Influence behaviors and employees' reactionsan empirical test among six societies based on a transactional-relational contract model

Resumo

Organizational and task commitment are central drivers of firm performance as they affect employees' willingness to exert effort for the organization. This paper argues that supervisors who consistently use socio-emotional and supportive influence strategies are likely to enhance subordinates' immediate commitment to the tasks as well as their psychological attachment to the organization. Drawing on the transactional-relational contracts framework, we develop and empirically examine the effects of supervisors' influence behaviors on two types of commitment. Data collected from 1150 respondents from China, Hong Kong, Taiwan, Germany, United States and Brazil provided support for the positive relationship between the persuasive influence strategy and both immediate task and organizational commitment. Exploratory analyses of the cultural differences in our sample reveal differences in assertive and relationship-based individual tactics. We thus identified potentially universally endorsed as well as culturally contingent influence tactics in predicting the two types of commitment. (c) 2012 Elsevier Inc. All rights reserved.

Ficha do documento

Tipo

Artigo científico

Ano

2013

Instituição

Elsevier Science Inc

Fonte

Repositório da FGV

Idioma

Inglês

Acesso

Acesso restrito

DOI

10.1016/j.jwb.2012.07.021

Identificador

oai:repositorio.fgv.br:10438/23331

Temas

Economia

Palavras-chave

A transactional-relational contracts modelInfluence strategiesInfluence tacticsImmediate task commitmentOrganizational commitmentNational cultureEconomiaComprometimento organizacional