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Appendix 1: Subordinate Questionnaire Dear Participants, This voluntary survey is a part of the thesis by Amrit C Sankaran, Master Candidate in the School of Hospitality and Tourism at AUT University. The purpose of this survey is to investigate the relationship between agreements in the perception of supervisor – subordinate relationships with staff’s work attitude. You will be asked to complete a survey about your relationship with your immediate supervisor and your work attitude along with your demographic information. Your responses are very important to accomplish this project. Please complete in an honest and open manner. All information you provide will be strictly held confidential and will be used only in a combined statistical form. Kindly note that only your name will be disclosed to your supervisors in facilitating him/her to complete his/her survey, and your responses are held confidential and will never be disclosed to other. Please answer the following questions completely. It will take approximately 10 minutes for you to complete this survey. After completion, kindly place it in the enclosed envelope and seal it for confidentiality. Please note, your completion of the attached consent form will be considered as authorising consent for participation and upon your completion your supervisor will be given his/her set of questionnaire and will be asked to evaluate you. Kindly mention the supervisor’s name in the consent form. If you have any questions about this survey, please do not hesitate to contact me at 0211008852 or via email tth6197@aut.ac.nz.Thank you for your time and participation. Sincerely, Amrit C Sankaran School of Hospitality and Tourism Faculty of Applied Humanities AUT University PRIMARY SUPERVISOR: Dr Peter Kim School of Hospitality and Tourism AUT University 123
Kindly complete the following questions by choosing from the range from 1 to 7 (1 = Strongly Disagree 2 = Disagree 3 = Slightly Disagree 4 = Neutral 5 = Slightly Agree 6 = Agree 7 = Strongly Agree) PART 1: SUPERVISOR-SUBORDINATE RELATIONSHIP: The following questions focus on your relationship with your Supervisor/Manager 1. Do you usually know how satisfied your supervisor is with what you do? 2. How well does your Supervisor understand your job problems and needs? 3. How well does your supervisor recognize your potential? 4. Regardless of how much formal authority he/she has built into his/her position, what are the chances that he/she would use his/her power to help you solve problems in your work? 5. Again, regardless of the amount of formal authority he/she has, what are the chances that he/she would “bail you out,” at his/her expense? 6. Do you have enough confidence in your Supervisor that you would defend and justify his/her decision if he/she were not present to do so. 7. Your overall relationship with your manager is excellent PART 2: ORGANISATIONAL COMMITMENT: The following questions focus on your commitment to the organisation Strongly Strongly Disagree Agree 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 Strongly Strongly Disagree Agree 1. I really feel as if this organisation’s problems are my own 1 2 3 4 5 6 7 2. I do feel like “part of the family” at my organisation 1 2 3 4 5 6 7 3. I do feel “emotionally attached” to this organisation 1 2 3 4 5 6 7 4. This organisation has a great deal of personal meaning for me 1 2 3 4 5 6 7 5. I do feel a strong sense of belonging to my organisation 1 2 3 4 5 6 7 PART 3: TURNOVER INTENT: The following questions focus on your intentions to leave the organisation (if any) 1. I often think about quitting 2. I will probably look for a new job in the next year 3. It is likely that I will actively look for a new job in the next year Strongly Strongly Disagree Agree 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 124
Page 1 and 2:
An examination of the relationship
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3.2 Research Paradigms ............
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LIST OF TABLES Table 1: Measures of
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LIST OF FIGURES Figure 1: Conceptua
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ACKNOWLEDGEMENTS I take this opport
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employees and help human resource d
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Several leadership theories can be
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1.2 Research Objective This study d
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1.5 Definitions of Key Terms Leader
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2.2 Characteristics of the Hospital
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satisfaction, as employees have a v
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The theories that focus on follower
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Colquitt, Lepine and Wesson (2011)
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elationships with the organisation.
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In particular, Grestner and Day (19
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Martin, 2004; Kenney, Blascovich, &
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2.5.1.5 Egocentric bias Egocentric
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The foregoing sections reviewed the
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(1993)analysed the relationship bet
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etter organisational commitment whe
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Turnover is a topic of intense rese
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poor working conditions and unsatis
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group, they will regard themselves
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3.1 Introduction CHAPTER 3 - METHOD
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present study is consistent with a
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hospitality literature have been co
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Table 1: Measures of Subordinate LM
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Table 3: Measures of Turnover Inten
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English (Manjunath & Kurian, 2009).
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and a Participant Information Sheet
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3.8.1.2 Support for the Difference
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dependent or independent (Székely
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CHAPTER 4 - RESULTS The research in
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1. Gender: Lodging: All of the 161
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are marginally more experienced wit
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Table 9: Industry Experience of Sub
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Table 10: Job Function of Subordina
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Table 11: Hospitality Education of
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4.1.2 Supervisors The supervisors w
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3. Tenure: All supervisors from bot
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Table 16: Industrial Experience of
Page 83 and 84: experience among the supervisors in
Page 85 and 86: among these supervisors ranged from
Page 87 and 88: This hypothetical supervisor will h
Page 89 and 90: Figure 2: Scree Plot 78
Page 91 and 92: supervisor LMX score of each partic
Page 93 and 94: On the other hand, supervisor LMX i
Page 95 and 96: Table 26: Correlation Results when
Page 97 and 98: Table 29: Subordinate Tenure Fewer
Page 99 and 100: a moderate correlation (.322) betwe
Page 101 and 102: Table 33: Supervisor Industry Exper
Page 103 and 104: From the results presented in Table
Page 105 and 106: 5.1 Introduction CHAPTER 5 - DISCUS
Page 107 and 108: findings suggest that behaviours re
Page 109 and 110: agreement with the organisational c
Page 111 and 112: In addition, the research used two
Page 113 and 114: commitment. It is evident that comm
Page 115 and 116: science study, where perceptions of
Page 117 and 118: REFERENCES Adler-Milstein, J., Sing
Page 119 and 120: BLS. (2011). Job openings and labor
Page 121 and 122: De Matos, C. A., Henrique, J. L., &
Page 123 and 124: Harris, M. M., & Schaubroeck, J. (1
Page 125 and 126: Kara, D. (2012). Organisational com
Page 127 and 128: Lord, R. G., & Emrich, C. G. (2001)
Page 129 and 130: Pellegrini, E. K., Scandura, T. A.,
Page 131 and 132: Sin, H. P., Nahrgang, J. D., & Morg
Page 133: Vecchio, R. P. (1998). Leader-membe
Page 137 and 138: Appendix 2: Supervisor Questionnair
Page 139 and 140: Appendix 3: Participant Information
Page 141 and 142: The only cost to you is your time:
Page 143 and 144: Appendix 5: Participant Information
Page 145 and 146: How do I agree to participate in th
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