| Summary: | 碩士 === 輔仁大學 === 企業管理學系管理學碩士在職專班 === 102 === In an organization proper supervision over subordinates is necessary and essential. The influence of the executive leadership on subordinates is not only mutual and interrelated; it may also cause psychological trauma and physiologically impact to subordinates, as well as damage to the organization, which have all become important issues that organizational leaders must face.
Based on and viewing from the supervision of improper supervision, this study aims to explore whether the subordinates, after having subjectively perceived the improper supervision from their superiors, would be adversely affected psychologically and would then develop mental and emotional exhaustion, which in turn would pave the way for job burnout and turnover intention.
Apart from exploring the impact of each and every variable, this study further aims to delineate the types of improper supervision, attempting to establish coping strategies for lowering the level of improper supervision, and to provide alternatives for management improvement portfolio.
The findings of this study demonstrate that when subjectively perceiving improper and abusive supervision, the subordinates would expect and need more of direct assistance with their job duties or positive encouragement and praise; that a significant relationship exists between improper supervision on the part of district directors and job burnout as well as turnover intention among store managers; and that the relationship between job burnout among district directors as well as store managers and turnover intention among store managers is significantly positive.
Finally, this study suggests that in the future he following initiatives be launched to lower the probability of improper supervision:
First, shaping and creating a healthy workplace management culture.
Second, education and training programs oriented to specific needs, as preventive and pre-emptive measures.
Third, the role played by human resources as a medium of communication and its constant internalization.
Fourth, proper delegation of authority to prevent improper supervision occurring.
Fifth and finally, job redesigning to achieve the value of diversity.
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