The Effect Of Manager’s Bases Of Power On Employee’s Satisfaction With Supervision
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Date
2014
Authors
See, Lee Pin
Journal Title
Journal ISSN
Volume Title
Publisher
Universiti Sains Malaysia
Abstract
This study is to examine the relationship of the type of power bases used by managers upon employee’s job satisfaction, in particular on satisfaction with supervision. Power is a prevalent component in an organization and both managers and non managers use it extensively. Manager uses different power bases in dealing with their employees to achieve organizational goals and in a way, the employee’s perception towards the manager is influenced by that. For this study, French and Raven’s five dimensions of power bases were taken as the independent variables and their affect on employee’s satisfaction with supervision as the dependent variable. Data was collected from 180 respondents who were working in organizations located in Penang. Statistical Package for the Social Sciences (SPSS) was use for data analysis. Reward, referent and expert powers were found to be positively related to employee’s satisfaction with supervision. Both coercive and legitimate powers are seen to influence satisfaction with supervision negatively. There were some limitations and the suggestions for future research is to further understand the combination of powers that a manager apply and the different application towards different recipients. It was also suggested for future research to incorporate in variables such as gender, age and personality and their relations to the type of power base use by a manager. Despite the limitations, this study has provided some useful information for managers to understand the power bases that they apply in dealing with their employees and the effect of it on satisfaction with supervision.
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Keywords
Power bases used by managers , upon employee’s job satisfaction