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Employee perceptions of management relations as influences on job satisfaction and quit intentions

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  • Stephen Frenkel
  • Karin Sanders
  • Tim Bednall

Abstract

In this paper we use a relational approach to investigate how employee perceptions of their relationships with three types of managers—senior, line, and human resource managers—are related to employees’ job satisfaction and intention to quit. Based on an employee survey (n=1,533), and manager network data (n=140) in ten organizations operating in Australia, we found that the extent of agreement between employees’ perceptions of their relations with senior and line management was positively related to these outcome variables. In addition, we found these relationships were strengthened in organizations where HR and line managers reported high-frequency communication between the two groups. Implications of our findings are briefly canvassed. Copyright Springer Science+Business Media, LLC 2013

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  • Stephen Frenkel & Karin Sanders & Tim Bednall, 2013. "Employee perceptions of management relations as influences on job satisfaction and quit intentions," Asia Pacific Journal of Management, Springer, vol. 30(1), pages 7-29, March.
    • Handle: RePEc:kap:asiapa:v:30:y:2013:i:1:p:7-29
    DOI: 10.1007/s10490-012-9290-z
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    Cited by:

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    2. Vaneet Kashyap & Santosh Rangnekar, 2016. "The Mediating Role of Trust: Investigating the Relationships among Employer Brand Perception and Turnover Intentions," Global Business Review, International Management Institute, vol. 17(3_suppl), pages 64-75, June.
    3. Kurt, Yusuf & Kurt, Mustafa, 2020. "Social network analysis in international business research: An assessment of the current state of play and future research directions," International Business Review, Elsevier, vol. 29(2).

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