The use of power from younger boss and perception of powers from older subordinates.

Abstract

To unite people with different opinion in the business world to achieve a common goal is one of the tasks that every manager has to do. By wielding the correct types of his/her power to get others to accomplish the task for him/her, while trying to maintain the level of job satisfaction among employees are what this paper is focusing on. In this research, the actual situation in Auto Gallery Seacon co., ltd. is discussed to see how a young manager uses his powers to get things done and to see how older subordinates perceive the way their boss uses his power. The case was analyzed by adopting French and Raven’s framework of power in relation to job satisfaction. The research methodology was in-depth interviews with open-ended questions. The finding shows that noncoercive types of power are acceptable and frequently utilized here. Those noncoercive powers are somewhat positively linked to job satisfaction among employees in this automotive company.

KEY WORDS: POWER/ JOB SATISFACTION/ PERCEPTION/ FRENCH AND RAVEN MODEL