An Empirical Test of the Consequences of Different Organizational Control Systems on Individual and Organizational Level Variables

Abstract

Organizational control systems seem to moderate the relationships between job outcomes and job attitudes such as job performance, job satisfaction, organizational commitment, turnover intentions, role ambiguity and role conflict. Using a model which is based on Brown and Peterson’s meta-analysis (1993), our findings suggest that the positive effect of role conflict on salespersons’ job performance is amplified in ‘informal’ control systems. In ‘informal’ and ‘high’ control archetypes, on the other hand, the dysfunctional effects of role ambiguity on job satisfaction and turnover intentions are amplified.