Four Levers of Control System Impact on Frontline Employees’ Initiative Job Improvement

抄録

This study quantitatively and qualitatively examined how the four systems of Simons’ (1995) levers of control (LOC) framework can be combined to motivate frontline employees’ initiative job improvement using Hotel Company as a research site. Results of the multiple regression analysis and simple slope analysis showed that the belief system, boundary system, and interactive system have a positive influence on frontline employees’ initiative job improvement. Although the main effect of the diagnostic system on initiative job improvement was negative, quantitative results on the synergistic effect of the two systems revealed that the diagnostic system had a moderating effect on the belief system and interactive system effects on initiative job improvement. In addition, the interview results revealed a synergistic mechanism, where negative systems (e.g., the diagnostic system) that constrains behavior combined with positive systems (e.g., the belief system or interactive system) that promotes initiative job improvement, further increasing frontline employees’ motivation to improve their jobs.