臺灣博碩士論文加值系統

ABSTRACT
Using the Leader-Member Exchange (LMX) based on social exchange theory, this study attempted to determine the mediating effects of subordinates’ job performance on the correlation between manager-subordinate relationship and organizational climate. The correlational method of research was employed. It involved 125 respondents; 10 supervisors, 12 cashiers, and 103 waiters / waitresses in five fast food establishments in Zamboanga City, Philippines. The respondents were selected using the convenience sampling. Weighted mean, pearson product moment correlation coefficient, and linear regression analysis were used in the analysis of data.

The findings indicated that the manager-subordinate relationship, organizational climate, and subordinates’ job performance in the fast food establishments were described as “very satisfactory”. There was a moderate and significant correlation between manager-subordinate relationship and organizational climate in terms of role clarity, communication, performance / reward system / feedback, relationship / respect / social-emotional support, and teamwork / task support; while there was a low and significant correlation between manager-subordinate relationship and decision making / coordination. There was a moderate and significant correlation between subordinates’ job performance and organizational climate in terms of role clarity, communication, performance / reward system / feedback, relationship / respect / social-emotional support, and teamwork / task support; while there was a low and significant correlation between subordinates’ job performance and decision-making / coordination.

It was concluded that: the managers and subordinates of the fast food establishments have respect with each other. The managers do not only view their subordinates as employees but as persons with dignity. In the same manner, the employees respect their managers in any capacity. The establishments as an organization observe and follow sound organizational practices. It provides clear roles for each employee, and each one respects one another. The communication, participation, and cooperation of employees are well maintained in the establishments. The employees are dedicated in their work and are satisfied in their performance as well. The employees go beyond what is expected of them, they worked for the interest of the company hand in hand with their personal satisfaction. They give their best effort to provide good services and needs for the customers. It was found that the relationship of all the indicators of organizational climate to manager-subordinate relationship are significant as indicated in the p-value < 0.01< 0.05, therefore the null hypothesis (H40) is rejected and the alternative hypothesis (H41) is accepted. It was found that the relationship of all the indicators of organizational climate to subordinates’ job performance are significant as indicated in the p-value < 0.05, since the subordinates’ job performance with the indicators of organizational climate has lower level of correlation as compared to the manager-subordinate relationship with the indicators of organizational climate, therefore the null hypothesis (H50) is accepted and the alternative hypothesis (H51) is rejected.

Table of Contents
Page
ABSTRACT ------------------------------------------------------------------------------------ 0
CHAPTER
I INTRODUCTION
Background of the Study -------------------------------------------------------- 1 Theoretical / Conceptual Framework ------------------------------------------ 4
Problem Statement --------------------------------------------------------------- 7
Significance of the Study -------------------------------------------------------- 8
Definition of Terms -------------------------------------------------------------- 9
II LITERATURE REVIEW
Organizational Climate ---------------------------------------------------------- 10
Manager-Subordinate Relationship -------------------------------------------- 13
Subordinates’ Job Performance ------------------------------------------------- 20
Hypothesis ------------------------------------------------------------------------- 22
III RESEARCH METHODOLOGY
Research Design ------------------------------------------------------------------ 23
Population and Sampling -------------------------------------------------------- 24
Research Instrument ------------------------------------------------------------- 25
Validity and Reliability of the Research Instrument ------------------------- 26
Data Gathering Procedure ------------------------------------------------------- 27
Statistical Treatment of Data ---------------------------------------------------- 27

IV RESULTS
Manager-Subordinate Relationship --------------------------------------------- 28
Organizational Climate ----------------------------------------------------------- 30
Subordinates’ Job Performance-------------------------------------------------- 38
Correlation between Manager-Subordinate Relationship
and Organizational Climate --------------------------------------------- 40
Mediating Effects of Subordinates’ Job Performance ------------------------ 41
V CONCLUSION AND IMPLICATION TO PRACTITIONERS AND
RESEARCHERS
Summary of Findings ------------------------------------------------------------- 47
Conclusion ------------------------------------------------------------------------- 49
Recommendation ------------------------------------------------------------------ 52
Scope and Delimitation of the Study ------------------------------------------ 53

APPENDICES
A. Letter for the Manager ------------------------------------------------------------ 54
B. Letter for the Respondents ------------------------------------------------------- 55
C. Survey Questionnaire ------------------------------------------------------------- 56
D. Reference --------------------------------------------------------------------------- 61






List of Figures
Figure Page
1 Conceptual Paradigm-------------------------------------------------------- 6




















List of Tables
Table Page
1 Respondents of the Study-------------------------------------------------------------- 24
2 Extent of Manager-Subordinate Relationship-------------------------------------- 29
3 Role Clarity------------------------------------------------------------------------------ 31
4 Communication------------------------------------------------------------------------ 32
5 Performance / Reward Systems / Feedback---------------------------------------- 33
6 Decision Making / Coordination of Employees------------------------------------ 35
7 Relationship / Respect / Social-Emotional Support-------------------------------- 36
8 Teamwork / Task Support of Employees------------------------------------------- 37
9 Level of Subordinates’ Job Performance-------------------------------------------- 39
10 Correlation between Manager-Subordinate Relationship
and Organizational Climate----------------------------------------- 40
11 Regression Analysis-------------------------------------------------------------------- 42

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