ISSN: 1648 - 4460

International Journal of Scholarly Papers

VU KHF

Transformations  in
Business & Economics

Transformations in
Business & Economics

  • © Vilnius University, 2002-2018
  • © Brno University of Technology, 2002-2018
  • © University of Latvia, 2002-2018
Article
THE IMPACT OF CONTROLLABILITY PRINCIPLE ON MANAGERIAL PERFORMANCE AT LOWER HIERARCHICAL LEVELS. EMPIRICAL EVIDENCE FROM POLAND
Bartlomiej Nita

ABSTRACT. The controllability principle is based on the premise that managers should be responsible for and evaluated only on the basis of factors which are controllable by them. However, research conducted in order to study the impact of the controllability principle on job performance of managers is still limited. Thus, the objective of the paper is to investigate the perception of the controllability principle by junior managers at lower levels in the organizational hierarchy. The research is designed on the basis of the role theory and refers to the influence of the controllability principle on role conflict and role ambiguity, and in turn on the managerial performance. The model is built to replicate in Polish conditions the methodology originally proposed by Burkert et al. (2011). The article offers an empirical test using data gathered from 509 junior managers employed in Poland. Three out of four hypotheses were supported confirming significant impact of the use of the controllability principle on role conflict and role ambiguity. Simply, as the level of the use of the principle increases, managers are less likely to experience role conflict and role ambiguity. If the role ambiguity decrease, then managerial performance improves.

KEYWORDS:  controllability principle, managerial performance, role ambiguity, role conflict, Poland.

JEL classification:  M12, M40, M41.

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Scholarly papers Transformations in Business & Economics
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