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• W2148598776 abstract "ABSTRACT The primary principle of Total Quality Management suggests that providers achieve success by understanding and satisfying customers' needs. This study uses a paradigm of are customers and Kano Model of satisfaction to clarify and quantify expectations. Supervisor expectations are examined in terms of basic needs, satisfiers, and delighters as well as a variety of demographic variables (e.g., gender, age, experience, industry, supervisory level) from 257 supervisors and 30 manufacturing and service organizations. The findings indicate consistent and quantifiable differences in levels of expectations. Recommendations are offered to improve communication of expectations between and subordinate. INTRODUCTION A supervisor's primary responsibility is to influence his or her employees to accomplish organizational goals. The clear communication of expectations is central to this process of influencing or motivating employees. While most supervisors understand their responsibility to communicate expectations, employees may not understand how critical it is that they understand supervisor's expectations. In a sense, employee must view the as customer. As such, subordinate employees are providers and it is their responsibility to determine and satisfy their supervisor's (customer's) expectations. However, it is not enough for subordinates to merely understand needs or expectations; they must be able to quantify them. All needs or expectations are not created equal, and resolution of all needs does not have same impact on satisfaction or in this case, employee's acceptance by and performance rating or promotion. Research in higher education indicates that students who better understand vagaries of professor expectations get higher grades in that particular course and maintain higher grade point averages (Emery, 2002). As such, it is reasonable to believe that employees, who better understand their supervisor's expectations, will perform better. The purpose of this study is to help supervisors (customers) qualify and quantify their expectations for their employees. Additionally, relationships between various expectations will be examined across a variety of variables (e.g., gender, age, experience, industry, supervisory level) to offer recommendations for improving communication of expectations between and subordinate. LITERATURE REVIEW The setting and evaluation/control of expectations, as well as degree of employee awareness, are important parts of any performance model. Surprisingly, supervisor's role in communicating performance expectations to subordinates has been relatively neglected in leadership research. Bass's (1990) revised and expanded edition of Stogdill's Handbook of Leadership exhausts topic of Leaders as Molders of Expectations in one short paragraph including only three references. Early researchers stressed communication of expectations as a key responsibility of a leader and critical to influencing employee performance. For example, Likert (1961) stressed communication of clear and high expectations by to subordinates as an important component of leadership behavior. Similarly, Edwards (1973) showed that most effective supervisors are those who create high performance expectations for subordinates. House (1977) included communication of high expectations for follower performance as an important feature of charismatic leadership. In addition to these declarations by noted researchers of leadership, setting and communication of expectations is solidly grounded in Expectancy Theory, Goal Theory, Leader-Member Exchange Theory and Theory of Self-fulfilling Prophecy. Further, notion of supervisor as customer suggests that satisfaction theories and literature are relevant to supervisor-subordinate dyad. …" @default.
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• W2148598776 date "2004-01-01" @default.
• W2148598776 modified "2023-09-26" @default.
• W2148598776 title "Using the Kano Model of Customer Satisfaction to Define and Communicate Supervisor Expectations" @default.
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