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Supervisors determine the organization culture that promotes motivation by their supportiveness to the subordinate employees. Supervisors act as agents of the organization in organizing and evaluating the employees. The relationship between the employees and the supervisors therefore, determine the employees’ motivation. Employees adopt beliefs of the supervisors in a bid to do every chore as expected to avoid being scolded. Workers adopted beliefs known as the “Perceived Supervisor Support (PSS)” determines the culture that promotes motivation while a negative perception about supervisors support decrease productivity when the supervisor is missing (Pazy, 2006). PSS induces a sense of obligation in the employees; to discharge their obligation, employees respond by enhancing their commitment and boosting their performance. Therefore, supervisors who work well with the employees, listening to their problems and adopt open-minded supervision sets in a culture that promotes motivation of the workers to perform.

Bureaucratic supervision is totally inequitable, a worker has no choice but to do what the supervisors instruct is bent to make decision only when the supervisor is available. Blind adherence to rules may inhibit the exact actions necessary to achieve organizational goals; more particularly, when an initiation is expected to avert an accident, a worker may fear to rectify the situation because of missing instructions from the hierarchical supervisors. Bureaucratic supervision equally affects Perceived Supervisor Support leaving behind a negative psychological stimulus that hinders commitment and productivity of the employees (Eisenberger & Shanock, 2006). However, bureaucratic supervision discourages favoritism in the organization promoting good relations between employees. On the other hand open-minded supervision is democratic which improves on the Perceived Supervisor Support translating to positive effects in terms of commitment and productivity of the employees.  An open-minded supervisor is more approachable than a bureaucratic supervisor; this means workers are more apt to raise small issues before they evolve into major issues which might affect the organization’s productivity.

A supervisor with the capability to initiate open communication channels with his workers maintains a precise perception of how directives are carried out. Furthermore, an open minded supervisor is likely to notice employee feedback concisely and find develop appraisal schemes that reward the best workers to motivate every employee to work on productivity. Dictatorial supervisors may be effective leaders but they lack capacity to resolve conflict in the workplace particularly concerning morale, guidance and providing expected support (Blau, 1964).  Supervisors who listen to employees give the employees a sense of appreciation and in return such workers respect leadership. When employees feel valued and secure, they are likely to improve their Perceived Supervisor Support translating into increased productivity.

In conclusion, employees who believe that they are valued are able to discuss their problems openly easily find solutions that correlate with performance. The quality of supervisors’ communication skills reflects his overall job performance. Employees observe their supervisors’ communication with others to learn behavior that affect the techniques workers adopt when presenting their professional challenges. On the other hand, supervisors with poor communication skills make employees defiant which affects their commitment and performance.

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