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dc.contributor.authorFarr-Wharton, Roden_US
dc.contributor.authorBrunetto, Yvonneen_US
dc.contributor.authorShacklock, Kateen_US
dc.date.accessioned2017-04-24T10:22:51Z
dc.date.available2017-04-24T10:22:51Z
dc.date.issued2011en_US
dc.date.modified2013-06-26T03:10:42Z
dc.identifier.issn09585192en_US
dc.identifier.doi10.1080/09585192.2011.599681en_US
dc.identifier.urihttp://hdl.handle.net/10072/41840
dc.description.abstractThis paper used Leader Member Exchange Theory (LMX) as a lens for comparing the impact of the supervisor-subordinate relationship on two types of professionals' perceptions of autonomy and in turn, upon their affective commitment. The reason for examining autonomy is because a characteristic of being a professional is having autonomy; however, we argued that such perceptions are affected by the quality of the supervisor-subordinate relationship. The findings confirmed this argument, although the trend was stronger for engineers compared with nurses. Using the OLS procedure, the goodness of fit of the model identified that supervision and autonomy accounted for approximately a third of the variance of engineers' levels of affective commitment and a fifth of the variance for nurses. That is, the impact of supervision practices was stronger on autonomy and commitment for engineers than for nurses in Australia. Moreover, statistically, the two groups of professionals were similar in their perceptions of the quality of their supervisor-subordinate relationship as well as their perceptions of autonomy, and the qualitative findings supported similar factors impacting upon their perceptions. The only significant difference between the two groups was in their levels of affective commitment. The implications of these results include the need for those managing professionals to consider ways of improving workplace supervisor-subordinate relationships because of the impact upon perceived autonomy as well as commitment to their organisation, and hence the retention of such professionals.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.format.extent148074 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_US
dc.publisherRoutledgeen_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom3496en_US
dc.relation.ispartofpageto3512en_US
dc.relation.ispartofissue17en_US
dc.relation.ispartofjournalInternational Journal of Human Resource Managementen_US
dc.relation.ispartofvolume22en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchHuman Resources Managementen_US
dc.subject.fieldofresearchcode150305en_US
dc.titleProfessionals' supervisor-subordinate relationships, autonomy and commitment in Australia: a leader-member exchange theory perspectiveen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.rights.copyrightCopyright 2011 Routledge. This is an electronic version of an article published in International Journal of Human Resource Management, Volume 22, Issue 17, 2011, pages 3496-3512. International Journal of Human Resource Management is available online at: http://www.informaworld.com with the open URL of your article.en_US
gro.date.issued2011
gro.hasfulltextFull Text


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