help the superiors to enhance the people management skills. Consequently, the employee found superiors a person whom they can follow and that would result in compassion toward working under them. The organization will benefit from the overall setting of the strong

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“…It is imperative that in instances where organizational actors have no authority over individuals on whom they depend to achieve their policy implementation goals, they enact effective influence or social influence approaches (Kotter, 1985;Cohen and Bradford, 2008) In such cases it is recommended that policy implementers deploy soft tactics such as consultations, education, rational persuasion and rewards to foster cooperation and change the policy actors behaviour and get them to commit to the project (Farmer and Aguinis, 2005;Schwarzwald, Koslowsky and Agassi, 2001). Furthermore Khanya should have recognised the organisational context within schools as this would have helped the project in improving support for the project in schools.…”

mentioning

confidence: 99%

The Impact of Contextual Factors on the Implementation of Government E‐Strategy in Previously Disadvantaged Areas in Cape Town

Mooketsi

Chigona

2016

E J Info Sys Dev Countries

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Despite the fact that it has been established that contextual factors affect implementation of Information and Communication Technology (ICT) projects, there is a dearth of information on how these were addressed in the implementation of the whitepaper on e-education in schools in previously disadvantaged areas in South Africa. This interpretive study, guided by contextual interaction theory, examines the impact of contextual factors in the implementation of ICT in schools in previously disadvantaged areas. The findings show that the implementation context and the history of the implementers and other issues that are in no way related to the implementation process affect the implementation process and outcomes. The results of this study offer those who carry out ICT in education implementation projects in disadvantaged areas in South Africa and similar contexts elsewhere insights into the Information Systems implementation dynamics. Key Words: ICT Implementation; Impact of Contextual Factors on Implementation; EGovernment Strategy; Policy Implementation; Education 1RESEARCH PROBLEM Despite the noble intentions and efforts driving implementation of information and communication technology (ICT) in education, the integration of ICT's into teaching and learning has been wrought with challenges (Ford and Botha, 2010). Researchers have evaluated the adoption of ICT's in education from different dimensions such as community informatics, digital divide, adoption barriers and self-efficacy issues. Studies show that there are problems realising the associated benefits of the ICT investments, inadequate ICT resources, limited access to the Internet, technophobia and age related adoption issues as older teachers have been found to struggle to adapt to using ICT for teaching and learning; shortage of skilled teachers to teach ICT subjects and security issues. Social status of the potential users of ICT's has also been found to have a bearing on computer use and experience. It has also been established that there are issues with the high costs of acquiring and setting up ICT-based Management Information Systems (Wilson-Strydom and Thomson, 2005;Ford and Botha, 2010;Hodgkinson-Williams et al., 2007; Ng'ambi and Brown, 2004; Tas and Tatnal, 2010). Studies that have looked at the implementation process of the whitepaper have established that the implementation process is besieged with "dispersed and uncoordinated" implementation programmes and projects (Ford and Botha, 2010 p.1). These findings are not surprising as literature shows that planning and management of ICT projects is poorly done in developing countries (Galliers et al. 1998;Heeks, 2002).Predominantly, existing studies have not focused on how the implementation process and context could have affected the implementation outcomes. The studies evaluate the successes and challenges faced by teachers in using ICT for teaching and learning. Whilst evaluation of ICT projects is problematic and subjective, research has shown that evaluation studies ought to investi...

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Accounting for Subordinate Perceptions of Supervisor Power: An Identity-Dependence Model.

Cited by 101 publications

References 63 publications

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

The Effect of Manager’s Decision on the Perception of the “Leadership vs. Authority” of the Subordinates

The Impact of Contextual Factors on the Implementation of Government E‐Strategy in Previously Disadvantaged Areas in Cape Town

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