Keywords
performance assessment measures
diagnostic control
interactive control
role ambiguity
psychological empowerment
diagnostic control
interactive control
role ambiguity
psychological empowerment
How to Cite
Beuren, I. M., Anzilago, M., & Dal Vesco, D. G. (2019). Effects of the diagnostic and interactive use of performance assessment measures in role ambiguity and psychological empowerment. Cuadernos De Administración, 31(56), 55-80. https://doi.org/10.11144/Javeriana.cao.31-56.ucdim
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Abstract
This study analizes the association of the diagnostic and interactive use of performance assessment measures with the decreased role ambiguity and increased psychological empowerment of managers. Survey research was conducted in an agro-industrial cooperative, in which 52 managers answered the questionnaire based on the study of Marginson, McAulay, Roush and Van Zijl (2014). The results of modeling of structural equations show that the diagnostic and interactive use of the performance assessment measures is not associated with psychological empowerment. However, it is confirmed that managerial performance of the managers is affected by role ambiguity.
Anthony, R., & Govindarajan, V. (2008). Sistema de controle gerencial. São Paulo: McGraw Hill.
Bido, D., Silva, D., Souza, C., & Godoy, A. (2010). Mensuração com indicadores formativos nas pesquisas em administração de empresas: como lidar com multicolinearidade entre eles? Administração: Ensino e Pesquisa, 11(2), 45-269.
Chiles, A., & Zorn, T. (1995). Empowerment in organizations: employees’ perceptions of the influences of empowerment. Journal of Applied Communication Research, 23(1), 1-25.
Chin, W. (1998). The partial least squares approach for structural equation modeling. In Marcoulides, G. (ed.), Modern methods for business research (pp. 295-336). London: Lawrence Erlbaum Associates.
Churchill Jr., G., Ford, N., & Walker Jr., O. (1976). Organizational climate and job satisfaction in the sales force. Journal of Marketing Research, 13(1), 323-332.
Clark, R., Hartline, M., & Jones, K. (2009). The effects of leadership style on hotel employees commitment to service quality. Cornell Hospitality Quarterly, 50(2), 209-230.
Cohen, J. (1988). Statistical power analysis for the behavioral sciences, 2nd ed. Hillsdale, NJ: Lawrence Erlbaum Associates.
Collins, F. (1982). Managerial accounting systems and organizational control: A role perspective. Accounting, Organizations and Society, 7(2), 107-112.
Conger, J., & Kanungo, R. (1988). The empowerment process: integrating theory and practice. Academy of Management Review, 13(3), 471-482.
Daft, R., & Lengel, R. (1990). Information richness: A new approach to managerial behavior and organizational design. In Cummings, L., & Staw, B. (eds.), Information and cognition in organizations (pp. 191-233). Greenwich: Jai Press.
Davison, A., & Hinkley, D. (2003). Bootstrap methods and their application, 2nd ed. New York: Cambridge University Press.
Ford, R., & Fottler, M. (1995). Empowerment: A matter of degree. Academy of Management Executive, 9(3), 21-28.
Fornell, C., & Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
Gist, M., & Mitchell, T. (1992). Self-efficacy: a theoretical analysis of its determinants and malleability. Academy of Management Review, 17(2), 183-211.
Gomes, C., Yasin, M., & Lisboa, J. (2004). A literature review of manufacturing performance measures and measurement in an organizational context: A framework and direction for future research. Journal of Manufacturing Technology Management, 15(6), 511-530.
Gunasekaran, A., Patel, C., & Mcgaughey, R. (2004). A framework for supply chain performance measurement. International Journal of Production Economics, 87(3), 333-347.
Hair Jr., J., Black, W., Babin, B., Anderson, R., & Tatham, R. (2009). Análise multivariada de dados, 6 ed. Porto Alegre: Bookman.
Hall, M. (2008). The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance. Accounting, Organizations and Society, 33(2/3), 141-163.
Hechanova, R., Alampay, R., & Franco, E. (2009). Psychological empowerment, job satisfaction, and performance among Filipino service workers. Asian Journal of Social Psychology, 9(1), 72-78.
Henri, J. (2006). Management control systems and strategy: a resource based perspective. Accounting, Organizations and Society, 31(6), 529-558.
Henseler, J., Ringle, C., & Sinkovics, R. (2009). The use of partial least squares path modeling in international marketing. Advances in International Marketing, 20(1), 277-319.
House, R., & Rizzo, J. (1972). Role conflict and role ambiguity as critical variables in a model of organizational behavior. Academy of Management Journal, 25(2), 452-456.
Hulland, J. (1999). Use of partial least squares (PLS) in strategic management research: a review of four recent studies. Strategic Management Journal, 20(2), 195-204.
Kahn, R. (1973). Conflict, ambiguity, and overload: three elements in job stress. In MaClean, A. (ed.), Occupational stress (pp. 47-61). Springfield: Gulf Publisher.
Kahn, R., Wolfe, D., Quinn, R., Snoek, J., & Rosenthal, R. (1964). Organizational stress: Studies in role conflict and ambiguity. New York: Jonh Wiley.
Katz, D., & Kahn, R. (1978). The social psychology of organizations. New York: John Wiley.
Klann, R., & Beuren, I. (2014). Relações do empowerment psicológico com o sistema de mensuração de desempenho e o desempenho gerencial. Revista Ambiente Contábil, 6(3), 116-133.
Konczak, L., Stelly, D., & Trusty, M. (2000). Defining and measuring empowering leader behaviors: development of an upward feedback instrument. Educational and Psychological Measurement, 60(2), 301-312.
Liden, R., Wayne, S., & Sparrowe, R. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcome. Journal of Applied Psychology, 85(3), 407-416.
Lima, E., Costa, S., & Angelis, J. (2008). The strategic management of operations system performance. International Journal of Business Performance Management, 10(1), 108-132.
Marginson, D., Mcaulay, L., Roush, M., & Van Zijl, T. (2014). Examining a positive psychological role for performance measures. Management Accounting Research, 25(1), 63-75
McNally, G. (1980). Responsibility accounting and organizational control: Some perspectives and prospects. Journal of Business Finance & Accounting, 7(2), 165-181.
Michaels, R., Ralph L., & Erich A. (1987). Role stress among industrial buyers: An integrative model. Journal of Marketing, 51(1), 28-45.
Miller, K., & Monge, P. (1986). Participation, satisfaction, and productivity: A meta-analytic review. Academy of Management Journal, 29(4), 727-753.
Nascimento, S., & Beuren, I. (2014). Impacto do sistema de recompensa e do acesso às informações sobre o desempenho individual no empowerment psicológico e o seu reflexo na eficácia gerencial de empresa multinacional. Sociedade, Contabilidade e Gestão, 9(1), 6-24.
Neely, A. (2005). The evolution of performance measurement research: developments in the last decade and a research agenda for the next. International Journal of Operations and Production Management, 25(12), 1264-1277.
Neely, A., Mills, J., Gregory, M., & Platts, K. (1995). Performance measurement system desing: a literaure review and research agenda. International Journal of Operations & Production Management, 15(4), 80-116.
Nunally, J. (1978). Psychometric theory. New York: McGraw Hill.
Quinn, R., & Spreitzer, G. (1997). The road to empowerment: Seven questions every leader should consider. Organizational Dynamics, 26(2), 37-49.
Rizzo, J., House, R., & Lirtzman, S. (1970). Role conflict and ambiguity in complex organizations. Administrative Science Quarterly, 15(2), 150-163.
Seibert, S., Wang, G., & Courtright, S. (2011). Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review. Journal of Applied Psychology, 96(5), 981-1003.
Simons, R. (1995). Levers of control: how managers use innovative control systems to drive strategic renewal. Boston: Harvard Business School.
Simons, R. (2005). Levers of organizational design: How managers use accountability systems for greater performance and commitment. Boston: Harvard Business School.
Spreitzer, G. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1466.
Tan, K., & Platts, K. (2009). Linking operations objectives to actions: a plug and play approach. International Journal of Production Economics, 121(2), 610-619.
Thomas, K., & Velthouse, B. (1990). Cognitive elements of empowerment: an interpretive model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681.
Bido, D., Silva, D., Souza, C., & Godoy, A. (2010). Mensuração com indicadores formativos nas pesquisas em administração de empresas: como lidar com multicolinearidade entre eles? Administração: Ensino e Pesquisa, 11(2), 45-269.
Chiles, A., & Zorn, T. (1995). Empowerment in organizations: employees’ perceptions of the influences of empowerment. Journal of Applied Communication Research, 23(1), 1-25.
Chin, W. (1998). The partial least squares approach for structural equation modeling. In Marcoulides, G. (ed.), Modern methods for business research (pp. 295-336). London: Lawrence Erlbaum Associates.
Churchill Jr., G., Ford, N., & Walker Jr., O. (1976). Organizational climate and job satisfaction in the sales force. Journal of Marketing Research, 13(1), 323-332.
Clark, R., Hartline, M., & Jones, K. (2009). The effects of leadership style on hotel employees commitment to service quality. Cornell Hospitality Quarterly, 50(2), 209-230.
Cohen, J. (1988). Statistical power analysis for the behavioral sciences, 2nd ed. Hillsdale, NJ: Lawrence Erlbaum Associates.
Collins, F. (1982). Managerial accounting systems and organizational control: A role perspective. Accounting, Organizations and Society, 7(2), 107-112.
Conger, J., & Kanungo, R. (1988). The empowerment process: integrating theory and practice. Academy of Management Review, 13(3), 471-482.
Daft, R., & Lengel, R. (1990). Information richness: A new approach to managerial behavior and organizational design. In Cummings, L., & Staw, B. (eds.), Information and cognition in organizations (pp. 191-233). Greenwich: Jai Press.
Davison, A., & Hinkley, D. (2003). Bootstrap methods and their application, 2nd ed. New York: Cambridge University Press.
Ford, R., & Fottler, M. (1995). Empowerment: A matter of degree. Academy of Management Executive, 9(3), 21-28.
Fornell, C., & Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.
Gist, M., & Mitchell, T. (1992). Self-efficacy: a theoretical analysis of its determinants and malleability. Academy of Management Review, 17(2), 183-211.
Gomes, C., Yasin, M., & Lisboa, J. (2004). A literature review of manufacturing performance measures and measurement in an organizational context: A framework and direction for future research. Journal of Manufacturing Technology Management, 15(6), 511-530.
Gunasekaran, A., Patel, C., & Mcgaughey, R. (2004). A framework for supply chain performance measurement. International Journal of Production Economics, 87(3), 333-347.
Hair Jr., J., Black, W., Babin, B., Anderson, R., & Tatham, R. (2009). Análise multivariada de dados, 6 ed. Porto Alegre: Bookman.
Hall, M. (2008). The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance. Accounting, Organizations and Society, 33(2/3), 141-163.
Hechanova, R., Alampay, R., & Franco, E. (2009). Psychological empowerment, job satisfaction, and performance among Filipino service workers. Asian Journal of Social Psychology, 9(1), 72-78.
Henri, J. (2006). Management control systems and strategy: a resource based perspective. Accounting, Organizations and Society, 31(6), 529-558.
Henseler, J., Ringle, C., & Sinkovics, R. (2009). The use of partial least squares path modeling in international marketing. Advances in International Marketing, 20(1), 277-319.
House, R., & Rizzo, J. (1972). Role conflict and role ambiguity as critical variables in a model of organizational behavior. Academy of Management Journal, 25(2), 452-456.
Hulland, J. (1999). Use of partial least squares (PLS) in strategic management research: a review of four recent studies. Strategic Management Journal, 20(2), 195-204.
Kahn, R. (1973). Conflict, ambiguity, and overload: three elements in job stress. In MaClean, A. (ed.), Occupational stress (pp. 47-61). Springfield: Gulf Publisher.
Kahn, R., Wolfe, D., Quinn, R., Snoek, J., & Rosenthal, R. (1964). Organizational stress: Studies in role conflict and ambiguity. New York: Jonh Wiley.
Katz, D., & Kahn, R. (1978). The social psychology of organizations. New York: John Wiley.
Klann, R., & Beuren, I. (2014). Relações do empowerment psicológico com o sistema de mensuração de desempenho e o desempenho gerencial. Revista Ambiente Contábil, 6(3), 116-133.
Konczak, L., Stelly, D., & Trusty, M. (2000). Defining and measuring empowering leader behaviors: development of an upward feedback instrument. Educational and Psychological Measurement, 60(2), 301-312.
Liden, R., Wayne, S., & Sparrowe, R. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcome. Journal of Applied Psychology, 85(3), 407-416.
Lima, E., Costa, S., & Angelis, J. (2008). The strategic management of operations system performance. International Journal of Business Performance Management, 10(1), 108-132.
Marginson, D., Mcaulay, L., Roush, M., & Van Zijl, T. (2014). Examining a positive psychological role for performance measures. Management Accounting Research, 25(1), 63-75
McNally, G. (1980). Responsibility accounting and organizational control: Some perspectives and prospects. Journal of Business Finance & Accounting, 7(2), 165-181.
Michaels, R., Ralph L., & Erich A. (1987). Role stress among industrial buyers: An integrative model. Journal of Marketing, 51(1), 28-45.
Miller, K., & Monge, P. (1986). Participation, satisfaction, and productivity: A meta-analytic review. Academy of Management Journal, 29(4), 727-753.
Nascimento, S., & Beuren, I. (2014). Impacto do sistema de recompensa e do acesso às informações sobre o desempenho individual no empowerment psicológico e o seu reflexo na eficácia gerencial de empresa multinacional. Sociedade, Contabilidade e Gestão, 9(1), 6-24.
Neely, A. (2005). The evolution of performance measurement research: developments in the last decade and a research agenda for the next. International Journal of Operations and Production Management, 25(12), 1264-1277.
Neely, A., Mills, J., Gregory, M., & Platts, K. (1995). Performance measurement system desing: a literaure review and research agenda. International Journal of Operations & Production Management, 15(4), 80-116.
Nunally, J. (1978). Psychometric theory. New York: McGraw Hill.
Quinn, R., & Spreitzer, G. (1997). The road to empowerment: Seven questions every leader should consider. Organizational Dynamics, 26(2), 37-49.
Rizzo, J., House, R., & Lirtzman, S. (1970). Role conflict and ambiguity in complex organizations. Administrative Science Quarterly, 15(2), 150-163.
Seibert, S., Wang, G., & Courtright, S. (2011). Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review. Journal of Applied Psychology, 96(5), 981-1003.
Simons, R. (1995). Levers of control: how managers use innovative control systems to drive strategic renewal. Boston: Harvard Business School.
Simons, R. (2005). Levers of organizational design: How managers use accountability systems for greater performance and commitment. Boston: Harvard Business School.
Spreitzer, G. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1466.
Tan, K., & Platts, K. (2009). Linking operations objectives to actions: a plug and play approach. International Journal of Production Economics, 121(2), 610-619.
Thomas, K., & Velthouse, B. (1990). Cognitive elements of empowerment: an interpretive model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681.
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