Drawing on self-determination theory and organizational support theory, the present study explored how two styles of supervisor monitoring, namely, interactional and observational, differently impact job satisfaction and affective organizational commitment of subordinates. In addition, the mediating roles of psychological need satisfaction from the supervisor and perceived supervisory support were also investigated.
Responses were collected from 183 full-time employees through a web-based survey, and data were analyzed using partial least squares structural equation modeling (PLS-SEM).
Results indicate that interactional monitoring positively influences psychological need satisfaction from the supervisor and perceived supervisory support, while observational monitoring negatively influences psychological need satisfaction from the supervisor and perceived supervisory support. Psychological need satisfaction from the supervisor fully mediates the relationship between interactional monitoring and affective organizational commitment, while perceptions of supervisory support partially mediate the relationship between the two monitoring styles and job satisfaction.
The findings of the study need to be interpreted with caution as causality could not be inferred due to the cross-sectional nature of the study.
Supervisors are advised to adopt an interactional style of monitoring, as it favorably influences the work attitudes of subordinates.
The present study is one of the few works that have examined the differential impact of supervisor monitoring styles on subordinates' work outcomes.
