ENABLING EFFECTS OF THE MANAGERIAL CONTROL SYSTEM (MCS) ON PSYCHOLOGICAL EMPOWERMENT, INDIVIDUAL RESILIENCE, AND TASK PERFORMANCE OF FEDERAL PUBLIC SERVANTS

Abstract

This research analyzes the enabling effects of the Managerial Control System (MCS) on psychological empowerment, individual resilience, and task performance of 223 public servants from a federal autarchy. Through descriptive, survey-based research with a quantitative approach, the results revealed that an enabling MCS has a direct and positive influence on psychological empowerment and individual resilience, and an indirect influence on task performance. Older managers, those with longer experience in leadership roles, incumbents of permanent positions, and personnel from administrative areas are more likely to perceive the enabling effects of the MCS. The evidence found in this study allows us to conclude that enabling managerial control systems help enhance psychological empowerment and individual resilience, psychological capacities that positively affect managers' task performance in the studied environment. The study contributes by identifying the conditions under which an enabling MCS influences psychological empowerment, individual resilience, and performance, and by providing guidance to MCS designers on how to foster important cognitive and attitudinal capabilities that positively reflect on public servants’ work performance.