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Article
Publication date: 21 November 2016

David Giauque

The purpose of this paper is to identify social and organizational antecedents of stress. This paper also investigates whether attitudes toward organizational changes and…

Abstract

Purpose

The purpose of this paper is to identify social and organizational antecedents of stress. This paper also investigates whether attitudes toward organizational changes and reforms might explain stress perception (SP) and mediate the relationships between social and organizational job characteristics and SP.

Design/methodology/approach

A quantitative approach is used to identify the relationships between the research variables. The investigated population is composed of middle managers working in Swiss public hospitals (n=720), which are currently being confronted by major reforms.

Findings

The findings show that perceived social support (work relationships with and support from colleagues), as well as several job characteristics (autonomy in performing tasks, flexibility in the organization of working time, degree of conflict) are significantly related to SP. Moreover, positive attitudes toward change are negatively related to stress, and mediate the relationships between perceived social support as well as job characteristics and SP.

Practical implications

This paper sheds light on several job characteristics which could contribute to mitigating SP among middle managers. The findings could therefore guide HRM specialists in their efforts to create a favorable work environment so as to facilitate middle managers’ activities.

Originality/value

The innovation of this paper is grounded in the specific population the author investigate, as the empirical inquiry concerns middle managers working in public hospitals. Moreover, this research highlights the central role of job characteristics and attitudes toward change in explaining SP.

Details

Journal of Health Organization and Management, vol. 30 no. 8
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 7 June 2018

Grazia Lang, Torsten Schlesinger, Markus Lamprecht, Kaisa Ruoranen, Christoffer Klenk, Emmanuel Bayle, Josephine Clausen, David Giauque and Siegfried Nagel

The purpose of this paper is to identify types of professionalization in Swiss national sport federations (NSFs) and analyze organizational characteristics associated with…

Abstract

Purpose

The purpose of this paper is to identify types of professionalization in Swiss national sport federations (NSFs) and analyze organizational characteristics associated with specific types of professionalization. Such types reveal common patterns among the increasingly complex organizational designs of NSFs and thus contribute to the understanding of professionalization in NSFs.

Design/methodology/approach

An online survey of all Swiss NSFs was conducted to identify types of professionalization in these organizations using hierarchical cluster analysis, based on a multi-dimensional framework of professionalization.

Findings

The analysis revealed four types of professionalization: formalized NSFs managed by paid staff, NSFs managed by volunteers and a few paid staff off the field, NSFs with differing formalization and paid staff on the field, and moderately formalized NSFs managed by volunteers. The types differ in terms of the NSFs’ organizational characteristics, in particular, size, financial resources, Olympic status, and performance.

Originality/value

Applying factor and cluster analysis is a new approach to analyzing professionalization in NSFs that makes uncovering distinctive organizational patterns among a large number of NSFs possible. These results lay the foundation for understanding the professionalization of NSFs, counseling NSFs on their organizational development, and conducting future research on the design types of sport organizations.

Details

Sport, Business and Management: An International Journal, vol. 8 no. 3
Type: Research Article
ISSN: 2042-678X

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Article
Publication date: 1 October 2006

Daniel J. Caron and David Giauque

To compare and contrast the changes introduced in Canada and Switzerland as a result of public management reforms and explore the ethical challenges they entail.

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3393

Abstract

Purpose

To compare and contrast the changes introduced in Canada and Switzerland as a result of public management reforms and explore the ethical challenges they entail.

Design/methodology/approach

This is a case study of two countries based in part on secondary sources but also on observations made by the authors.

Findings

The strategies used in each country are different reflecting their distinct political institutions. But there is a commonality, namely the emergence of new ethical problems related to the changes under way. Each country has tackled these new ethical challenges in similar ways. Individual and group behaviour of both Canadian and Swiss civil servants is regulated through “external controls” (codes of ethics, rules of conduct), but also by means of the socialization of new professional values (quality of customer service, flexibility, innovation, creativity, efficiency and effectiveness). These external controls and new values are insufficient, however, to allow civil servants to develop their own capacity for ethical deliberation, an essential condition for enhancing ethical behaviour in modern public administrations.

Research limitations/implications

The findings are not based on a systematic comparative study and can only therefore be interpreted as indicative.

Originality/value

The writers offer an interesting model relating to methods of behaviour regulation in an ethical public service and the need to ensure that the public good and the public interest remain at the core of public servants identity.

Details

International Journal of Public Sector Management, vol. 19 no. 6
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 1 November 2003

Yves Emery and David Giauque

This article examines staff participation and involvement in Swiss public organisations that are undergoing major administrative change. Officially, the new public…

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1250

Abstract

This article examines staff participation and involvement in Swiss public organisations that are undergoing major administrative change. Officially, the new public management reforms have the following objectives: more organisational autonomy; increased organisational flexibility and adaptability; more responsiveness; and greater productive capacity. All these objectives are intended to be attained, in part, by increasing staff participation and involvement. After evaluating some of the new public management projects the paper identifies a number of obstacles which are preventing the achievement of government objectives. The paper concludes that the reforms are producing contradictory expectations that may be undermining the achievement of the government reforms.

Details

International Journal of Public Sector Management, vol. 16 no. 6
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 1 November 2003

Sylvia Horton

Introduces the special issue, which looks at the changes experienced by public sector organisations during the last 20 years of the twentieth century, when they were being…

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2245

Abstract

Introduces the special issue, which looks at the changes experienced by public sector organisations during the last 20 years of the twentieth century, when they were being transformed from a bureaucratic system to a market‐oriented results‐driven system. States that during the 1990s the need for participation, involvement and empowerment of staff began to pervade the thinking of public managers and there was a move away from the old hierarchical command structures in the public sector in order to create more fluid responsive organisations. The issue looks at some of the negative and unanticipated effects of these changes.

Details

International Journal of Public Sector Management, vol. 16 no. 6
Type: Research Article
ISSN: 0951-3558

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Book part
Publication date: 8 November 2010

Carol Dalglish and Judy Matthews

Enterprise development and its contribution to societal and economic outcomes are well known. However, limited research into microenterprises and the practices of…

Abstract

Enterprise development and its contribution to societal and economic outcomes are well known. However, limited research into microenterprises and the practices of microfinance and microcredit in developing countries has been carried out. This chapter presents the findings of research based on six years of engagement with the microentrepreneurs of Beira in Mozambique and suggests a model for responsible and sustainable support for enterprise development in developing economies. Building on semistructured interviews, observation, and participatory action research, this research project articulates a new approach supportive of enterprise development, as a process of cocreation with local people and based on sustainability principles. These findings are part of a longitudinal study of the successes and failures of small enterprises and their impact on social and economic activity.

Details

Positive Design and Appreciative Construction: From Sustainable Development to Sustainable Value
Type: Book
ISBN: 978-0-85724-370-6

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Article
Publication date: 14 June 2019

Iman Sudirman, Joko Siswanto, Joe Monang and Atya Nur Aisha

The purpose of this paper is to investigate a set of competencies that characterizes effective public middle managers.

Abstract

Purpose

The purpose of this paper is to investigate a set of competencies that characterizes effective public middle managers.

Design/methodology/approach

A total of 20 middle managers from several public agencies were interviewed in person using the behavioral event interview technique. In all, 80 stories were deductively coded based on the existing National Civil Service Agency’s managerial competency dictionary and inductively examined through a thematic analysis to discover new themes.

Findings

This study’s findings suggest that communication, organizing, information seeking, analytical thinking and planning competencies are common competencies, but essential for effective public middle managers. Conversely, achievement orientation, leadership, directiveness, persuasiveness and innovation are competencies that characterize effective public middle managers and distinguish them from average performers. In addition, some other new competencies inductively obtained using a thematic analysis are also important for effective public managers: adherence to laws and regulations, multi-stakeholder collaboration, and technical competencies (technology management, human resource management and financial management).

Research limitations/implications

The research was undertaken using 20 samples divided into superior and average performers; thus, it is limited to developing competency levels to new competencies.

Originality/value

This study identifies the competencies necessary for effective middle managers within the public sector context. Conducting behavioral event interviews with two distinct groups provides empirically unique behavioral evidence of competencies that characterize effective public middle managers and enables to discover new competencies.

Details

Journal of Management Development, vol. 38 no. 5
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 13 May 2014

Nicolai Petrovsky and Adrian Ritz

A growing body of literature points to the importance of public service motivation (PSM) for the performance of public organizations. The purpose of this paper is to…

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2405

Abstract

Purpose

A growing body of literature points to the importance of public service motivation (PSM) for the performance of public organizations. The purpose of this paper is to assess the method predominantly used for studying this linkage by comparing the findings it yields without and with a correction suggested by Brewer (2006), which removes the common-method bias arising from employee-specific response tendencies.

Design/methodology/approach

First, the authors conduct a systematic review of published empirical research on the effects of PSM on performance and show that all studies found have been conducted at the individual level. Performance indicators in all but three studies were obtained by surveying the same employees who were also asked about their PSM. Second, the authors conduct an empirical analysis. Using survey data from 240 organizational units within the Swiss federal government, the paper compares results from an individual-level analysis (comparable to existing research) to two analyses where the data are aggregated to the organizational level, one without and one with the correction for common-method bias suggested by Brewer (2006).

Findings

Looking at the Attraction to Policy-Making dimension of PSM, there is an interesting contrast: While this variable is positively correlated with performance in both the individual-level analysis and the aggregated data analysis without the correction for common-method bias, it is not statistically associated with performance in the aggregated data analysis with the correction.

Originality/value

The analysis is the first to assess the robustness of the performance-PSM linkage to a correction for common-method bias. The findings place the validity of at least one part of the individual-level linkage between PSM and performance into question.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 2 no. 1
Type: Research Article
ISSN: 2049-3983

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Article
Publication date: 6 November 2018

Md. Aftab Uddin, Monowar Mahmood and Luo Fan

Adopting a multi-level research approach, this study aims to investigate the impact of employee engagement on team performance. It further explores the mediating effects…

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6301

Abstract

Purpose

Adopting a multi-level research approach, this study aims to investigate the impact of employee engagement on team performance. It further explores the mediating effects of employee commitment and organizational citizenship behaviour on the employee engagement–team performance relationship.

Design/methodology/approach

The study follows a quantitative method. Data were collected through a self-administered questionnaire survey using snowball and convenience sampling. Descriptive statistics and bi-variate correlation analyses were conducted using SmartPLS 2 and SPSS 20 software, and subsequently, a structural equation model was developed.

Findings

The study suggests that better employee engagement could improve team performance in organizational contexts. Organizational commitment and citizenship behaviour played a mediating role in the employee engagement–team performance relationship. Further research on the meditating effects of demographic factors is suggested to advance knowledge in the employee engagement domain.

Research limitations/implications

Based on premises of the social exchange theory and the employee stewardship theory, the study integrates multi-level variables to impact of individual employee engagement on organizational team performance. The findings of the study contribute to the existing literature by providing empirical evidence of the impact of individual-level variables on team-level performance. It reiterates the need for multi-level modelling of organizational behavioural research.

Originality/value

The study used a multi-theoretical approach to investigate team performance in organizational contexts, i.e. individual employee engagement, organizational commitment and organizational citizenship behaviour. This integrated model using predictors from multiple levels demonstrates that team performance could be enhanced from interactions of different factors of individual behaviour.

Details

Team Performance Management: An International Journal, vol. 25 no. 1/2
Type: Research Article
ISSN: 1352-7592

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