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Article
Publication date: 1 June 2005

Jui‐Chen Chen and Colin Silverthorne

This study aims to test the Hersey and Blanchard Situation Leadership Theory (SLT) of leadership effectiveness and the impact of the degree of match between leadership…

Abstract

Purpose

This study aims to test the Hersey and Blanchard Situation Leadership Theory (SLT) of leadership effectiveness and the impact of the degree of match between leadership style and employee readiness level on a variety of measures of leadership outcomes.

Design/methodology/approach

The measures used were employee job satisfaction, job performance, job stress, and turnover intention. SLT argues that an effective leader adopts a leadership style according to the ability and willingness of subordinates for a given task.

Findings

The results did not support SLT predictions that an appropriate match between leadership style and subordinate readiness results in higher levels of subordinate job satisfaction and performance and lower levels of job stress and intention to leave. However, the results did partially support SLT in that, the higher the leader's leadership score, the more effective is the leader's influence. However, the leadership score did not predict job performance. There was a positive correlation between ability and willingness, employee job satisfaction, and job performance. Employee willingness positively correlated with job satisfaction and job performance and was negatively correlated with turnover intention.

Research limitations/implications

The findings from this study apply to the Taiwan culture and may or may not apply to other “Chinese” and non‐Chinese cultures.

Practical implications

The use of the SLT in Taiwan is very widespread, so this study provides empirical evidence of its value when used in Taiwan as a tool to develop and use effective and appropriate leadership abilities.

Originality/value

Few studies have attempted to explore the value of SLT in general and in non‐Western cultures in particular. This study expands our knowledge of leadership issues to an Eastern culture and explores the theory's effectiveness related to several organizational factors.

Details

Leadership & Organization Development Journal, vol. 26 no. 4
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 May 1986

Rabindra N. Kanungo

Increasing productivity is the major goal of every successful organisation, be it private or public, service or manufacturing. In order to achieve this goal, the…

Abstract

Increasing productivity is the major goal of every successful organisation, be it private or public, service or manufacturing. In order to achieve this goal, the organisation has to depend to a large extent on both covert and overt behaviours of its members. The covert behaviours of organisational members refer to such psychological phenomena as job satisfaction, involvement and other related attitudes and beliefs. The overt behaviours, on the other hand, refer to directly observable behaviours such as absenteeism, tardiness, and other forms of on‐the‐job behaviour. It is the task of organisational psychologists to identify these behaviours and establish specific causal relationships between these behaviours and productivity.

Details

International Journal of Manpower, vol. 7 no. 5
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 June 2006

Jui‐Chen Chen, Colin Silverthorne and Jung‐Yao Hung

To further understand the impact of organizational communication and commitment on job stress and performance. Over the past 20 years, the constructs of organizational…

Abstract

Purpose

To further understand the impact of organizational communication and commitment on job stress and performance. Over the past 20 years, the constructs of organizational commitment and communication have been studied extensively but little attention has been paid to the relationship between them and other organizational variables such as job performance and stress. Also, differences between employees either in managerial or full time accounting positions and between respondents from the USA and Taiwan were evaluated.

Design/methodology/approach

Differences and relationships were assessed using standardized and valid instruments measuring four organizational variables in Taiwan and the USA.

Findings

No country level difference in stress and communication levels were found but organizational commitment and performance levels were higher in the USA. At the same time, higher levels of organizational communication led to higher levels of organizational commitment and job performance in both countries. Rather surprisingly, stress levels were not found to be related to either organizational communication or job performance. Further, the only measure that indicated a difference between those in managerial and full time accounting positions was work performance which was higher for those doing full time accounting.

Practical implications

The results are discussed in terms of their importance and implications for organizations, particularly those utilizing employees with professional training and operating in different cultures. The finding that stress levels were not reduced by increased organizational communication and had little impact on job performance suggests that in the accounting field stress may play a different role than it does in other professions.

Originality/value

Furthers our understanding on the impact of organizational communication and commitment on job stress and performance.

Details

Leadership & Organization Development Journal, vol. 27 no. 4
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 August 1997

Magid Igbaria and Conrad Shayo

United States government statistics have shown that although women and minorities have made impressive gains in employment during 1980s, they continue to be…

Abstract

United States government statistics have shown that although women and minorities have made impressive gains in employment during 1980s, they continue to be underrepresented in positions of power and responsibility, especially at the senior management and executive positions. This trend has also been observed in the Information Systems (IS) field (Wilson, 1990). It has been reported that women and blacks encounter a glass ceiling that prevents them from reaching the top levels of IS positions (Johnson, 1990; Morrison and Glinow, 1990). A number of potential causes of this glass ceiling effect have been suggested:

Details

Equal Opportunities International, vol. 16 no. 8
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 24 August 2021

Ilse Maria Beuren, Vanderlei dos Santos and Viviane Theiss

This paper aims to analyze the effects of organizational resilience on job satisfaction and business performance in companies that have undergone corporate reorganizations.

Abstract

Purpose

This paper aims to analyze the effects of organizational resilience on job satisfaction and business performance in companies that have undergone corporate reorganizations.

Design/methodology/approach

A survey was carried out on a sample of 102 executives and managers from Brazilian companies that underwent corporate reorganization. The structural equation modeling (SEM) technique was used to test the hypotheses.

Findings

The results indicate that organizational resilience influences business performance (in the dimensions of economy-financial, customers and processes/learning) and job satisfaction (in the dimensions of financial and personal benefits). However, the relations between job satisfaction and business performance were partial, indicating that satisfaction can affect performance through other variables.

Research limitations/implications

The main study implication lies on the empirical immersion regarding the effects of active organizational resilience on multi-faceted business performance, to the detriment of only the financial view and on job satisfaction.

Practical implications

The distinct effects of resilience on business performance and job satisfaction provide managers with insight into how to allocate resources, in order to benefit the interests of both employer and employee.

Originality/value

This is one of the first studies to provide empirical evidence of the effects of active organizational resilience on multi-dimensional business performance. The results provide new insights into this relationship and may clarify divergent results found in the literature. It also provides evidence of the effects of active organizational resilience on job satisfaction in companies that have undergone corporate reorganizations, events that are supposed to require resilient skills.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

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Article
Publication date: 19 July 2021

Min Zhang and Yixuan Zhao

Based on previous research on millennial employee management in China, this study aims to extend the understanding of the underlining mechanisms and boundary conditions…

Abstract

Purpose

Based on previous research on millennial employee management in China, this study aims to extend the understanding of the underlining mechanisms and boundary conditions between job characteristics and millennial employee creative performance. Drawing on the self-determination theory and the theory of situation interaction, this study proposes hedonic and eudaimonic well-being as dual mediators, to explain the positive effect of job characteristics on millennial employees’ creative performance. Further, the study proposes that inclusive leadership and achieving styles could separately moderate these two mediation paths.

Design/methodology/approach

The data comprises information on 288 millennial employees in China.

Findings

The results show that both hedonic and eudaimonic well-being mediate the positive effect of job characteristics on millennial employees’ creative performance. The positive effect of job characteristics on millennial employees’ hedonic well-being is stronger when inclusive leadership is stronger; and the positive effect of millennial employees’ hedonic well-being on creative performance is stronger when direct achieving style and instrumental achieving style are stronger. There was no significant moderating effect of inclusive leadership on the relationship between job characteristics and millennial employees’ eudaimonic well-being, and no significant moderating effect of achieving style on the relationship between millennial employees’ eudaimonic well-being and creative performance. Job characteristics exerted a positive indirect effect on employees’ creative performance through employees’ hedonic well-being and that this cascading effect was moderated by inclusive leadership, direct achieving style and instrumental achieving style.

Practical implications

The findings have important implications for both job design practices and employee performance research. Organizations should pay more attention to improving the creative performance of millennials employees through innovative job design or other organizational level motivational drivers. At the same time, the findings in this study align with the findings in Sheldon et al. (2018) study where extrinsic values rather than toward intrinsic values will bring improved hedonic well-being to the individual in the short term. One further practical implication is that if organizations need a short-term boost of creative performance from their millennial employees, organizations can provide more extrinsic motivators. When organizations want to see more long-term creative performance results, intrinsic motivators should be established.

Originality/value

As part of a series of research on Chinese millennial employee management, this paper extends existing research results. First, the authors verify the main effect relationship between job characteristics and employee creative performance. Second, based on the self-determination theory, this study constructs a dual mediation model and tests the mediating effect of hedonic and eudaimonic well-being between job characteristics and employee creative performance. Third, considering the situational characteristics of the study, the authors propose the boundary conditions of the relationship between job characteristics and creative performance from two levels of individual characteristics and leadership types, namely, inclusive leadership and achieving style.

Details

Chinese Management Studies, vol. 15 no. 4
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 27 July 2021

Richard Conde, Victor Prybutok and Kenneth Thompson

Previous sales control research has limited the definition of outcome controls exclusively to sales outcomes in an outside sales context. In addition to sales outcome…

Abstract

Purpose

Previous sales control research has limited the definition of outcome controls exclusively to sales outcomes in an outside sales context. In addition to sales outcome controls, inside sales managers use phone operational outcomes to influence inside sales agent performance, supporting the need to expand the broader definition of outcome controls. Hence, the purpose of this paper is to explore the need to bifurcate outcome controls into two distinct variables: sales and phone operational controls. Researchers know little about the application of sales outcome controls beyond sales-only outcomes, which, in turn, limits the definition of outcome controls.

Design/methodology/approach

Through the utilization of survey, secondary operational data and sales manager’s feedback, this paper demonstrates that the definition of outcome controls needs to be divided into two distinct areas, sales and phone operational controls for inside sales agents, which, in turn, acts collectively to impact an inside sales agent’s job performance and satisfaction.

Findings

This research demonstrates that inside sales managers depend on both sales and phone operational outcome controls to drive sales agent performance, varying in degrees by industry. Even as inside sales managers focus on creating an employee-centric autonomous motivational work culture, the overarching controlling factors associated with phone operational outcomes dampen an inside sales agent’s performance and job satisfaction.

Research limitations/implications

To the best of the authors’ knowledge, as the first sales control research to examine an inside sales context, this study provides support to further study sales controls in an inside sales context. This research can be enhanced by examining business-to-consumer inside sales environments, behavior controls, greater sample size and additional work outcomes such as turnover and tenure.

Practical implications

The findings have important implications because they can help practitioners understand the effect that both sales and phone operational outcomes have on sales agent performance. It also illuminates the need for inside sales managers to be less controlling in their focus on phone operational outcomes, as such a practice has a negative influence on key sales agent job outcomes.

Originality/value

To the best of the authors’ knowledge, this study is the first to triangulate multiple data sources to illustrate the need to evaluate both sales and phone operational outcomes as broader components of sales outcome controls. The study of sales controls in a different sales context suggests that sales management controls may differ by sales context, opening the door to extend the vast sales control literature beyond its current context of outside sales.

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Article
Publication date: 24 December 2020

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Exploring the link between transformation leadership and job performance, the study finds that when job characteristics are low, transformational leaders support employees in finding and creating meaningfulness, improving employee performance.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest , vol. 29 no. 2
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 9 June 2021

Volkan Yeniaras and Ilker Kaya

Drawing on the theoretical lens of the job demands-resources model, this study builds upon and tests a conceptual model that links customer prioritization, product…

Abstract

Purpose

Drawing on the theoretical lens of the job demands-resources model, this study builds upon and tests a conceptual model that links customer prioritization, product complexity, business ties, job stress and customer service performance. Conceptualizing customer prioritization and product complexity as job demands and business ties as personal job resources, this research explicates the mediating process by which customer prioritization and product complexity affect customer service performance through job stress and its boundary conditions. The purpose of this paper is to offer a theoretical framework in which business ties moderates the mediated relations of customer prioritization and product complexity to customer service performance.

Design/methodology/approach

Structural equation modeling and a moderated mediation analysis were used on a unique multi-level, multi-respondent data set of 248 participants from 124 small and medium-sized enterprises in Turkey.

Findings

This study finds that both customer prioritization and product complexity increase job stress. In addition, this paper finds that business ties have a bitter-sweet nature as a personal resource and reverse the relation of customer prioritization to job stress while strengthening the negative direct relation of product complexity to job stress. Finally, this study finds that the indirect relation of customer prioritization to customer service performance through job stress is contingent on business ties. Specifically, this paper finds that high levels of business ties negate the indirect relation of customer prioritization to customer service performance while low levels of business ties exacerbate the negative effects of customer prioritization to customer service performance, channeled through job stress.

Practical implications

The findings demonstrate the critical role that personal networks play in reducing job stress and enhancing customer service performance for small and medium-sized enterprises that adopt customer-centric strategies such as customer prioritization. Nevertheless, the results suggest that the managers need to cognizant of the undesirable consequences of business ties may have on job stress when boundary-spanners handle a wide range of products/services that are technically complex. Accordingly, this study recommends small and medium-size enterprise managers and owners should be cautious in resource allocation to establish informal, personal ties with suppliers, competitors, customers and other market collaborators.

Originality/value

This paper offers a deeper perspective of the relations of customer prioritization and product complexity to job stress and customer service performance. This study also specifies business ties as a personal coping resource, which decreases the undesirable consequences when used in small and medium enterprises that adopt customer-centric strategies.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

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Book part
Publication date: 17 March 2010

Christopher C. Rosen, Chu-Hsiang Chang, Emilija Djurdjevic and Erin Eatough

This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category…

Abstract

This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category taxonomy of workplace stressors and we then review theories that explain the relationships between workplace stressors and job performance. The subsequent literature review is divided into two sections. In the first section, we present a summary of Jex's (1998) review of research on the job stress–job performance relationship. In the second section, we provide an updated review of the literature, which includes studies that have been published since 1998. In this review, we evaluate how well the contemporary research has dealt with weaknesses and limitations previously identified in the literature, we identify and evaluate current trends, and we offer recommendations and directions for future research.

Details

New Developments in Theoretical and Conceptual Approaches to Job Stress
Type: Book
ISBN: 978-1-84950-713-4

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