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1 – 10 of 42The contracting process is fraught with difficulties. While successful completion of a contract is the goal, problems and challenges often arise. This requires skills in…
Abstract
The contracting process is fraught with difficulties. While successful completion of a contract is the goal, problems and challenges often arise. This requires skills in negotiation or mediation. Dealing with these problems, even if it means recommending contract termination, is part of the job of the contract representatives who oversee the specific projects. Data from the Contracting Officer Representatives survey conducted by the U.S. Merit Systems Protection Board (2005) is used. An index of perceived outcomes (deliverables or services were timely, of high quality, complete, contributed to the agency mission, fair and reasonable, and of good value) was constructed. Roughly, half the respondents indicated that they had had to deal with a problem or challenge. Problem-solving actions (discussions with contactors and other governmental officials, the submission of official documentations, and the recommendation of non-payment or termination sanctions) were submitted to a regression analysis (R2 = .19). From a dozen options, only discussion of the problem with contractors and with their own supervisors along with the recommendation of contract termination registered some meaningful importance (Standardized Betas .1 to .2).
Job satisfaction assesses extrinsic and intrinsic motivation, leading to productivity. Job engagement internalizes an organizationʼs mission. Job engagement focuses an…
Abstract
Job satisfaction assesses extrinsic and intrinsic motivation, leading to productivity. Job engagement internalizes an organizationʼs mission. Job engagement focuses an individualʼs efforts towards achieving meaningful results. Conceptually, job engagement must (1) establish the link between job engagement and organizational outcomes and (2) offer substantially more than currently provided by job satisfaction. Job engagement must be better than a common placebo or only a marginal improvement over job satisfaction. The Federal Employee View Survey (2013) includes global satisfaction and Job engagement indexes. Job satisfaction and job engagement are used as independent variables linked to productivity outcomes (accountability) and exit (intent to leave). Global satisfaction clearly provides a useful measure for productivity outcomes and exit. Job engagement adds usefully with regard to the accountability productivity outcome. However, using both constructs introduces redundancy.
Dennis M. Daley and Michael L. Vasu
This study examines the administrative role played by the state of North Carolina in the provision of welfare. A survey of county professionals was conducted in April 2000…
Abstract
This study examines the administrative role played by the state of North Carolina in the provision of welfare. A survey of county professionals was conducted in April 2000 assessing perceptions of how well the state was performing its administrative functions. Fifty-three survey items composed ten indices that were grouped into three categories of resources, leadership and accountability. Logistic regression analyses examined perceptions of the state's Resources, Leadership, and Accountability administrative capacity in relationship to the four Work First Report Card measures of (1) putting people to work, (2) having them stay off of welfare, (3) reducing the number on welfare, and (4) collecting child support. Findings indicate that the state's efforts are not perceived as contributing to the success of welfare reform. Administrative capacity perceptions account for little of the variation explained by the logistic regressions. The state is not perceived as contributing to putting people to work or helping them to stay off of welfare subsequently. It actually is seen as slightly hindering efforts at reducing the welfare rolls. Only in the area of child support collection does state administrative capacity (in leadership and budgeting) improve the odds for success.
Individuals who are not promoted or miss out on developmental opportunities suffer career setbacks that can greatly, and adversely, effect motivation and productivity. Attribution…
Abstract
Individuals who are not promoted or miss out on developmental opportunities suffer career setbacks that can greatly, and adversely, effect motivation and productivity. Attribution theory examines the causal inferences that subordinates themselves hold as to why they failed to receive promotion or were denied a developmental opportunity. The glass ceiling phenomenon also readily lends itself to attributional interpretations. Using the 1991/1992 Career Development (Glass Ceiling) Survey conducted by the U.S. Merit Systems Protection Board, this study first looked at the barriers to promotion. In general, a pattern emerges in which attributions viewed as long-term and beyond the control of the individual to remedy are strongly attested to. Added to these general perceptions are heightened concerns expressed by women and minorities that the biases and in-group, buddy systems operate even more adversely against them.
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier…
Abstract
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.
Throughout American industry, there is more evidence now than ever before of the need for change. Many analysts are pointing to the traditional leadership style used in the vast…
Abstract
Throughout American industry, there is more evidence now than ever before of the need for change. Many analysts are pointing to the traditional leadership style used in the vast majority of American companies as a major obstacle to growth and improvement. Sixty‐eight per cent of college educated women reported job discrimination, especially at the upper corporate level, because of their sex (The New York Times, 1982). The relationship between what will be required for corporate survival and the innate talents of women managers has not been recognised enough by corporate leadership (Loden, 1985). It seems that women managers possessing certain distinct feminine talents and characteristics may be better prepared to cope with the challenges of the future than many traditional males. The skills they were encouraged to leave behind when they entered the world of management are finally being recognised as critical to their companies' long‐term health and viability.
Volume 17 Number 3 of the Arkansas Business and Economic Review contains an article by Lynn Godkin entitled “Anticipated Job Satisfaction: Attitudinal Bias Among Women”. The…
Abstract
Volume 17 Number 3 of the Arkansas Business and Economic Review contains an article by Lynn Godkin entitled “Anticipated Job Satisfaction: Attitudinal Bias Among Women”. The author queried a sample of 253 women (enrolled in courses offered by a college of business) concerning how satisfied they expected to be with various aspects of their initial jobs following graduation. It was found that married women had decidedly different feelings about particular aspects of their jobs than those expressed by unmarried women. While satisfaction with specific job factors did not move with age, it did vary within age groups. Further, it was determined that as the amount of cumulative full‐time work experience increased so did the level of expected satisfaction increase with respect to freedom in the work place and reward based on merit or productivity.
Charles Anyeng Ambilichu, Godbless Onoriode Akaighe and Dennis Gabriel Pepple
This study draws on Organisation Justice Theory and Social Exchange Theory to examine the effects of the performance appraisal process (PAP) on employee commitment (ECO) via a…
Abstract
Purpose
This study draws on Organisation Justice Theory and Social Exchange Theory to examine the effects of the performance appraisal process (PAP) on employee commitment (ECO) via a serial mediation of performance appraisal outcome (PAO) and employee reward (ERE).
Design/methodology/approach
Survey data were collected from a sample of 363 academics across UK Higher Education Institutions (HEIs), including post-1992 and pre-1992 universities. We tested our hypotheses using partial least squares structural equation modeling (PLS-SEM) with a bias-corrected bootstrapping method.
Findings
The findings show that the PAP positively influences ECO and ERE. PAO and ERE mediate the relationship between the PAP and ECO. However, no significant relationship was found between PAO and ECO.
Practical implications
This study has significant implications for HEIs as it underscores the need for managers to ensure the clarity and accuracy of the PAP and to structure rewards to reflect employees’ efforts, considering they affect ECO.
Originality/value
This study contributes to the current debate on performance appraisal by highlighting the extent to which employees’ commitment to an organisation depends on the PAP, PAO and reward.
Details
Keywords
The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities…
Abstract
The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.