When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organization support

Publication Type

Journal Article

Publication Date

5-2011

Abstract

The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself.

Keywords

organizational support, perceptual agreement, team climate, managers, teams, team members' perceptions

Discipline

Human Resources Management | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Applied Psychology

Volume

96

Issue

3

First Page

558

Last Page

573

ISSN

0021-9010

Identifier

10.1037/a0022675

Publisher

APA

Additional URL

https://doi.org/10.1037/a0022675

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