Are we on the same page?

Abstract

Dit proefschrift werd mede mogelijk gemaakt met financiële steun van de VO-raad.

“I Expected More From You”: The Effect of Expectation-Disconfirmation on Employees’ Satisfaction With Supervisory Support

“…By building upon earlier studies and extending this knowledge by including a different dependent variable, we contribute to the development of the expectationdisconfirmation theory in the context of public management (Mok et al, 2017). Third, scholars increasingly emphasize the relevance of investigating employees' perceptions of public management, because these are more strongly related to outcomes than managers' reports (Favero et al, 2016;Jacobsen & Bøgh Andersen, 2015;Løkke & Krøtel, 2020;Marvel, 2017;Penning de Vries, 2021;Song & Meier, 2020). This study contributes to a deeper understanding of employees' perceptions by studying what influences perceptions of supervisory support, in particular satisfaction with supervisor support.…”

The Systematic Development of an Online Career-Oriented People Management Training for Line Managers of Professionals: A Pilot Field Intervention Study

“…Despite these features of people management by line managers working in the public sector, differences within the public sector exist (Knies & Leisink, 2018;Penning de Vries, 2021). This may, for instance, be due to characteristics of the professional setting where the line managers in this study work (Penning de Vries, 2021).…”

“…Despite these features of people management by line managers working in the public sector, differences within the public sector exist (Knies & Leisink, 2018;Penning de Vries, 2021). This may, for instance, be due to characteristics of the professional setting where the line managers in this study work (Penning de Vries, 2021). The professional work setting is characterized by highly specialized knowledge and skills, a high degree of job autonomy, strong self-regulation through strong intra-occupational norms and social closure from "outside" influences (Andersen et al, 2018;Freidson, 1994).…”

“…They can therefore be considered to be semi-public. Several distinctive features of people management by line managers in the public sector have been mentioned in the literature, such as (a) line managers are increasingly responsible for the implementation of HR practices due to devolution, (b) line managers working in the public sector perceive higher levels of red tape in the form of personnel rules and constraints than private sector managers, and (c) public sector line managers experience constraints on their discretionary room due to the influence of government control and political oversight (Knies & Leisink, 2018;Penning de Vries, 2021).…”

“…Although highly relevant to our understanding of how certain leadership behaviors can be stimulated in an organizational intervention, these interventions do not address line managers' career-oriented people management behavior. Rather, studies into people management behavior mainly focus on its antecedents, outcomes, or measurement (e.g., Knies et al, 2020;Penning de Vries, 2021;Perry & Kulik, 2008). This study adds to this body of literature by elaborating on the design of an intervention study to examine how line managers' career-oriented people management behavior can be stimulated.…”