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1 – 10 of over 147000Deybbi Cuéllar-Molina, Antonia Mercedes García-Cabrera and Ma de la Cruz Déniz-Déniz
The purpose of this paper is to examine the influence of the emotional intelligence (EI) of the person in charge of making human resource management (HRM) decisions on the…
Abstract
Purpose
The purpose of this paper is to examine the influence of the emotional intelligence (EI) of the person in charge of making human resource management (HRM) decisions on the adoption of high-performance human resource (HR) practices in small- and medium-sized enterprises (SMEs).
Design/methodology/approach
This study takes evidences from 157 HR decision makers in SMEs who autonomously make the decisions in the HR area and were responsible for the HR practices in their firm. The authors used multiple linear regression analysis to test the hypotheses.
Findings
Results show that both the EI and the different EI competencies of which it is comprised affect the adoption of various HR practices. Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.
Research limitations/implications
First, the sample of firms the authors studied is limited to a specific geographic area in one country – Spain (Canary Islands) – that will necessarily limit generalisation of the results obtained to other populations of SMEs. Researchers should replicate the current model in other geographic areas. Second, and with regard the methodology, researchers could explore other tools to measure EI and emotional competencies. It would be interesting to measure this construct using qualitative analytical techniques, with 360 – or 180 – degree tools. Finally, the current study is cross-sectional in nature, which limits our ability to draw causal inferences from the data. This cross-sectional design prevents us, for example, from analysing EI’s influence on the continued development of high-performance HR practices over time. Future research using longitudinal methodologies to study these variables could provide additional advances in this area. This work makes important contributions to both the literature and the business world. With regard to the theoretical implications, results confirm that EI as a whole, as well as in terms of its specific emotional competencies, affects the decision making related to the adoption of high-performance HR practices, which is known to contribute to the organisational performance.
Practical implications
With regard its practical implications, SMEs’ owners-managers and HR practitioners may find our results and conclusions interesting. Indeed, recommendations in business management have often been accompanied by new approaches in HRM (Kent, 2005), as this study proposes. In particular, managers will find evidence of how a decision-maker’s higher EI propitiates the adoption of high-performance HR practices, thus being able to improve HRM in their SMEs. Moreover, managers will obtain guidance on which emotional competencies are the most important for adopting each HR practice, and so find greater success in their HRM roles. SMEs could organise programmes to develop the HR decision-maker’s emotional competencies, as large firms do for their executives.
Originality/value
Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.
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This research aims to examine the moderating role of managerial ability on the relationship between risk-taking behavior and firms' performance.
Abstract
Purpose
This research aims to examine the moderating role of managerial ability on the relationship between risk-taking behavior and firms' performance.
Design/methodology/approach
This research uses 383 manufacturing firm-years listed on the Indonesian Stock Exchange as the research sample. The hypothesis test uses fixed-effect regression analysis.
Findings
The result shows that risk-taking behavior has a positive effect on firms' performance for higher managerial ability. Managerial ability provides higher knowledge, skill and information to get benefits and mitigate costs of risk-taking behavior to improve firms' performance. The role of managerial ability to make risk-taking behavior increase firms' performance occurs more for high-ability managers, dual CEO, shareholder-CEO and family CEO.
Originality/value
This research contributes to answering the conflicting arguments and filling the previous findings gap between risk-taking behavior and firm performance by considering managerial ability as a factor to create effective risk mitigation.
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Deybbi Cuéllar Molina, Mª Cruz Déniz-Déniz and Antonia M. García-Cabrera
This paper aims to examine the influence of the emotional intelligence (EI) of the human resources (HR) decision-maker on firm performance in small and medium-sized enterprises…
Abstract
Purpose
This paper aims to examine the influence of the emotional intelligence (EI) of the human resources (HR) decision-maker on firm performance in small and medium-sized enterprises (SMEs), as well as the possible mediating role of the use of a system of HR practices in that relationship.
Design/methodology/approach
The research involves a sample of 157 managers responsible for HR in SMEs. SMEs are examined because in these firms, decisions are not usually adopted on a collegiate basis. It makes these firms an ideal context for studying the relationship between HR decision-maker’s EI and firm performance.
Findings
Results show that the HR decision-maker’s EI determines firm performance in terms of generation of valuable HR and financial outcomes. They also confirm the mediating role of the system of HR practices in that relationship.
Research limitations/implications
This research suggests that an adequate understanding of the importance of EI can guide efforts to boost SMEs competitiveness. Thus, as SMEs are an important part of the business fabric in the majority of developed economies, the implications of this study are significant.
Originality/value
Findings in this research suggest that the workplace is not managed exclusively on a cognitive basis since emotional competences may play an important role in the HR management and SMEs’ performance.
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Izabela I. Szymanska and Beth A. Rubin
This research aims to investigate the differences in evaluations of job performance between male and female managers by those managers’ immediate bosses and peers.
Abstract
Purpose
This research aims to investigate the differences in evaluations of job performance between male and female managers by those managers’ immediate bosses and peers.
Design/methodology/approach
Drawing on gender structure theory, along with ideas about status characteristics, the authors use hierarchical regression to test the hypotheses that male and female bosses and peers deferentially evaluate the male and female manager’s global job performance. The authors hypothesize significant two-way interactions (gender of the manager by gender of evaluator) in predicting a manager’s job performance.
Findings
The results suggest that while male peers rate female managers’ job performance significantly lower than that of male managers, female peers do not discriminate between genders in their performance evaluations. Also, managers’ bosses were found not to discriminate between genders of their subordinates.
Research limitations/implications
The limitations of this study have to do primarily with the data. While the data are rich on some dimensions, they are weak on others, especially with regard to the detail about the jobs the respondents did, detailed level of familiarity with the evaluated managers, as well as racial background. The data also do not provide information on the different facets of job performance, the evaluation of which could potentially be impacted by managerial gender; this study is focused exclusively on global job performance.
Practical implications
The authors discuss various theoretical explanations of this pattern of results, as well as its possible influence on female managers’ careers. Although the effect size of the negative bias that male peers exhibit toward female managers is relatively small, it may be argued that lower performance assessments can accumulate over years in multiple job evaluations, negatively affecting the career of female leaders.
Originality/value
The evaluations supplied by different organizational members gain importance with the increased use of 360-degree feedback instruments not just for developmental but also for the job performance appraisal purposes. While the job evaluations of managers’ bosses have been investigated in the past with regard to the possible gender bias, this study provides the first known to the authors’, evidence. Also, this study points to a direct bias in performance assessments, rather than a potentially more subtle, non-performance-based bias that affects the disparities in wages and promotions of female managers. Thus, this study helps to fill a significant gap in the literature on organizations and it may have practical implications for the advancement of female managers. In addition to this contribution, this study also provides data that may be useful in resolving the ongoing debate whether female bosses act more as cogs in the machine or as change agents in organizations.
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The purpose of this paper is to show that in many organizations training professionals and human resource leaders are under increasing pressure to use training to improve…
Abstract
Purpose
The purpose of this paper is to show that in many organizations training professionals and human resource leaders are under increasing pressure to use training to improve organizational performance, and yet, front‐line managers are often passive or even indifferent on the issue of properly training their workers. This paper will also discuss the key practices of high performance business leaders and how they use effective training practices to achieve superior results.
Design/methodology/approach
Over 2,000 managers, identified by their organizations as being “high performers”, were surveyed and the findings of this paper are based on a content analysis of both questionnaire and interview data.
Findings
The paper finds that results‐oriented leaders realized that training is critical to their success and must be handled with great care employing a systematic and disciplined process. This study revealed that results‐oriented leaders realized that properly training and educating their workers increased the likelihood of achieving high performance and that poorly trained workers can create a myriad of performance problems. The study showed that high performance leaders were doing the things necessary to develop their workers and to educate them about the bigger picture of their organization to enable them to make better decisions and be more engaged. The over‐arching finding concludes that high performance business leaders are actively engaged in the training and development process and that they do not abdicate that responsibility to others.
Originality/value
The findings of this paper make it clear that training and developing workers is a top priority for high performance managers who are serious about improving operational and organizational performance.
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Ashish Kalra, Omar S. Itani and Sijie Sun
This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on…
Abstract
Purpose
This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on creativity and service performance. More specifically, adopting the job demands-resources theory, the authors explore the interactive effect of frontline employee (FLE) self-monitoring and FLE-manager trust on the relationship between role conflict and job satisfaction. Extending this line of inquiry, the authors adopt social identity theory and analyze the moderating effect of FLE-manager identification on the relationship between job satisfaction and creativity and between job satisfaction and service performance.
Design/methodology/approach
Dyadic data utilizing 122 responses from FLEs and their managers were obtained from FLEs working with a major financial services firm in India. Structural equation modeling and PLS were used to assess the hypothesized relationships.
Findings
The negative relationship between role conflict and job satisfaction is reduced at higher levels of FLE self-monitoring and FLE-manager trust. Furthermore, FLE manager identification accentuates the effect of job satisfaction on creativity and service performance.
Practical implications
Organizations should invest in developing FLEs' personal and job-related resources to reduce the deleterious effects of role conflicts on FLEs' job outcomes. Specifically, managers should hire FLEs who are high in self-monitoring while enhancing FLE-manager trust and FLE-manager identification.
Originality/value
Role conflict is inevitable in a service job and can have serious negative downstream consequences. Hence, the study explores the important contextual factors that can help an organization develop policies to reduce the negative effects of role conflict.
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Peter J. Hosie and Peter Sevastos
The purpose of this paper is to emanate from an enduring stream of research into individual performance and organisational productivity where happy employees are believed to…
Abstract
Purpose
The purpose of this paper is to emanate from an enduring stream of research into individual performance and organisational productivity where happy employees are believed to perform better. Decades of research have been unable to establish a strong link between workplace happiness and performance. A variation on the enduring employee happiness‐productivity debate is evolving the “happy‐performing managers” proposition.
Design/methodology/approach
An empirical investigation reports on the impact of two important aspects of job happiness – self‐rated affective wellbeing and intrinsic job satisfaction – on superiors' ratings of managers' contextual and task performance. An ancillary methodological objective of the study is to establish the structure of managers' performance.
Findings
A partial model of managers' affective wellbeing, intrinsic job satisfaction and performance contributed an understanding to how specific indicators of affective wellbeing and intrinsic job satisfaction predict certain dimensions of managers' performance.
Practical implications
Changes in the workplace emphasises are needed to ensure managers can retain and improve their positive affective wellbeing by working smarter and faster, rather than harder and longer.
Originality/value
A contribution of this paper is to provide qualified support for the “happy‐performing managers” proposition by linking the conceptual bases relating to managers' affective wellbeing, intrinsic job satisfaction and to their performance. These findings progress the debate as to how work might be structured to improve managers' affective wellbeing and consequently their performance. Perhaps, it is timely to consider moving away from the negative forms of psychology and affirm managers' future by embracing the “happy‐performing managers” proposition.
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Geoffrey W. Goodhew, Peter A. Cammock and Robert T. Hamilton
To explore the relationship between managers' cognitive maps and their performance as managers at the same level in the same organisation.Design/methodology/approach – Field study…
Abstract
Purpose
To explore the relationship between managers' cognitive maps and their performance as managers at the same level in the same organisation.Design/methodology/approach – Field study involving 30 branch managers in a financial services organisation operating in New Zealand. A nomthetic approach was used to develop their cognitive maps. Features of these maps were then related to business‐unit performance.Findings – The managers who were higher performing have maps that were considerably simpler, using fewer concepts and fewer linkages.Research limitations/implications/future research – While limited to one organisation and to one level of management, there is evidence that cognition is related to managers' performance. Future research should explore how cognitive structures differ between managerial levels, and how these are related to appropriate measures of performance.Originality/value – One of few studies that have sought to map managers' cognition and organisation performance.
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This article examines the relationships among two types of strategy (defender and prospector), two types of evaluation systems (output‐oriented and behavior‐oriented), and one…
Abstract
This article examines the relationships among two types of strategy (defender and prospector), two types of evaluation systems (output‐oriented and behavior‐oriented), and one dimension of organizational structure (centralization) and their interactive effects on the job performance of marketing managers. Findings from an empirical study indicate that marketing strategies must be matched with the appropriate types of evaluation systems and structure to affect job performance positively. More specifically, the results suggest that an output‐oriented evaluation system combined with a high level of centralization is associated with higher managerial performance for organizations pursuing a defender strategy, whereas a behavior‐oriented evaluation system combined with a low degree of centralization is associated with higher managerial performance for a prospector strategy. Implications for the successful implementation of marketing strategies are discussed. Finally, study limitations and directions for future research are noted.
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James Philpot and Craig A. Peterson
The purpose of this paper is to analyze the effects of individual manager characteristics on real estate mutual fund (REMF) performance. Human capital theory predicts that factors…
Abstract
Purpose
The purpose of this paper is to analyze the effects of individual manager characteristics on real estate mutual fund (REMF) performance. Human capital theory predicts that factors like education, experience and professional certifications improve skill sets and thus performance. Conversely, capital markets theory suggests that these things may be irrelevant in the management of mutual funds.
Design/methodology/approach
A total of 63 REMFs were sampled over the period 2001‐2003 and equations were estimate regressing, alternatively, risk‐adjusted return, market risk and management fees on a series of fund variables and manager characteristics including the manager's tenure, whether the fund manager holds a professional certification, whether the manager has specific real estate experience, and whether the fund is team‐managed.
Findings
Modest evidence is found that team‐managed funds have lower risk‐adjusted returns than solo‐managed funds. Managers with longer tenure tend to pursue higher market risk levels, and there is no relation between manager characteristics and management fees.
Research limitations/implications
This study considers only one cross‐sectional time period. Future research might use longitudinal data.
Practical implications
Despite real estate being a specialized field of finance, there is little if any support for the predictions of human capital theory that experience, education and training result in greater performance among managers of REMFs.
Originality/value
This paper extends prior work in mutual fund management characteristics and fund performance to real estate funds.
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