Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Department of Management and Marketing | en_US |
| dc.creator | Lam, Kwok-yee Wing | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/2450 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | - |
| dc.rights | All rights reserved | en_US |
| dc.title | Make my boss happy : perceived work performance, supervisor-attributed motives, feedback-seeking behavior, leader-member exchange, and objective work performance | en_US |
| dcterms.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. | en_US |
| dcterms.extent | 190 leaves : ill. ; 30 cm. | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 2006 | en_US |
| dcterms.educationalLevel | All Doctorate | en_US |
| dcterms.educationalLevel | Ph.D. | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations. | en_US |
| dcterms.LCSH | Employees -- Rating of. | en_US |
| dcterms.LCSH | Feedback (Psychology) | en_US |
| dcterms.LCSH | Performance. | en_US |
| dcterms.LCSH | Leadership. | en_US |
| dcterms.LCSH | Supervision of employees. | en_US |
| dcterms.accessRights | open access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b20592693.pdf | For All Users | 6.68 MB | Adobe PDF | View/Open |
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