Fuel Success: Upward Hierarchical Influence of Immediate Superior as Moderator of Subordinate Satisfaction with Supervision and Subordinate Job Satisfaction of Employees in Petron Corporation

Abstract

Influence tactics are goal-oriented behaviors that individuals use to obtain desired outcomes. Thus, it is important to understand immediate superiors’ use of upward influence and its effects on organizational outcomes particularly on subordinate job satisfaction. This research argues that the upward influence of immediate superiors will moderate the relationship between subordinate satisfaction with supervision and subordinate job satisfaction. Data were gathered from 120 employees of Petron Corporation to test the hypothesis. Results indicate that subordinate’s perceived upward influence moderated the relationship between subordinate satisfaction with supervision and job satisfaction—such that immediate superiors perceived by their subordinates as possessing greater upward influence were the recipients of higher performance ratings and produced subordinates who were satisfied with their jobs. Moreover, findings indicate that upward influence on higher management was exerted more for work-related decision areas rather than strategic decision areas. Implications of these findings reflect that (1) employees put a great value on their supervisor’s upward influence (2) and supervisors are main contributors in organizational satisfaction. Moreso, organizations who make use of supervisors’ linking-pin function effectively increase their influence and may indirectly use this as a motivational strategy. Even with significant findings, the researcher recommends improvement through employing a different sampling procedure and providing qualitative data. Also, the researcher recommends for the organization to review the research findings so as to build or adapt a training program that will produce more effective, if not influential, supervisors.