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|Title:||Make my boss happy : perceived work performance, supervisor-attributed motives, feedback-seeking behavior, leader-member exchange, and objective work performance||Authors:||Lam, Kwok-yee Wing||Keywords:||Hong Kong Polytechnic University -- Dissertations
Employees -- Rating of
Supervision of employees
|Issue Date:||2006||Publisher:||The Hong Kong Polytechnic University||Abstract:||The major objectives of the research are to investigate (1) when and how feedback-seeking behavior of subordinates is associated with the quality of leader-member exchange (LMX); (2) how supervisors' interpretations of what motivates their subordinates' feedback-seeking behavior affect the consequences of such behavior for both the quality of leader-member exchange (LMX) and subordinates' work performance; (3) whether and how supervisors' perceived work performance of subordinates affect their attributions of motives for subordinates' feedback-seeking behavior. The research includes three studies. In Study 1, using a sample of 209 supervisor-subordinate dyads from a telecommunication service company in mainland China, I found that subordinates' feedback-seeking behavior was positively related to the quality of LMX when supervisors interpreted the feedback-seeking behavior of subordinates as being driven more by task-enhancement motives or less by impression management motives. In Study 2, using a sample of 240 supervisor-subordinate dyads from two manufacturing firms in mainland China, I further confirmed the findings of Study 1, and additionally found that negative feedback-seeking behavior was positively related to LMX, which, in turn, was conducive to increase work performance. However, this relationship only occurred when supervisors attributed subordinates' negative feedback-seeking behavior as being driven more by task-enhancement motives or less by impression management motives. Study 3 which had a longitudinal research design, used 300 supervisor-subordinate dyads from a manufacturing firm in China. Through this study, I further confirmed the findings of Study 1, and additionally found that supervisors attributed good performers' feedback-seeking behavior as being driven more by task-enhancement motives or less by impression management motives.||Description:||190 leaves : ill. ; 30 cm.
PolyU Library Call No.: [THS] LG51 .H577P MM 2006 Lam
|URI:||http://hdl.handle.net/10397/3608||Rights:||All rights reserved.|
|Appears in Collections:||Thesis|
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Citations as of Feb 11, 2019
Citations as of Feb 11, 2019
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