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This chapter examines how structural factors related to gender, managerial level, and economic sector could impact the level of experienced person/role conflict in management based on a representative survey conducted among managers in Norway. Person/role conflict appears relevant for understanding emotions in organizations and is linked with emotional dissonance and emotional labor through theoretical and empirical considerations. Our findings reveal that the effect of gender remains significant when controlled for economic sector and managerial level. This indicates that experienced person/role conflict can be partially caused by perceived incongruity between internalized and gender role-related expectations as well as managerial role-related expectations.

Various aspects of managerial and professional employees in Australia are examined in an attempt to establish if the Australian experience is similar to that reported in other countries where “management” appears to have emerged as a third force between the employers and organised labour. It is argued that the new style manager is a younger, more highly educated “professional” but that the managerial function is also changing. A survey, conducted in Australia during 1985 of senior executives and 14 large scale organisations from both the public and private sector, provides the basis for this report of the changing characteristics of managerial and professional employees in Australia. Areas explored include the proportion of managers and professionals as a percentage of the labour force; particular characteristics which are emerging; education levels and qualifications; the process governing the movement of managers within the labour market; the effect of recent legislation on remuneration systems; and the degree of union membership among managers.

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

Posits that every enterprise must institutionalize its workplace learning systems and opportunities in such a way that it radiates what it has already achieved and from this moves on to realize its full potential – in short, the enterprise itself is the key. Examines in successive chapters: the individual manager and questioning insights (Q); the major systems which the enterprise uses to capture and structure its learning; a SWOT analysis of the enterprise′s total learning; action learning, its contribution to the achievement of enterprise growth, and the role of programmed knowledge (P); the Enterprise School of Management (ESM) as a phoenix of enlightenment and effectiveness rising from the ashes of traditional, less effective management training initiatives; and, finally, the practical realization of the action learning dream, as evidenced by emerging examples of successful and profitable implementation worldwide. Concludes with a selection of pertinent abstracts.

Public versus private sector placement and gender‐based effects are examined as the prime generator of wage variations among men and women Israeli managers in Israel. The macro‐sociological analysis of economic sectors, organizational theory and human capital effects are integrated to predict public/private sector variations in wages, taking account of managerial level and gender effects. Using demographic, human capital characteristics and managerial level position from a representative sample of 778 Israeli public and private sector employees, it is shown that wage variations are generated by initial placement in the public/private sector; higher returns to work hours, education and managerial position in the private sector, and “manhood” which increases returns to wages in both sectors taking account of managerial level variations. These results suggest that public/private sector wage differences are only partially explained by occupational and managerial level variations: taking into account the above variables, gender remains the major determinant of wages for both private and public sector employees.

To investigate the factors predicting the career progression of hotel managers working in international hotel chains in Ireland, Europe and Asia.

The study uses a cross‐sectional questionnaire design consisting of 337 respondents. It investigates individual‐ and organisational‐level factors that potentially explain the career progression of hotel managers.

The study reveals significant differences in managerial progression in the three sub‐samples. A multiplicity of factors explains differences in advancement. These include demographic, human capital, psychological characteristics of the manager and organisational characteristics. The model developed in the paper explained significant variance in three measures of managerial advancement: salary level, number of job moves, and position reached in the hierarchy.

The study is based on self‐report data and the response rates are slightly below those reported for behavioural science research. The study does not gather the perceptions of the managers' superiors. The findings indicate that managerial advancement is explained by a complex set of factors, which would benefit from further investigation.

The study findings suggest important practical implications for the provision of training and development, individual and organisational career strategies, the role of networking in advancement and the respective roles of managers and organisations in managing careers.

The paper has a cross‐cultural dimension which to date is largely absent from this area of research.

We take a state-stewardship view on corporate governance and executive compensation in economies with strong political involvement, where state-appointed managers act as responsible “stewards” rather than “agents” of the state.

We test this view on China and find that Chinese managers are remunerated not for maximizing equity value but for increasing the value of state-owned assets.

Managerial compensation depends on political connections and prestige, and on the firms’ contribution to political goals. These effects were attenuated since the market-oriented governance reform.

Economic reform without reforming the human resources policies at the executive level enables the autocratic state to exert political power on corporate decision making, so as to ensure that firms’ business activities fulfill the state’s political objectives.

As a powerful social elite, the state-steward managers in China have the same interests as the state (the government), namely extracting rents that should adhere to the nation (which stands for the society at large or the collective private citizens).

As China has been a communist country with a single ruling party for decades, the ideas of socialism still have a strong impact on how companies are run. The legitimacy of the elite’s privileged rights over private sectors is central to our question.

Chinese executive compensation stimulates not only the maximization of shareholder value but also the preservation of the state’s interests.

The purpose of this paper is to provide insight into the relative importance of task, relations, and change capabilities of managers at low, middle, and top hierarchical levels.

Data were gathered from performance reviews and evaluations from human resources personnel for 2,307 managers in one large company in a high-tech industry. Separate regressions for each management level were performed with standardized regression coefficients allowing comparisons across the different regressions.

Significant differences were observed in the effectiveness of managers using task, relations, and change capabilities. At top management, change-oriented capabilities become 2 to 3 times more important than at the lowest level. Task-oriented capabilities become significantly less important at the top level. Relations-oriented capabilities are important at all levels.

Studies with participants from multiple industries and longitudinal studies could benefit research by further validating the findings and offering new insights on other situational factors, which change over time.

Managers, who have been successful in lower and middle positions, may not necessarily be effective top managers.

Few studies have explored differences in managerial capabilities at different hierarchical levels in organizations. The study offers a clear rationale to consider when conducting any analysis of different levels of management by practitioners or researchers.

To investigate the effects of managerial level – a manager's position in the organizational hierarchy – and budgetary participation on managerial performance and job satisfaction.

Questionnaires were administered to 184 managers that participated in an executive development program conducted at a major US university. The responses to 178 questionnaires were subjected to multiple regression analysis.

The results suggest that both budgetary participation and managerial levels have a direct positive impact on self‐reported managerial performance and job satisfaction.

This study shares some inherent limitations with other survey research. All measures used are self‐reported and may be based on self‐perception. As such, they may not reflect formal participation in or influence over budget settings by the respondents. The sample was not randomly selected, and consequently the results might not be generalizable to all managers. In addition, some self‐selection bias might be present: managers who enroll in executive development programs could differ from other managers.

The results have practical implications for organizations that use a budgeting system. They provide further evidence of the positive impact of increased budgetary participation by managers at all levels.

This study fulfils a gap in prior research by examining the effect of managerial levels, a variable not previously included in studies of the impact of budgetary participation in the US. The findings have implications for future research into the effects of budgetary participation by emphasizing the need to include managerial levels. They also have implications for the implementation of participative budgeting in organizations.

The industrial organizations all over the world are operating in a highly competitive and challenging business environment. Achieving customer satisfaction on a continual basis keeping in view of the increasing expectations of the customers has been the key to the growth of business and operations. Customer satisfaction and business development can only be achieved by retaining the competent and capable managers at different hierarchical levels of the organizations. But with the growing career opportunities and better employment prospects available, turnover of managerial personnel has become an increasingly important industrial problem worth studying in the recent years. The purpose of this paper is to examine the industry‐wide problem of managerial turnover.

The paper describes a study which is diagnostic in nature and which follows a causal design approach to empirically examine if the impacts of both the organizational social and technical subsystem elements on managerial retention are significant or not. In the first phase, a pilot survey was conducted on a sample of 93 managerial respondents at junior and middle levels in order to test the validity and reliability of the survey instrument. The second phase of the study was conducted on a sample of 444 junior and middle‐level managers from various organizations located in India to determine the causal impacts of the organizational social and technical subsystem factors on managerial retention through developing an integrated model by using the general linear modeling technique.

The results were in the expected direction and fulfilled the research aim of the current study. The factor analysis had grouped the items into seven constructs with a total of 53 items. Studies indicate that in industrial organizations the design of managerial jobs by balancing both the organizational social and technical subsystem elements does impact managerial retention. The empirical model developed through general linear modeling technique supports the proposed relationships.

Through identifying and empirically establishing the impacts of organizational social and technical subsystem elements on managerial retention in Indian context, this paper helps to understand the managerial expectations from their prospective employers. The top management of the business organizations may use the findings as guiding criteria, while constructing, managing, and evaluating their managerial retention strategies in Indian context.