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Article

Neil A. Johnson and Edward A. Holdaway

The job satisfaction and effectiveness of principals, theeffectiveness of their schools, and relationships among those threevariables were investigated by questionnaires…

Abstract

The job satisfaction and effectiveness of principals, the effectiveness of their schools, and relationships among those three variables were investigated by questionnaires and interviews involving elementary school teachers, principals, and area superintendents in Alberta. Job satisfaction of principals was closely associated with the effect of the job on their personal lives, and it was highest in respect of working relationships with teachers and students. An appropriate school climate emerged as the most important and most effective individual aspect of the performance of schools, but a multidimensional perspective was supported. Effective principalship was seen to encompass many high priority areas, and principals′ overall effectiveness related most strongly to their decision‐making effectiveness. Principals′ job satisfaction was only weakly associated with the effectiveness of schools and principals, but the two effectiveness variables were significantly related. Teachers and area superintendents tended to rate the effectiveness of schools less positively than did principals.

Details

Journal of Educational Administration, vol. 29 no. 1
Type: Research Article
ISSN: 0957-8234

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Article

Maria Eliophotou Menon

The purpose of this paper is to investigate the link between transformational/transactional/passive-avoidant leadership behaviors, teachers’ perceptions of leader…

Abstract

Purpose

The purpose of this paper is to investigate the link between transformational/transactional/passive-avoidant leadership behaviors, teachers’ perceptions of leader effectiveness and teachers’ job satisfaction. In this context, the paper also examines the conceptual model underlying the scales of the most widely used instrument in research on transformational leadership, the Multifactor Leadership Questionnaire (MLQ). The theoretical framework for this investigation is that of the full range model of leadership.

Design/methodology/approach

An adapted version of the MLQ was administered to a sample of 438 secondary school teachers in the Republic of Cyprus. Confirmatory factor analysis and structural equation modeling were used in the analysis of the data.

Findings

The results provide support for a three-factor structure model consisting of transformational, transactional and passive-avoidant forms of leadership, representing three distinct components of leadership behavior. Teachers’ perceptions of leader effectiveness and teachers’ overall job satisfaction were found to be significantly linked to the leadership behaviors included in the full range model of leadership.

Research limitations/implications

The findings are cross-sectional and based on the subjective perceptions of teachers. The analysis of the data suggests that transformational leadership may not be a sufficient condition for (perceived) headteacher effectiveness.

Originality/value

The link between transformational leadership, perceived leader effectiveness and teachers’ overall job satisfaction has not been investigated in many studies. The present study attempts to address this gap.

Details

Journal of Educational Administration, vol. 52 no. 4
Type: Research Article
ISSN: 0957-8234

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Article

Shiva Kakkar, Sanket Dash, Neharika Vohra and Surajit Saha

Performance management systems (PMS) are integral to an organization's human resource management but research is ambivalent on their positive impact and the mechanism…

Abstract

Purpose

Performance management systems (PMS) are integral to an organization's human resource management but research is ambivalent on their positive impact and the mechanism through which they influence employee behavior. This study fills this gap by positing work engagement as a mediator in the relationship between perceptions of PMS effectiveness, employee job satisfaction and turnover intentions.

Design/methodology/approach

The study uses a survey-based design. Data were collected from 322 employees in India attending a management development program at a premier business school. Partial least squares–based structure equation modeling package ADANCO was used for data analysis.

Findings

Positive perception of PMS effectiveness was found to enhance employee work engagement. This increased job satisfaction and reduced turnover intentions among employees. Thus, work engagement mediated the relationship between PMS perceptions and job satisfaction and turnover intentions.

Practical implications

The results suggest that organizations need to focus on three characteristics of PMS, namely its distinctiveness, consistency and consensus. These characteristics determine the effectiveness of PMS in engaging employees and influencing their job satisfaction and turnover intentions.

Originality/value

Prior studies on performance management have largely been limited to aspects of justice and focused disproportionately on the appraisal aspect of performance management. This study takes a systems view of performance management and addresses prior shortcomings by examining the role of clarity and horizontal fit between PMS practices in determining employee engagement. The study also provides much needed empirical support to theoretical studies which have argued that PMS is a driver of engagement in organizations (Gruman and Saks, 2011; Mone and London, 2014).

Details

Benchmarking: An International Journal, vol. 27 no. 5
Type: Research Article
ISSN: 1463-5771

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Article

Saira Saira, Sadia Mansoor, Sadia Ishaque, Sadia Ehtisham and Muhammad Ali

This study aims to investigate whether the impact of effectiveness of diversity training on affective commitment is different for men versus women and whether affective…

Abstract

Purpose

This study aims to investigate whether the impact of effectiveness of diversity training on affective commitment is different for men versus women and whether affective commitment mediates the relationship between effectiveness of diversity training and employee outcomes of turnover intention and job satisfaction.

Design/methodology/approach

The data were collected from 134 employees working in an Australian manufacturing organization by using an employee survey. Structural equation modeling was used to analyze the data using AMOS.

Findings

The results of this study support the proposed hypotheses, demonstrating a significant, indirect effect of effective diversity training on job satisfaction and turnover intention via affective commitment. Moreover, gender moderates the relationship between effective diversity training and affective commitment.

Practical implications

The findings suggest that organizations can enhance affective commitment and job satisfaction and reduce turnover intention by providing effective diversity training to employees. Gender of employees should also be considered when evaluating the effectiveness of training.

Originality/value

This study provides pioneering evidence of the following relationships: diversity training effectiveness and turnover intention via affective commitment; diversity training effectiveness and job satisfaction via affective commitment; and diversity training effectiveness and affective commitment for men versus women.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

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Article

Christine A. Grant, Louise M. Wallace and Peter C. Spurgeon

The purpose of this paper is to explore the impact of remote e‐working on the key research areas of work‐life balance, job effectiveness and well‐being. The study provides…

Abstract

Purpose

The purpose of this paper is to explore the impact of remote e‐working on the key research areas of work‐life balance, job effectiveness and well‐being. The study provides a set of generalisable themes drawn from the key research areas, including building trust, management style and the quality of work and non‐working life.

Design/methodology/approach

The paper is an exploratory study into the psychological factors affecting remote e‐workers using qualitative thematic analysis of eleven in‐depth interviews with e‐workers, across five organisations and three sectors. All participants worked remotely using technology independent of time and location for several years and considered themselves to be experts.

Findings

The paper provides insights into the diverse factors affecting remote e‐workers and produces ten emerging themes. Differentiating factors between e‐workers included access to technology, ability to work flexibly and individual competencies. Adverse impacts were found on well‐being, due to over‐working and a lack of time for recuperation. Trust and management style were found to be key influences on e‐worker effectiveness.

Research limitations/implications

Because of the exploratory nature of the research and approach the research requires further testing for generalisability. The emerging themes could be used to develop a wide‐scale survey of e‐workers, whereby the themes would be further validated.

Practical implications

Practical working examples are provided by the e‐workers and those who also manage e‐workers based on the ten emerging themes.

Originality/value

This paper identifies a number of generalisable themes that can be used to inform the psychological factors affecting remote e‐worker effectiveness.

Abstract

Details

Managing NGOs in the Developing World
Type: Book
ISBN: 978-1-80043-782-1

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Article

Daniel Akparobore and Ademola Ferdinand Omosekejimi

The purpose of this study is to examine leadership qualities and style as panacea for job productivity and effective service delivery among library staff members in…

Abstract

Purpose

The purpose of this study is to examine leadership qualities and style as panacea for job productivity and effective service delivery among library staff members in academic libraries in Nigeria. This study will help to ascertain the leadership style that is mostly adopted by university library management staff members in university libraries in South South, Nigeria, ascertain the type of leadership style that can be adopted by library management to attain productivity and effective service delivery among staff members in university libraries in South South, Nigeria and identify the leadership qualities that allows for productivity and effectiveness of staff members in university libraries in South South, Nigeria among others.

Design/methodology/approach

A descriptive survey research design was adopted for this study. The target population for this study comprises 672 library staff members from 23 university libraries across the South South region of Nigeria. Total enumeration sampling technique was used to sample the entire population. The instrument used for data collection was a structured questionnaire. A total of 672 copies of the questionnaire were administered and total of 623 were duly completed and found useable, therefore there was 93% response rate. The data collected for this study was analyzed using simple percentage/frequency counts and weighed mean.

Findings

Finding from the study revealed that the leadership style mostly adopted and practiced by the staff members at the management level in academic libraries in South South, Nigeria is the autocratic type of leadership. Also, Almost all library staff members in academic libraries in South South, Nigeria upholds the view that democratic type of leadership, if practiced by staff members at the management level in academic libraries will allow for maximum job productivity and effectiveness among library staff members, that commitment and passion for their job, excellent communication skills, good decision-making skill, delegation of authority/subordinate empowerment among others are qualities a good leader.

Originality/value

This submission is a work by the researcher and to the best of the researcher's knowledge contains no materials previously published or written by another person.

Details

Library Management, vol. 41 no. 8/9
Type: Research Article
ISSN: 0143-5124

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Article

Farhad Analoui

Increased managerial effectiveness has been a concern for academics, management trainers and developers. However, the topic has remained relatively unexplored, especially…

Abstract

Increased managerial effectiveness has been a concern for academics, management trainers and developers. However, the topic has remained relatively unexplored, especially so far as the effectiveness of the senior managers and officials is concerned. Examines results of first‐time study which has been carried out in the Romanian public sector. Finds that senior managers are aware of the needs for their own and others’ effectiveness and desire for development, and that the presence of certain conditions, some specific to Eastern European countries, tend to act as inhibiting factors insofar as the development of the senior managers is concerned. Concludes that effectiveness should be defined as functions of awareness of self and other organizationally shared and unshared values, constraints, demands and choices available to senior managers and their abilities and skills to get the job done. Thus, further understanding of the topic requires attention being paid to managers, their work, organization and social realities as they are and not as one expects them to be.

Details

Journal of Management Development, vol. 16 no. 7
Type: Research Article
ISSN: 0262-1711

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Article

Gary Yukl, Rubina Mahsud, Gregory Prussia and Shahidul Hassan

The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and…

Abstract

Purpose

The purpose of this paper is to determine how task-oriented, relations-oriented and change-oriented leader behaviors are related to managerial effectiveness and subordinate job satisfaction, to identify incorrect findings in a recent meta-analysis of these relationships and to verify that leader problem solving is an important task-oriented behavior.

Design/methodology/approach

In total, 235 employees were surveyed to measure 11 specific behaviors used by their leader, and again two weeks later to measure the two outcome variables. Multiple regression analysis was used to assess how the leader behaviors are related to each outcome.

Findings

Task-oriented, relations-oriented and change-oriented behaviors were all related significantly to managerial effectiveness, but only relations-oriented behavior was related significantly to subordinate job satisfaction. Problem solving was the task-oriented behavior with the strongest relationship to managerial effectiveness. Recognizing was the least important relations-oriented behavior for job satisfaction.

Research limitations/implications

Limitations included a convenience sample, common source data and possible effects of unmeasured situational variables. Ways to avoid these limitations in future research are suggested.

Practical implications

The findings can be used to improve leadership training and development for most managers.

Originality/value

The results support the idea that examining specific leader behaviors in addition to broad meta-categories can improve leadership theory, research and training.

Details

Personnel Review, vol. 48 no. 3
Type: Research Article
ISSN: 0048-3486

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Article

Galanou Ekaterini

The purpose of this paper is to contribute further insights into how organizations can diagnose if they have middle managers who are able to reach their objectives, to be…

Abstract

Purpose

The purpose of this paper is to contribute further insights into how organizations can diagnose if they have middle managers who are able to reach their objectives, to be outstanding in the competitive environment that they belong to, that is to give new roles and initiatives, using a qualitative approach.

Design/methodology/approach

In this management research, the critical incident technique through semi‐structured interviews is used to identify the critical job requirements which are indicated through the difference between doing the job correctly and doing it incorrectly or efficiently and inefficiently. The events of critical incidents could be coded for various characteristics or competences, which seem to be relevant to the particular middle managers' job. After that, they were grouped into five teams for the easiest assessment and the annotation of the findings, i.e. competences directed on management job, on integrity, on personal effectiveness and performance, on people and on specialized knowledge.

Findings

Qualitative evidence was found for managerial competences, values and the way these competences are related to effectiveness and job satisfaction.

Research limitations/implications

Future research should explore how these results can be linked to contextual elements and to business performance.

Practical implications

This study contributes to increased managerial competence awareness, which is important for intrapersonal development and interpersonal cooperation.

Originality/value

This is one of a few studies that have centered on the middle managers only of the organizational chart and compared their different skills, needs and requests. It provides relevant insights into a thorough understanding of middle managers' competences, which are 21 in total. These 21 areas are divided into five main categories/clusters.

Details

Management Research Review, vol. 34 no. 5
Type: Research Article
ISSN: 2040-8269

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