Measuring the TA Concept of Autonomy and its Correlation with Employee Self-Performance Evaluation Scores Compared to their Manager's Evaluation

Abstract

Description is given of a study that set out to measure the effect of the transactional analysis concept of autonomy and how it related to the consistency between the self-performance evaluation scores of employees and their manager's performance scores. A questionnaire was used that had previously been developed and researched with people studying to become transactional analysis practitioners. In addition to finding that there did appear to be a correlation between high scores on the questionnaire and agreement by the employee with their manager's evaluation, it was realised that there were shortcomings with the questionnaire and these raised questions about the concept of autonomy as it is typically described within transactional analysis. A revised questionnaire is included containing only 11 from the original 19 questions, and it is shown how the original four and then two components may be two different factors.