Where the demographic and work characteristic variables showed strong support
for non-moderation^20 , an indication that these research findings are not adversely
affected by non-response bias is provided and, accordingly, there can be some
degree of confidence that the findings will generalise to the population of interest.
As a caveat, however, the strongest indication for generalisability of findings
would be provided by model cross-validation in an independent sample, an
exercise that has not been possible within the scope of this research.
7.16 Model 8: Mission Clarity
The final variable to be subjected to analysis concerns employee mission clarity.
Hinkin and Tracey (1994: 55) defined mission clarity as employees’ understanding
of the purpose, mission and goals of their organisation and those authors found
that transformational leadership (TL) behaviour exerted a positive influence on
employees’ levels of goal clarity (GC) (Hinkin and Tracey 1994 TL→GC = 0.37;
Tracey and Hinkin 1996 TL→GC = 0.31).
For this research, mission clarity was measured using a single statement at the
end of Question 5 in the survey form and was worded “I clearly understand what
my company’s goals/targets are” with response options on a five-point scale from
Strongly Disagree to Strongly Agree. This item is labelled as MC1 in the coded
version of the survey form in Appendix VIII although in the pre-test (Appendix VI)
and pilot (Appendix VII) questionnaires it was labelled as GF1 (Goal Focus).
The theoretical link between transformational / motivational leadership and
mission clarity is emphasised in the Inspirational Motivational (IM) dimension of
transformational leadership (see e.g. Avolio and Bass 2004a: 96) and a goal-
setting element to employee empowerment is described by Nixon (1994) and, in a
hospitality context, by Erstad (1997). Elsewhere Lashley (1995, 1996) has
discussed the goal-related dimensions of employee empowerment in terms of
employee empowerment creating a shared sense of purpose between managers
and employees (i.e. employees have greater clarity regarding organisational/team
goals) and also cites greater employee commitment to goals as an outcome of
employee empowerment. Goal, or mission, clarity would appear to be a key
element in underpinning employees’ contribution to goal achievement.
20
In Model; 2: age, full-/part-time, respondent origin and length of service in Model
2 ; and in Model 5b, age.