People management & outcomes
"I expected more from you”: the effect of expectation-disconfirmation on employees’ satisfaction with supervisory support’
REVIEW OF PUBLIC PERSONNEL ADMINISTRATION (2022)
Julia Penning de Vries
Eva Knies
Are employees less satisfied with supervisor support when their expectations are disconfirmed? In this study, we examine this question for both predictive expectations (what will happen) and normative expectations (what should happen). Results from two preregistered experiments suggest that expectation-disconfirmation does not affect satisfaction with supervisor support. Instead, we find that expectation-disconfirmation as perceived by participants affects satisfaction with supervisor support. We conclude that even though supervisor support seems to be the most important predictor of satisfaction, perceived disconfirmation of expectations also influences employees’ satisfaction with supervisor support.
Shared perceptions of supervisor support: What processes make supervisors and employees see eye to eye?
REVIEW OF PUBLIC PERSONNEL ADMINISTRATION (2022)
Julia Penning de Vries
Eva Knies
Peter Leisink
This paper aims to find out what processes contribute to horizontal (between employees) and vertical (between employees and their supervisor) shared perceptions of supervisor support by public frontline supervisors. Informed by a multilevel qualitative study among supervisors and teachers in public secondary schools, we develop theoretical propositions regarding these processes. We propose that employees’ expectations based on experiences with previous supervisors can decrease horizontal shared perceptions. Subsequently, a contingent or consistent approach to supporting employees contribute to the development of horizontal and vertical shared perceptions, depending on the legitimacy attributed by employees to the reason behind this approach. Over time, supervisor support experienced by employees at meaningful work-life events contributes to the emergence of horizontal and vertical shared perceptions.
Well-being of public servants under pressure: the roles of job demands and personality traits in the health-impairment process’
REVIEW OF PUBLIC PERSONNEL ADMINISTRATION (2021)
Rick Borst
Eva Knies
The health-impairment process from job demands to lower well-being among public servants is still understudied. This article therefore uses the Job Demands-Resources model and answers the following question: What is the relationship between sector-specific job demands and public servants’ work-related well-being, and which of the Big Five personality traits ensure that either the hindering effect of these demands is lowered or the challenging effect enlarged? The analysis shows that all job demands negatively relate to well-being. Organizational restructurings is the strongest hindering job demand, while technological innovations is the least hindering demand. Moreover, some personality traits turned out to be demands instead of resources, opening new doors for future research in the health-impairment process of public servants.
People management: developing and testing a measurement scale
INTERNATIONAL JOURNAL OF HRM (2020)
Eva Knies
Peter Leisink
Rens van de Schoot
The central concept in this study is people management, referring to line managers’ implementation of HR practices and their leadership behaviour oriented at supporting the employees they supervise at work. In this study we conceptualize people management and develop a multidimensional scale to measure it from the perspectives of both employees and line managers.