You are on page 1of 3

Rudi Azwan (008201300076


The role of supervisory behavior, job satisfaction
and organizational commitment on employee
Research has been conducted to identify how leadership behaviors can be
used to encourage employees to achieve better organizational outcomes (Locke,
2000). However, very few studies have tried to better understand the impact of
leadership behaviors on organizational predictors of turnover (such as job
satisfaction, organizational commitment and intention to quit job). Then, this
study was conducted to address the gap.
Turnover models: The role of job satisfaction and organizational commitment
Some researchers present the view that organizational commitment
develops through job satisfaction and that organizational commitment mediates
the influence of job satisfaction on turnover intentions (Price & Mueller, 1986;
Williams & Hazer, 1986). Other authors have stated the reverse relation; namely
that organizational commitment precedes job satisfaction (Bateman & Strasser,
1884). However this view has not been supported by later research (Williams &
Hazer, 1986). In fact, in their meta-analysis of antecedents, correlates and
consequences of organizational commitment, Meyer, Stanley, Herscovitch, and
Topolnytsky (2002) have entered job satisfaction as a correlate (rather than an
antecedent) of commitment in their model explaining turnover and turnover
Impact of leadership on employees and employee behaviors
In a study on the relationship between supervisor behavior and employees’
mood, Miner, Glomb, and Hulin (2005) found that employees rated their
interactions with their supervisor as 80% positive and 20% negative. However,
the 20% negative interactions affected the employees’ mood five times more
than the positive interactions. In his article on the role of the supervisor in
creating a healthy workplace, Gilbreath (2004) states: ‘Although not yet
recognized in the management literature, it is clear that positive supervision is
fundamental component of a psychologically healthy work climate.’
Organizational support theory
Organizational support theory (Eisenberger, Cummings, Armeli, & Lynch, 1997;
Rhoades & Eisenberger, 2002) relates to the global belief employees develop
concerning the extent to which the organization values their contributions and
cares about their well-being. In a meta-analysis on perceived organizational
support (POS), Rhoades and Eisenberger (2002) have found that POS was related
to job satisfaction, affective commitment, performance and fewer withdrawal
behaviors in employees.


negatively predicts turnover intentions. Supervisory behavior commitment. Measures: Job satisfaction. Hypothesis 2: Supervisory behavior is positively and significantly related to organizational commitment through job satisfaction. Future Research The instrument used to measure leadership was built by our research team and presented eight leadership behaviors. Our model seems to support the view that commitment mediates the relationship between job satisfaction and turnover intentions (Price & Mueller. This finding seems to replicate what Griffeth. Organizational intention.Hypothesis 1: Supervisory behavior is positively and significantly related to job satisfaction.. Rather. job satisfaction seems to predict organizational commitment which. 2006).g. Although this instrument . Conclusion Overall. using Bentler and Weeks’ (1980) approach as implemented in the EQS computer program (Byrne. and Gaertner (2000) found in their meta-analysis of antecedents and correlates of employee turnover. Turnover SEM was used to assess the research model. Measuring all variables through a selfadministered questionnaire may pose a risk of common method variance and lead to an overestimation of the relationships between attitudinal and behavioral constructs. our results support a similar model proposed by Williams and Hazer (1986) that job satisfaction does not have a direct significant predictive effect on turnover intentions. Hom. Limitation The limit relates to the use of self-administered questionnaires (e. 763 individuals thus participated in the study by completing the questionnaire. Research Methodology Procedure and participants: In total. not to organizational commitment or to turnover intentions. namely that organizational commitment predicted turnover better than job satisfaction. 1986). risk of common method bias). Hypothesis 3: Supervisory behavior predicts turnover intentions only indirectly. in turn. through job satisfaction and organizational commitment.

it would be interesting in future research to use a validated instrument measuring leadership styles.yielded acceptable psychometric properties. .