Effects of the diagnostic and interactive use of performance assessment measures in role ambiguity and psychological empowerment

Abstract

This study analizes the association of the diagnostic and interactive use of performance assessment measures with the decreased role ambiguity and increased psychological empowerment of managers. Survey research was conducted in an agro-industrial cooperative, in which 52 managers answered the questionnaire based on the study of Marginson, McAulay, Roush and Van Zijl (2014). The results of modeling of structural equations show that the diagnostic and interactive use of the performance assessment measures is not associated with psychological empowerment. However, it is confirmed that managerial performance of the managers is affected by role ambiguity.