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The purpose of this study is to analyse the connection between managerial job and importance of job‐relevant performance information.

Two hypotheses on the relationship of the nature of job to the job‐relevant information are tested by survey data gathered in spring 2008. The data include responses from 76 Finnish CEOs in manufacturing industry. Managerial job, information, and information gap types are extracted by the factor analysis. The hypotheses are tested by the regression analysis.

Evidence shows that the type of job strongly influences the importance of different information types in managerial work. However, information gap does not depend on the type of work but on contextual variables.

The results limited by the small sample size and industry. Larger data, advanced statistical methods, and different constructs to measure managerial job and contextual variables should be used in further studies.

Contingency factors are important in affecting the nature of managerial job. Managerial job largely determines the importance of information but the gap of information depends on contextual environment. It is important to take account of the nature of managerial job in designing information systems.

This study shows that managerial job mediates the effect of contingency factors on the importance of information. However, these factors have a direct effect on the gap of information.

The purpose of this study was determine which, if any, managerial behaviors were associated with high managerial job performance in three selected countries, China, the UK and the USA. After identifying which behaviors were associated with high managerial job performance, the study then compared the results from each country to identify behaviors that were unique to a country and those that recurred across multiple countries.

This study draws from an archival database of multisource (360°) feedback rating managerial job performance. Supervisors’ ratings on 23,877 national managers from China, the UK and the USA were examined using simultaneous stepwise regression analysis.

This study found that there were unique behaviors associated with high managerial job performance in each country examined. Additionally, the study found that were also behaviors associated with high managerial performance shared between all three countries.

This study offers another insight to the unique-versus-universal managerial behaviors debate in leadership development literature. Existing literature offers mixed messages regarding universal or unique behaviors across countries. Understanding which key managerial behaviors are associated with perceived high managerial job performance in each country may help to focus the development of these managers and enhance the specificity of selection, coaching, and training initiatives.

This study was conducted in the headquarters of a major local government in Western Australia. The emphasis of the study was to measure any differences that may exist between managers and non‐managers concerning their desire for different motivators, levels of job satisfaction and areas of job stressors. It was discovered that the non‐managers preferred extrinsic motivators whereas the managers preferred intrinsic ones. These findings support many of the ideas of the much‐maligned human relations theorists of the 1950s and 1960s. The level of job satisfaction was not significantly different between the groups. However, when consideration was given to the question of whether the respondents would choose the same type of work if they had their choice over again, then managers would significantly more often choose their present occupation, suggesting, at least, that the managerial occupation is more satisfying than a non‐managerial position, but the firm itself may not be the receiver of this satisfaction. The final point is that the managerial group perceived that they were asked to cope more often with unreasonable deadlines and excessive work demands. This finding suggests there is a need for a work‐analysis and an exhaustive job description and specification for all managerial and non‐managerial jobs. This would allow the organisations to identify those members from both groups who are overworked.

The primary study purpose is to examine whether managerial support triggers job crafting and sustainable employability, and to what extent work uncertainty moderates the managerial support and sustainable employability relationships mediated by job crafting using a moderated mediation approach. Thus, this study aims to uncover new antecedent and outcomes of job crafting using job demands and resources (JD–R) theory as no such research has yet examined these relationships.

The structural equation modeling (SEM) technique was employed to test the proposed relationships based on survey data that include a final 483 knowledge workers of the services sector. The authors tested the structural model using self-developed estimates for AMOS 24.0 to examine the moderated mediation process models (process models 7, 14 and 58) rather than using a conventional process macro through SPSS.

Consistent with the formulated hypothesis, the results of this study indicate that managerial support directly stimulates job crafting and sustainable employability. Further, job crafting mediates the relationships between managerial support and sustainable employability. This validates the JD–R theory assumption that managerial support as job resources initiates a motivational process through job crafting, leading to sustainable employability as the outcome of the motivational process. Additionally, the moderated mediation results show that in the presence of high work uncertainty, employees are more engaged in job crafting to boost their sustainable employability.

Organizations may incorporate these findings while developing human resources (HR) management policies and practices to align top-down and bottom-up job re(design) approaches. For example, by designing line managers’ role in implementation of supportive HR practices, their supportive leadership behavior towards employees will successfully trigger job crafting and nurture their sustainable employability.

This research adds to the work design and employability literature. No such study has yet examined whether managerial support triggers job crafting and sustainable employability. Prior studies examine personality traits, some individual difference variable, job characteristics, or leadership influence as antecedents of job crafting. Utilizing the JD–R theory, we empirically validate that job crafting plays a vital role in the motivational process initiated by the job resources (managerial support), leading to sustainable employability as an outcome of the motivational process. The authors further show that in the presence of high job demands (work uncertainty), employees are more engaged in job crafting and more conscious to boost their sustainable employability.

The purpose of this article is to describe the basic characteristics and qualities of managerial work in small firms.

The article draws on a summary and synthesis of five studies from the “managerial‐work research tradition” that investigates the behaviour of top managers in small firms by means of direct observation. Studies are evaluated by using research on managers' jobs in general, and some needs as well as guidelines for future research on entrepreneurial and managerial work in small firms are suggested.

Managerial work in small firms is described by discussing: how managers divide their time between different activities; managerial interaction and communication, and the elements of managerial work in small firms. Three limitations of existing studies are identified: they are difficult to compare; they adopt a simplistic conception of the constituents of managers' jobs, and more specifically of the relation between the managing actor and the context in which he/she works; and they fail to recognise to the value of inductive analysis.

Future studies of managerial work in small firms have much to gain by considering the development that has been taking place within general management theory and in the study of managers' jobs. This article contributes a first step towards bringing research on managers' jobs into the small‐business research community.

The paper initiates a better understanding of the basics of managerial work in small firms, which has not previously been elaborated upon and is an important step in exploring the dynamics of small business management.

This study aims to investigate the influences of perceived and preferred coaching behaviors and the discrepancy between them on job satisfaction, mediated by the quality of the relationship with the immediate supervisor and adaptive performance.

The research adopted a cross-sectional survey design. A total of 220 Korean employees, small-sized team members, were recruited from the automotive industry for the study. This research explored the relationship between perceived and preferred coaching behaviors using the Pearson correlation. Structural equation modeling was used to analyze the relationships among perceived and preferred managerial coaching behaviors, the discrepancy between them, the quality of the relationship with the immediate supervisor, adaptive performance and job satisfaction.

Perceived and preferred coaching behaviors exhibited a weak correlation. Perceived coaching behaviors indirectly influenced job satisfaction through the quality of the relationship with the immediate supervisor and adaptive performance. The discrepancy between perceived and preferred coaching behaviors directly and indirectly influenced job satisfaction via adaptive performance. However, all paths related to preferred coaching behaviors were found to be insignificant.

Although the results of this research may be generalized to the Korean automotive industry, the findings highlight perceived and preferred coaching behaviors and the discrepancy between them as independent variables. The findings shed light on the influences of managerial coaching on the quality of the relationship with the immediate supervisor within Korean workplace cultures and how coaching behaviors contribute to triggering subordinates’ adaptive performance. In addition, the study provides how managerial coaching influences job satisfaction in the workplace.

Based on the findings, an organization should cultivate self-directed learning environments to enhance employees’ adaptive performance. The coaching training session should be added to the leadership development program for new managers. Team leaders need to consider their members’ preferences during managerial coaching.

The variables, such as preferred coaching variables and the discrepancy between perceived and preferred coaching behaviors, along with the research framework, represent a novelty in managerial coaching, as well as within the Korean context.

The purpose of this study was to apply social exchange and organizational support theories to examine the relationship between mid-level strategic enrollment managers’ perceptions of managerial coaching behaviors enacted by their senior managers and their own reported job engagement, as mediated by perceived organizational support (POS) within the US higher education context.

A quantitative survey-based half-longitudinal design, which used the latent marker variable technique, was conducted with a sponsoring professional organization in the strategic enrollment management (SEM) field in the USA. A total of 301 usable surveys were analyzed using structural equation modeling.

The results of this study indicate that SEM managers’ job engagement and the perceived managerial coaching behaviors provided to them by their senior managers were positively correlated, and that POS fully mediated this relationship. These findings highlight how coaching behaviors may allow managers to elicit positive emotional responses and, by fostering enhanced POS, ultimately enhance job engagement among their team members.

This study addresses several calls for research on managerial coaching, job engagement and POS in an under-examined higher education context within the human resource development field.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The present study is an empirical evaluation of job satisfaction among the managers involved in the oil industry in Kuwait. The study was conducted on 153 full‐time managers selected from three different oil companies. Mean student's t‐test, Scheffe test, and One‐Way Analysis of Variance (ANOVA) were employed to analyze the data. The result indicates that there were significant differences found with regard to age, years of experience, managerial rank, and education.