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1 – 10 of over 1000Joseph A. Petrick and Robert F. Scherer
The nature, value, and neglect of integrity capacity by managers and the adverse impacts that Enron executive practices have had on a range of stakeholders are delineated. An…
Abstract
The nature, value, and neglect of integrity capacity by managers and the adverse impacts that Enron executive practices have had on a range of stakeholders are delineated. An explanation is given on how moral competence in management practice is addressed by each dimension of the management integrity capacity construct (process, judgment, development, and system) and how Enron executive practices eroded each dimension. Specifically addressed is how behavioral and moral complexity can be utilized to balance the competing values of management and ethics theories to reduce the likelihood of future Enron‐like managerial malpractice. Finally, three positive action steps are recommended to improve managerial integrity capacity and remedies are proposed for victimized Enron stakeholders.
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The operation of political systems withmanagement systems in salary administration iscontrasted. This comparison will clearly show thatpolitical systems are dysfunctional in…
Abstract
The operation of political systems with management systems in salary administration is contrasted. This comparison will clearly show that political systems are dysfunctional in salary administration and should be replaced by management systems. But bureaucrats who operate with position power in political systems are resisting the transition to management systems. This is because these latter authority structures are designed to hold superiors strictly accountable for the quality of their performance. Additionally, management systems require salary administration decisions to be rooted in third wave principles, ethical standards and objective analysis. Efforts to perpetuate political systems as the dominant authority structures in collegiate organisations will promote waste, inefficiency, mismanagement and sometimes fraud in salary administration. These conditions undermine the productivity and commitment of personnel in their university.
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Hidden behind such frequently used phrases as “The system/policy requires …,” “The organization has decided…” is one simple fact. Systems/policies don't drop from the sky etched…
Abstract
Hidden behind such frequently used phrases as “The system/policy requires …,” “The organization has decided…” is one simple fact. Systems/policies don't drop from the sky etched in stone tablets and organizations don't decide anything. People make decisions and design systems and write policies. Embracing this fact increases the likelihood that the provision of health care emanates from a “care dealership” in contrast to a “car dealership.” Ignoring this fact leads to less humane, less effective, and more costly health care. This chapter will challenge all of us concerned with caring for all of us – from Organizational Development (OD). Practitioners to CEOs to … to … all of us at some point in our lives – to step up to the need to transform our most basic paradigms. To remind ourselves that human beings give birth to, nurture, sustain, and care for that which we call an organization. In so doing, we will be able to begin to act from the premise that a health care organization is itself a living breathing human organism, a “Patient” in need of care. The quality of care we afford this “Patient” directly and inevitably impacts the quality of care we are afforded as patients. Acting from this premise will transform all of health care, all “care dealerships” … and potentially “car dealerships” as well. OD professionals, therefore, can propel us all to a fourth dimension of caring for all of us.
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Ko de Ruyter and Debbie Keeling
Responsible management has become a business imperative in an era of growing governmental and public scrutiny of managerial practices and accountability. Top-down attempts at…
Abstract
Responsible management has become a business imperative in an era of growing governmental and public scrutiny of managerial practices and accountability. Top-down attempts at developing transparent codes of practice or agenda statements have been ineffective, especially given the difficulties of aligning responsibility needs with traditional performance indicators. Thus, we argue, there is a pertinent need to foster a sustainable sense of moral responsibility at the organizational frontline. We posit that stewardship offers a foundation for developing sustainable solutions based on aligning the interests of stakeholders and balancing longer-term and shorter-term benefits. Three principal stakeholders are involved at the organisational frontline; frontline management (FLM), frontline employees (FLE) and customers. Accordingly, we identify three key areas requiring development: stewardship-based control systems, climate and customers on the organizational frontline. We illustrate these areas with pertinent research and, hence, collate a research agenda across these areas to facilitate the development and embedding of responsible management based on a stewardship foundation.
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Muhammad Asif, Muhammad Shahzad, Muhammad Usman Awan and Huseyin Akdogan
The growing emphasis on “managerialism” in police and the pressure to employ scientific methods of performance measurement warrants the need for a structured framework. The scope…
Abstract
Purpose
The growing emphasis on “managerialism” in police and the pressure to employ scientific methods of performance measurement warrants the need for a structured framework. The scope of police duties is large as it relates to several preventive and corrective action related to public safety and crime management. A challenge in measuring police performance is to take into consideration a range of variables that can potentially influence performance. The purpose of this paper is to provide a structured framework for measuring different facets of police efficiency, which is especially useful in managerial decision making.
Design/methodology/approach
This paper uses data envelopment analysis and discusses efficiency measurement in terms of the technical, managerial and scale efficiency, resources utilization patterns, returns-to-scale analysis and measurement of super-efficiency. The application of framework is based on the data of the police stations of Lahore, a large metropolitan city in Pakistan.
Findings
The paper shows the application of different measures of efficiency in making decisions pertaining resources allocation, prioritizing areas for improvement and identifying benchmarks for performance improvement. Different measures of efficiency are presented in the form of a structured framework.
Practical implications
Managers can use this framework to glean rich insights into different types of efficiency and sources of inefficiency. Further, a discussion of variables provided in this paper can be especially useful in determining trade-offs during the selection of inputs and outputs.
Originality/value
The key contribution of this paper is in providing a multifaceted efficiency measurement framework, that is capable of providing rich insights into the sources of inefficiency and helps scientific decision making. To the best of our knowledge, such a multifaceted approach has not been provided in previous publications.
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Emeka Smart Oruh and Chianu Dibia
This paper explores the link between employee stress and the high-power distance (HPD) culture in Nigeria. The study context is the banking and manufacturing sectors in Nigeria…
Abstract
Purpose
This paper explores the link between employee stress and the high-power distance (HPD) culture in Nigeria. The study context is the banking and manufacturing sectors in Nigeria, which have a history of exploitation, unconducive work environments to productivity, work-life imbalance, work overload, burnout and employee stress.
Design/methodology/approach
Using a qualitative, interpretive methodology, this article adopts a thematic analysis of data drawn from semi-structured interviews with 24 managerial and non-managerial workers to explore the process by which Nigerian manufacturing and banking sectors' work (mal)practices go unchallenged, thereby triggering and exacerbating employees' stress levels.
Findings
The study found that the high power distance culture promotes a servant-master relationship type, making it impossible for employees to challenge employers on issues relating to stressors such as work overload, unconducive work environments, work-life imbalance and burnout, thereby exacerbating their stress levels in a country in which stress has become a way of life.
Research limitations/implications
Research on the relationship between employee stress and HPD culture is relatively underdeveloped. This article sheds light on issues associated with stressors in Nigeria's human resource management (HRM) and employment relations practices. The link between the inability of employees to challenge these stressors (which are consequences of an HPD culture) and increased employee stress has substantial implications for employment and work-related policies and practices in general. The study is constrained by the limited sample size, which inhibits the generalisation of its findings.
Originality/value
The article adds to the scarcity of studies underscoring the relationship between high-power distance and the inability of employees to challenge work-related stressors as a predictor of employee stress and a mediator between workplace practices and employee stress, particularly in the emerging economies.
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Sami M. Abbasi and Kenneth W. Hollman
Unless the question of decision making is encouraged disasters canoccur. Several examples of bad decisions which have been compounded by alack of dissent are outlined – from…
Abstract
Unless the question of decision making is encouraged disasters can occur. Several examples of bad decisions which have been compounded by a lack of dissent are outlined – from President Reagan′s “Irangate” scandal to the Ford Pinto to Coca‐Cola′s failed “New Coke”. Eight recommendations are made for encouraging dissent in decision making.
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Günter K. Stahl, Christof Miska, Sheila M. Puffer and Daniel J. McCarthy
Highly publicized scandals and increased stakeholder activism for sustainable development have resulted in calls for more responsible global leadership. At the same time, emerging…
Abstract
Highly publicized scandals and increased stakeholder activism for sustainable development have resulted in calls for more responsible global leadership. At the same time, emerging economies characterized by weak institutions, political instability, and a shaky rule of law have gained in importance for global business. Under the lens of responsible global leadership, we highlight the challenges that global leaders face in addressing the needs of diverse, cross-boundary stakeholders, with a particular focus on Western multinational enterprises (MNEs) doing business in emerging markets. We identify three prototypical approaches that MNEs and their leaders take in responding to calls for responsible global leadership, focusing on the tensions and possible trade-offs between globally integrated and locally adapted approaches. We discuss the implications in view of managerial decision making and behavior and offer recommendations for how organizations may promote responsible global leadership.
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Salman Zulfiqar, Zoia Khan and Chunhui Huo
The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully…
Abstract
Purpose
The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully adopt a motivational climate, such climate influences the performance and behavior of employees to a great extent. Responsible leadership plays a constructive role in injecting a motivational climate in an organization to ensure information flow. In a motivational climate, top management or leaders reward their employees for individual progress, improvement and mastery. Knowledge sharing is supported in a mastery climate because such a climate can reduce the motive of knowledge hiding and instead further help in stimulating creativity.
Design/methodology/approach
Study was to scrutinize a moderated-mediation model, a quantitative hypothetic deductive approach to verify the hypotheses of the study. The data were gathered from employees and supervisors of advertising agencies and marketing departments in metropolitan cities of Punjab, Pakistan. Such firms and departments are considered because they offer a great opportunity to relevant variables and their relations. These organizations and departments are the most creativity-seeking domains and involve frequent interactions (for instance, regular meetings) between leaders with their employees and among peers. Data were primarily gathered from managerial employees performing their duties in the areas mentioned above.
Findings
Current study reveals that RL has a positive and significant relation with employee creative behaviour. Increasing RL characteristics can ultimately boost employee performance in the creativity domain. Being a responsible leader becomes mandatory for leaders to foster employee creativity to maintain the sustainability of an organization. It is confirmed from the results that responsible leadership articulates the mind thinking of employees, which creates an open environment of information while persuading creative and similar behaviour.
Originality/value
The current research investigates how responsible leadership can efficiently leverage the stakeholder approach in influencing employees through a knowledge-based pathway to boost their creative behaviour. The current study tends to uncover the mediating effect of the basic construct of knowledge management, which is knowledge sharing. Knowledge sharing enables employees to exchange their information while creating mutual understanding, which helps in the smooth flow of knowledge within the organization; this flow enriches employees to think openly in a creative and appreciative environment.
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Saleh Aly Saleh Aly, Ahmed Diab and Samir Ibrahim Abdelazim
This study aims to investigate the impact of audit fees on audit quality, the impact of audit quality on firm value and whether these effects are conditional on audit tenure by…
Abstract
Purpose
This study aims to investigate the impact of audit fees on audit quality, the impact of audit quality on firm value and whether these effects are conditional on audit tenure by bringing evidence from an emerging market.
Design/methodology/approach
Different regression techniques are used, such as logistic regression, probit regression, ordinary least squares regression and fixed effects regression. The authors used panel data of 80 nonfinancial Egyptian-listed firms over 2016–2020.
Findings
The authors found a significant positive relationship between audit fees and audit quality and a significant positive relationship between audit quality and firm value. Furthermore, the authors found that the positive relationship between audit fees and audit quality is less pronounced for higher audit tenure firms. Finally, the authors also found that the positive relationship between audit quality and firm value is stronger for lower audit tenure firms.
Originality/value
To the best of the authors’ knowledge, this is the first study to bring evidence from an emerging African market about the joint association between audit tenure, audit fees, audit quality and firm value. It provides beneficial insights to regulators regarding the possibility and the benefits of improving audit quality, which is critically needed in contexts with weak governance systems.
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