Interpersonal Facilitation and Goal-oriented Managerial Behavior in Japan

ABSTRACT

This study assesses how effectively public officials promote interpersonal facilitation in Japan by examining how goal-oriented managerial behavior affects individuals and how division-level interdependence affects individual-level interpersonal facilitation. Data from 641 questionnaires completed by local public officials were analyzed with multilevel structural equation modeling. This showed that performance management based on individual-level goal-oriented managerial behavior improves interpersonal facilitation through job enrichment at the individual level and that increasing task interdependence and outcome interdependence at the divisional level stimulates interpersonal facilitation. Goal-oriented managerial behavior improves interpersonal facilitation when individuals belong to divisions characterized by high levels of task interdependence and outcome interdependence.

KEYWORDS:

• Interpersonal facilitation
• task interdependence
• outcome interdependence
• multilevel structural equation modeling
• performance management

Acknowledgments

The author would like to especially thank the public officials at the Administrative and Financial Reform Division of the Mie Prefectural Government, at the Administrative Reform Division of Tsu city, at the Administrative Reform Division of Matsusaka city, and at the General Affairs Division of Owase city.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Notes

1. As a preliminary analysis diagnosed the possibility of multicollinearity between variables through VIF and tolerance, there is no the possibility of multicollinearity in the variables in Table 2.

Additional information

Funding

This study was supported by JSPS KAKENHI [grant number JP25780265].