How top management team behavioural integration can impact employee work outcomes: Theory development and first empirical tests
From Human Relations
Effective teamwork among an organization’s top management makes employees happier and more productive, with positive benefits to the organization. This research surveyed business theory and put it to the test empirically, showing that top management’s behavior does trickle down. Does effective teamwork in an organization’s top management team (TMT) matter to employees? The Authors gathered data from employees, TMT members, and human resource (HR) representatives of 63 organizations, They aimed to test the hypothesis that TMT behavioral integration increases organizational-level productive energy. They also aimed to find out whether organizational-level productive energy improves employee job satisfaction, and on the other side, reduces employee turnover intention. Finally, they hypothesized that organizational-level productive energy mediates both the positive relationship between behavioral integration and employee job satisfaction. Finding suggest that TMT’s “teamness”, indicated by the level of behavioral integration and how this might impact an organization’s productive energy and employees’ job satisfaction and turnover intention, is an important contribution to the field. The authors observe “Even though TMTs may assume that their behavior inside the executive suite is not visible to employees, or reason that teamwork is for everyone except the executive team, a TMT that actually works as a team can confer important advantages upon the entire organization.”
This article explores whether a top management team’s (TMT) behavioural integration relates to the work outcomes of employees. We first discuss likely theoretical mechanisms for such a relationship by integrating the literature on top management team behavioural integration with the literature on organizational climate, productive energy and employee work outcomes. Subsequently, we test our hypotheses in a dataset containing the responses of 191 top management team members and 5048 employees from 63 organizations by using structural equation modelling. The results show that top management team behavioural integration is related positively to an organization’s productive energy, which in turn is related to employees’ increased job satisfaction and decreased turnover intentions. By providing first insights into the consequences of top management team behavioural integration for employees, this article opens a new avenue for scientific inquiry on the organizational impact of top management team behaviour.
Raes, A., Bruch, H., & De Jong, S. (2012). How top management team behavioral integration can impact employee work outcomes: Theory development and first empirical tests Human Relations DOI: 10.1177/0018726712454554