摘要：The effects of subordinates’ perception of favouritism by their superiors and how it affects subordinates’ commitment and extra-role behaviours in their organisations were examined in this study. Analysis of empirical data from a survey of 296 employees in two organisations in Ghana revealed interesting insights into their work and extra-role values. It was found that although no significant difference in the amount of perceived supervisory support existed, perception of relational demography in particular ethnicity greatly shaped the exchanges between supervisors and their subordinate. The amount of perceived supervisory support was equally shaped by perception of relational demography. Since subordinates with more supervisory support were highly committed, there was an inverse relationship between perceived favouritism and their organisational commitment behaviours. Contrary to expectations, subordinates who perceived supervisor discrimination were unwilling to quit their organisations but rather continued to stay and offer extra-role behaviours. It is suggested that organisational output will increase tremendously if the negative perceptions are corrected.
其他摘要：The effects of subordinates’ perception of favouritism by their superiors and how it affects subordinates’ commitment and extra-role behaviours in their organisations were examined in this study. Analysis of empirical data from a survey of 296 employees in two organisations in Ghana revealed interesting insights into their work and extra-role values. It was found that although no significant difference in the amount of perceived supervisory support existed, perception of relational demography in particular ethnicity greatly shaped the exchanges between supervisors and their subordinate. The amount of perceived supervisory support was equally shaped by perception of relational demography. Since subordinates with more supervisory support were highly committed, there was an inverse relationship between perceived favouritism and their organisational commitment behaviours. Contrary to expectations, subordinates who perceived supervisor discrimination were unwilling to quit their organisations but rather continued to stay and offer extra-role behaviours. It is suggested that organisational output will increase tremendously if the negative perceptions are corrected.
