Manager¡¦s managerial effectiveness is measured by how successfully he/she influences others. Leaders exert influence tactics to achieve task objective and organizational long-term objectives in a complex environment in order to maximize their job performance. By means of influence tactics, managers exert political behavior over others to achieve their organizational power settings. Thus, the purpose of the study is to understand the relationship between downward influence tactics and job performance. Results showed as following:
1. Male managers use more rationality influence tactic than that of females; female manager¡¦s contextual performance is better than that of males.
2. Managers with age between 30-39 use rationality influence tactic more than those of age 50 and above; managers with age below 30 use network and counteract influence tactics more than those of other age groups; task performance and contextual performance of managers with age over 50 are better than other age groups
3. Single managers use counteract influence tactic more than married managers; task performance and contextual performance of single managers are better than those of married managers
4. Managers with Master/Doctoral degrees use rationality, network, exchange, pressure, and counteract influence tactics more than those of other educational backgrounds.
5. Managers with 1 ~ 3 years working experiences use rationality and counteract influence tactics more than those of other years of working experiences; managers with working experiences over 10 years use network and pressure more than those of other years of working experiences.
6. High-level managers use rationality and pressure influence tactics more than those of other lower level managers; project-based managers use network and counteract influence tactics more than those of other levels of managers.
7. Middle-level managers have higher task performance than that of other levels of managers; high-level managers have higher contextual performance than that of other levels of managers.
8. After using gender, age, martial status, educational background, working experience and job level as control variables, and compare the relationship between downward influence tactics and job performance, we found:
8.1 Managers who are male, age over 35, single, college and below educational background, middle/high level, 5 years and above working experiences, the more rationality influence tactic they use, the better their job performance are.
8.2 Managers who are university and above, have 5 years and above working experiences, the more exchange influence tactic they use, the better their job performance are.
8.3 Managers who have less than 5 years of working experiences, the more pressure influence tactic they use, the better their task performance are.
8.4 Managers who are male, 35 years and above, single, university and below, and middle/high level, the more exchange influence tactic they use, the better their contextual performance they are.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0625106-192803 |
| Date | 25 June 2006 |
| Creators | Chen, Yi-Ping |
| Contributors | Jin-Feng Uen, Chin-Kang Jen, Chin-Ming Ho |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0625106-192803 |
| Rights | campus_withheld, Copyright information available at source archive |
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