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

• Main Authors: BASHSHUR, Michael R., Hernandez, Ana, Gonzalez-Roma, Vicente
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2011
• Subjects: organizational support; perceptual agreement; team climate; managers; teams; team members' perceptions; Human Resources Management; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/3135; https://doi.org/10.1037/a0022675
• Institution: Singapore Management University

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.