Linking behavioral control to frontline employee commitment and performance: a test of two alternative explanations using motivation theories
AbstractWe propose and empirically test a model in which behavioral control is linked to frontline employee commitment and performance. We test two alternative explanations by examining the intermediate role of job autonomy and situational learning orientation. The hypotheses are tested using multiple-source survey data from a sample of 1184 frontline employees and their supervisors. Results indicate that situational learning orientation is an important construct in linking behavioral control to performance. Job autonomy shows to be important in explaining employee outcomes but is only marginally related to behavioral control. Theoretical and managerial implications are discussed.
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Bibliographic InfoPaper provided by Vlerick Leuven Gent Management School in its series Vlerick Leuven Gent Management School Working Paper Series with number 2006-13.
Length: 38 pages
Date of creation: 27 Apr 2006
Date of revision:
Other versions of this item:
- K. Dewettinck & D. Buyens, 2006. "Linking behavioral control to frontline employee commitment and performance: a test of two alternative explanations using motivation theories," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 06/382, Ghent University, Faculty of Economics and Business Administration.
- NEP-ALL-2006-05-06 (All new papers)
- NEP-BEC-2006-05-06 (Business Economics)
- NEP-CBE-2006-05-06 (Cognitive & Behavioural Economics)
- NEP-CDM-2006-05-06 (Collective Decision-Making)
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- William G. Ouchi, 1979. "A Conceptual Framework for the Design of Organizational Control Mechanisms," Management Science, INFORMS, vol. 25(9), pages 833-848, September.
- Flamholtz, Eric G. & Das, T. K. & Tsui, Anne S., 1985. "Toward an integrative framework of organizational control," Accounting, Organizations and Society, Elsevier, vol. 10(1), pages 35-50, January.
- Baldauf, Artur & Cravens, David W. & Grant, Kegn, 2002. "Consequences of sales management control in field sales organizations: a cross-national perspective," International Business Review, Elsevier, vol. 11(5), pages 577-609, October.
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