Interaction Effects of Power Equalization and Subordinate Personality on Job Satisfaction and Performance

Abstract

This study examines the interaction effects of employees' perceptions of actual and desired power equalization (PE), in terms of the power differential between their own level and their superiors' and of the egalitarian nature of their personality on their job satisfaction and performance. Data were collected from a sample of 222 managerial and nonmanagerial personnel in a large retail drug company in the Midwest. Results show that the more egalitarian the subordinate, the stronger the relationship between their perceptions of PE and satisfaction with work or supervisor. Significant relationships are also obtained between desired PE and job satisfaction. There are no significant relationships, however, between PE and job performance. Implications of these findings concerning the use of power with-in organizations are discussed.