Managerial Control Strategies for Poor Performance over Time and the Impact on Subordinate Reactions

Abstract

Using a longitudinal lab design, the evolving nature of control strategies enacted by managers in responding to poor performing subordinates was examined from both the manager′s and the subordinate′s perspective. Control strategies, characterized by the manager′s use of corrective actions and verbal influence tactics, were found to be somewhat related to the severity of the particular incident. Managers showed consistency in their control strategies with punitive corrective actions and verbal influence tactics tending to be repeatedly used with a poor performing subordinate. However, managers were also found to experiment with punitive corrective actions and verbal influence tactics across time, apparently searching for effective control strategies. The subordinate′s perceptions of interactional justice were also examined and found to be related to the control strategies enacted by the managers.