Supervisory power and satisfaction with supervision in Malaysian manufacturing companies: The moderating effect of work autonomy

Lian, Lee Kim

doi:10.5897/ajbm11.3001

Cited by 1 publication

(2 citation statements)

References 56 publications

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“…Roelen as cited in Jauhar, Lee, & Abdul (2015) described it as the positive response and feelings that employees have on their job. Lee & Low (2015) defined it as positive feelings that employees derives from their job situation. Ali (2020) emphasized that a person who has a high job satisfaction will be highly committed to perform positively in an organization and a person with a low job satisfaction on the other hand will exhibit unsatisfactory performance and negative attitude towards work.…”

Section: B) Coercive Management Behaviormentioning

confidence: 99%

“…Management has to know that each member or employee of the group has his/her own personal needs and aspirations which are influenced by factors like ethnic, social, political, economic and the technological environment of which he/she is a part (Nwachukwu 2015). As noted by Lee and Low (2015) the behavior or styles adopted by managers in managing their employees has an extensive impact on the employees' overall feelings and attitudes towards work and also on their relationship with their managers Applying coercive management pattern, manager and supervisors are most time task-centered, they focus on getting tasks done. Managers behavior through application of various power bases and leading styles in dealing with their employees to achieve organizational goals is said to have influence on the employee's perception and feelings towards the management as well as the job.…”

Section: C) Relationship Between Coercive Management Behavior and Emp...mentioning

confidence: 99%

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Coercive Management Behavior and Employees’ Satisfaction in the Hospitality Sector in Delta State Nigeria

Arubayi¹

2023

IRJEMS

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This study examined the relationship between coercive management behavior and employees satisfaction using the hospitality industry as a case study. The study looked at salary reduction, suspension, rest period withdrawal, giving extra work for none compliance which are forms of coercive behaviours exhibited by management as the independent variables and their relationship with employees satisfaction as the dependent variable. The study adopted a descriptive survey research design, was guided by five research questions and five hypotheses were raised by the researcher in line with the study objectives. Four (4) hotels with a population of 216 employees were randomly selected within Warri metropolis of Delta state and a sample size of 140 which was derived with Taro Yamane formula was used as participant for the study and used a questionnaire that was duly validated by the supervisor who is an expert as instruments to collect data. Of the 140 copies of the questionnaires distributed, only 135 was returned and used for the analysis. The data gathered from the questionnaire administered was analyzed using descriptive statistics (mean and simple percentage, while the hypotheses were tested using the Pearson product-moment correlation co-efficient (PPMCC) at 0.05 alpha level to test for the influential relationship between variables. The study revealed that Autocratic leadership styles of management have a significant influence on employee's satisfaction in the hospitality organizations, Management behavior of use of salary reduction have a significant influence on employee's satisfaction, Giving extra work load for non-compliance have a significant influence on employee's satisfaction and withdrawal of rest/off period have a significant influence on employee's satisfaction. using suspension from official duties have a significant influence on employee's satisfaction and Coercive management behavior have influence on employee's satisfaction since all variable underpinning coercive behavior have effect on employee's satisfaction. Based on the findings of this study, it was concluded that coercive management behavior, is not favorable to employees because in the long run it would have some level of effect on the employees satisfaction and it was recommended among others that organizations should adopt minimal level of coercive style in dealing with employees and not be too coerce in their behavior. This will make employees to feel a sense of respect for their personality.

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Section: B) Coercive Management Behaviormentioning

confidence: 99%

Section: C) Relationship Between Coercive Management Behavior and Emp...mentioning

confidence: 99%

Coercive Management Behavior and Employees’ Satisfaction in the Hospitality Sector in Delta State Nigeria

Arubayi¹

2023

IRJEMS

View full text Add to dashboard Cite

show abstract

Supervisory power and satisfaction with supervision in Malaysian manufacturing companies: The moderating effect of work autonomy

Cited by 1 publication

References 56 publications

Coercive Management Behavior and Employees’ Satisfaction in the Hospitality Sector in Delta State Nigeria

Coercive Management Behavior and Employees’ Satisfaction in the Hospitality Sector in Delta State Nigeria

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