Differences in job perception: What happens when supervisor and subordinate perceptions disagree?

Abstract

Introduces the job perceptual discrepancies index (JPDI), which is based on an empirical study of social workers and their team supervisors and was created by comparing supervisors’ and subordinates’ evaluations of the levels of importance of the various tasks in the subordinates’ job. The findings indicate that while subordinates and supervisors in this particular case, generally had similar job perceptions, larger JPDI values have negative implications for subordinates’ job satisfaction and turnover intentions. Considers the utility of the JPDI for both researchers and practitioners in investigating supervisor‐subordinate differences in job perception.

Citation

Chiu, C.K., Lai, G. and Snape, E. (1997), "Differences in job perception: What happens when supervisor and subordinate perceptions disagree?", Personnel Review, Vol. 26 No. 1/2, pp. 132-142. https://doi.org/10.1108/00483489710157832