Effects of reporting levels on team workers in new business sectors

Vathsala Wickramasinghe ()
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Vathsala Wickramasinghe: University of Moratuwa

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Abstract: The literature provides evidence for the effects of number of reporting levels on employees' attitudes, and in turn their reactions to work and work context. Yet, so far, little empirical attention has been paid to understand implications of the number of reporting levels on employees. The study investigated the differential effects of number of reporting levels on employees in teams in terms of opportunities for promotion, opportunities for lateral transfer, satisfaction with work environment, and team process. Survey methodology was used and 281 respondents who fulfilled the selection criteria set for the study responded. To examine the hypothesized relationships logistic regression was performed. The findings supported the hypothesis that employees perceive more opportunities for promotion when many reporting levels (3 to 5 in the present study) exist. Further, the findings supported the hypothesis that employees perceive more satisfaction with the work environment when few reporting levels (2 in the present study) exist.

Keywords: team work; work routinization; Leadership and reporting; Communication in teams; Employee engagement; Work coordination; Team effectiveness; Organizational behavior in new industries; career commitment; job stress; promotional opportunity; role clarity; Flat vs hierarchical structures; reporting levels; promotion; lateral transfer; Reporting levels; Organizational hierarchy; Team workers; Team performance; Employee productivity; Organizational structure; Startups and emerging enterprises; team process; Team dynamics (search for similar items in EconPapers)
Date: 2016
Note: View the original document on HAL open archive server: https://hal.science/hal-05588667v1
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Published in Performance Improvement Quarterly, 2016, 28 (4), pp.91-106. ⟨10.1002/piq.21211⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05588667

DOI: 10.1002/piq.21211

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