Sooksan Kantabutra College of Management Mahidol University for giving me advice and guidance on this research. Secondly, I would attribute the Master degree level to my bosses, Mr. Yuthachai Charanachitta and Ms. Jaruwan Sajjavudh for giving me this valuable opportunity to pursue and complete my master's degree.
In addition, I would like to express my gratitude to all my colleagues and the interviewees from Italthai Hospitality Co.,Ltd who dedicated their valuable time to the interview and provided information and insights for this study. According to the current demographic and population trend, there is rapid aging, longer lifespan and decline in birth rate, which changed the organizational structure from traditional to more relationships with younger boss and older subordinates. To cope and adapt to this new structure, an effective leadership style was needed, with power being one of the crucial elements that would determine the long-term success of the organization.
This research aims to examine the relationship between younger bosses' use of power and the perceptions and satisfaction of older subordinates based on the French framework and the Level 5 power framework based on the actual situation. This research uses the qualitative in-depth interview method on 10 selected samples, 5 junior bosses and 5 senior subordinates with an age difference of 2 years or more, from Italthai Hospitality Co., Ltd.
INTRODUCTION 1
Problem Statement 1
Research Objective 2
Scope of Study 2
LITERATURE REVIEW 3
Literature Review 3
Many studies have been conducted to determine the relationship between employee job satisfaction and a leader's power base. According to Hinkin and Schriesheim, they found a positive relationship between rewards, legitimate and referential bases of power, and subordinate satisfaction, and that coercive power has a negative relationship with satisfaction (Hinkin, T.R. and Schriesheim, 1989). Similar to the study of insurance agent job satisfaction by Skinner and Donnelly, they found a positive correlation between insurance agent job satisfaction and reward, referent, legitimate authority and a negative correlation with coercive authority (Skinner S.J., Dubinsky A.J. and Donnelly J.H., 1984).
Lo and Ramayah's study on the relationship between job satisfaction and power base of managers in a company in Malaysia, in which they combined reward and referent power together, as they found a close relationship between these two powers (Lo M. and Ramayah T., 2011). The result of this research showed that most managers in Malaysia use more than one specific type of authority, other than coercive power, to influence their subordinates, which leads to high productivity and morale. The research also found that rewarding power tends to bring about positive job satisfaction among subordinates, while legitimacy does not, but it also does not lower satisfaction levels.
Also, young people have a higher tendency to select and exercise coercive power compared to older people. From several studies and research mentioned above, it can be concluded that there is a relationship between the leader's use of power and job satisfaction.
Framework of this research 6
According to Jacqueline and Bertram (Jacqueline D.G., Bertram H.R., 1974); they found that referent power is generally used by older people than younger ones. Moreover, in several cases it was also suggested that non-coercive powers are considered an appropriate choice of powers to use and exercise that positively lead to overall satisfaction.
RESEARCH METHODOLOGY 7
- Population and Sampling 7
- Interview Questions 8
- Set of Questions for Younger bosses 8
- Set of Questions for Older subordinates 9
- Data Collection Method 10
- Data Analysis Method 11
- Data Validity 11
If you were to ask your subordinates to do a task that no one likes to do, what type of power would you use and why?. If your boss only uses one type of power with you, you think it will have a long-term effect on job satisfaction. If you were to ask your subordinates to do a task that no one likes to do, what type of power would you use and why.
What type of power(s) do you try not to use or avoid using at least in the current day with all your subordinates. What is an appropriate type of power(s) that you think your boss should use to instruct you to perform the reluctant or reluctant task(s)? Interviewer: What type of power(s) do you try not to use or avoid using at least in the current day with all your subordinates.
Interviewer: What is the right kind of power do you think your boss should use to instruct you to do the task(s) you don't want or don't like. Interviewer: If your boss only uses one type of power with you, do you think that will have a long-term effect on job satisfaction?
FINDINGS AND DISCUSSION 12
Demographic Characteristic 12
Findings & Discussion 13
- Younger bosses’ utilization of powers 13
- Younger bosses’ perceptions 14
- Older subordinates’ perceptions 15
On the other hand, the type of power that all five younger bosses generally do not use or use least is coercive power. Most of them believe and respect the values of the organization and the Thai culture context and will have a negative impact on their relationship with subordinates. If you use only one type of power with your subordinates, do you think it will have a long-term effect on job satisfaction among subordinates? From the interview sessions; all subordinates seem to be satisfied with the current use of the power they receive from their bosses.
From the point of view of the older subordinates; the general perception of younger bosses' use of power seems to be in good shape. The findings from this study can help the organization better understand the relationship between younger executives' use of power and the impact on older subordinates' perceptions and satisfaction. However, referent and expert power are not yet in the possession of the younger bosses, but would be the ultimate forms of power that younger bosses would like to acquire and develop over time.
The relationship between commander's use of power and subordinate tension: A case study of a telecommunications company. What types of authority do you usually use and use most nowadays with all your subordinates. What types of power would have a positive effect on (1) morale and (2) job satisfaction of subordinates.
Which type(s) of power will have no effect on (1) morale and (2) job satisfaction of the subordinates. What type(s) of power will have negative effects on (1) morale and (2) job satisfaction of the subordinates. If you only use one type of power with your subordinates, you think it will have a long-term effect on job satisfaction among subordinates.
Interviewer: Based on the five types of power I explained earlier, which type of power do you usually use over all your subordinates? Interviewer: If you had to ask your subordinates to do a task that no one liked to do, what kind of power would you use and why? Interviewer: What type of power would have a positive effect on (1) the morale and (2) the job satisfaction of the subordinates.
Interviewer: If you use only one type of power with your subordinates, do you think it will have a long-term effect on job satisfaction among subordinates. Interviewer : What type of power(s) does your younger boss usually use with you to accomplish task. Subordinate E : I would prefer expert power so that I can consult when I see the problem of the work, but I don't think she has experienced enough to have that kind of power.
Summary 17
