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The purpose of this paper is to identify the drivers of personnel satisfaction towards performance information (PI) usage in the local public administration context.

The study utilizes both quantitative and qualitative research approach. Data are gathered with a survey receiving 194 responses from the departments of six different municipalities that all belong to the group of largest municipalities in Finland. Regression and variance analysis, as well as analysis of open-ended comments are utilized.

A key observation is that high maturity level of performance measurement or information systems do not guarantee personnel satisfaction. Three main perspectives are found to positively affect satisfaction: use of PI in strategic planning, inter-administrative management with PI and communication of measurement information.

Common limitations of survey studies apply. The quantitative data set could have been wider and it should be complemented with more qualitative data. Also the survey itself has limitations due to its generic nature.

The results indicate that managerial purpose of measurement needs to be better clarified. Greatest need for development is found in utilizing PI in resource sharing and in the analysis of current situation supportive to strategic planning.

The efficient use of performance measurement is a commonly acknowledged challenge. Even though PI usage has been increasingly studied, the focus has often been in separate managerial tasks. Wider approach towards performance measurement and management practices has gained less attention. This study is one of the first attempts to apply private sector originating performance measurement maturity discussion in the public sector context.

Designing and developing safe systems has been a persistent challenge in health care, and in surgical settings in particular. In efforts to promote safety, safety culture, i.e., shared values regarding safety management, is considered a key driver of high-quality, safe healthcare delivery. However, changing organizational culture so that it emphasizes and promotes safety is often an elusive goal. The Safe Surgery Checklist is an innovative tool for improving safety culture and surgical care safety, but evidence about Safe Surgery Checklist effectiveness is mixed. We examined the relationship between changes in management practices and changes in perceived safety culture during implementation of safe surgery checklists. Using a pre-posttest design and survey methods, we evaluated Safe Surgery Checklist implementation in a national sample of 42 general acute care hospitals in a leading hospital network. We measured perceived management practices among managers (n = 99) using the World Management Survey. We measured perceived preoperative safety and safety culture among clinical operating room personnel (N = 2,380 (2016); N = 1,433 (2017)) using the Safe Surgical Practice Survey. We collected data in two consecutive years. Multivariable linear regression analysis demonstrated a significant relationship between changes in management practices and overall safety culture and perceived teamwork following Safe Surgery Checklist implementation.

This article reports a section of results from a survey of managerial practices in New Zealand. While the survey was primarily undertaken to discover what types of managerial practices in relation to employment relationships are being undertaken in New Zealand organisations, this article focuses exclusively on the influence of organisational variables on union presence. The results highlight the positive relationship between larger organisational size, older organisations, operation in the not‐for‐profit sector of the economy and the use of collective employment contracts and the variable “union presence”. The results also indicate that organisations that use formal approaches in managing employees and/or managing employment relationships have a higher likelihood of union presence than organisations using informal methods. The factors identified in this article also provide the starting point for an understanding of the role unions in New Zealand have played post‐Employment Contracts Act.

The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.

Using a qualitative inquiry approach, 93 line-level hospitality employees were surveyed online regarding their experiences about the characteristics of good managers.

The research findings revealed five key themes of good managerial characteristics, including interpersonal skills, communication skills, supervisory skills, leadership skills, and positive personality and professionalism. Additionally, the root causes of these managerial characteristics were also analyzed. The good managerial characteristics were perceived to have developed from having worked under either a great manager or a terrible manager.

This study advanced the literature on managerial characteristics by confirming several existing categories from the viewpoint of hospitality industry employees.

Human resource managers should be considerate of these findings in terms of recruitment, hiring, and training, development, and promotion of employees in their companies.

This is one of the first studies to analyze the perceived reasons behind the development of these characteristics.

This paper aims to examine the validity of the Managerial Practices Survey (MPS). Despite voluminous work on leadership styles, few studies have examined the specific behaviors of effective leaders in the hospitality industry.

Data were collected from two different samples through surveys to assess the construct validity of the MPS in the hospitality industry.

The proposed four meta-category and 18 component behavior MPS framework fit the data well and both the meta-categories and component behaviors were predictive of leadership effectiveness.

While meta-categories may be conceptually and theoretically relevant, component leadership behaviors are more useful for applied uses, such as leadership development. When behaviors are assessed at the component level, leaders can be provided with feedback and coaching on the specific actions they can take to improve their decision-making and problem-solving capabilities and ultimately become more effective leaders.

This research provides a validation of the MPS and useful insights for which behaviors are most useful for managers in hospitality contexts.

Examines the practical utility of research on managerial behaviour and managerial effectiveness for training and development programmes. Casts doubt on the relevance of models in the literature that tell managers what they should do. Reviews studies of effective managers. Concludes that the design of programmes in particular settings requires a study of who is an effective manager in that setting; that the concepts and methods available in the literature will be used; that such research has potential use for programmes where training is a stepping stone to change.

The purpose of this paper is to assess the individual and joint influence of three distinct external leadership behaviors (i.e. networking, representing, and external monitoring) on workgroup performance and managerial effectiveness.

Data were gathered by surveying subordinates of 233 managers in various types of organizations.

The results of multiple regression analyses indicated that external monitoring and representing were positively related to subordinate perceptions of workgroup performance and managerial effectiveness. The effects of networking depended on a leader’s use of the other two external behaviors.

Understanding why a leader is effective in a particular context requires examining joint effects and different patterns of external behavior (Yukl, 2012). Past research on external leader behavior only examined one of the specific behaviors or examined a broadly defined behavior that included more than one of the three specific behaviors. The study provides new insight into the independent and joint effects of the three external leadership behaviors on managerial effectiveness and workgroup performance.

The purpose of this paper is to examine the role of manufacturing leadership in enhancing manufacturing performance for different manufacturing configurations.

Survey data collected from three levels of respondents in excess of 480, from 98 manufacturing units in the USA are used to test the study hypothesis using the cluster analysis and regression models.

Effective leadership is positively associated with overall manufacturing performance beyond the fixed effects of organizational variables, such as competitive orientation and industry membership. The manufacturing leadership, however, does not seem to affect customer satisfaction.

The paper illustrates the use of behavioral theory of leadership in the context of managing operations with varying competitive orientations in different industries. Future research should, however, attempt to match different leadership practices/styles to different competitive orientations, and include employee characteristics, such as subordinates' prior experience, training, or skills that may influence the need for demonstrating the leadership practices differently for different competitive orientations.

As manufacturers pursue a combination of priorities, their manufacturing managers need to use a gamut of effective leadership practices, such as planning, delegating, inspiring, etc. Manufacturers may also note that effective manufacturing leadership enhances performance on a host of measures, such as quality, timeliness, efficiency, etc. which are directly influenced by the manufacturing group. For measures, such as customer satisfaction, manufacturing leadership needs to be augmented by managing customer expectations and by being more flexible in accommodating customers' requirements.

This is the first study to deploy multiple respondents to simultaneously examine the effects of competitive orientation and leadership practices on manufacturing performance.

The aim of this paper is to explore the workplace behaviours of Australian project managers working in the UAE, as examples of Western cultural adjustment.

A 49‐question survey was developed using SurveyMonkey. This software was used to collect and analyse all the data, accurately and reliably.

For Western expatriates, working in the UAE (which is a Muslim country with different cultural and religious standpoints) can sometimes prove challenging. No matter, how good technically the project manager may, those individuals can still fail if they are unable to adapt to a foreign culture and if the right team dynamics are not realized. In order to act appropriately, they need adequate expatriate preparation and cross‐cultural training which can reduce or even prevent expatriate failure.

Employing the survey method means that some critical characteristics cannot be successfully captured and follow‐up questions cannot be asked. Further studies should explore the issues identified in the present study, using, for example, the case study approach.

The findings of this paper could potentially help organizations understand how to help their expatriate project managers to succeed; in return, this will save the organizations thousands of dollars as well as the organization's and the project manager's reputation.

The purpose of this paper is to determine whether technical skill provides incremental value over managerial skill in managerial performance for first‐tier managers, and explore potential mediators of this relationship. Hypotheses: technical skill incrementally predicts managerial performance; referent and expert power mediate this relationship; and inspirational appeals and rational persuasion mediate the relationship between power and managerial performance.

A total of 107 first‐tier supervisors from local petrochemical and engineering companies completed an online survey about their professional background and managerial skills; subordinates rated supervisors' technical skill, power, and influence tactic habits. Managerial performance was measured as: production output, subordinate job satisfaction, and subordinate ratings.

Technical skill incrementally predicted subordinate perceptions of managerial performance over managerial skill. Referent power mediated the relationship between technical skill and both subordinate ratings and job satisfaction; expert power only mediated for job satisfaction. Rational persuasion mediated the relationship between expert power and subordinate ratings of managerial performance.

Clear measurement of multidimensional constructs such as managerial performance and technical skill is essential. Limitations include self‐selection bias and availability of objective technical skill measures. Future research should develop component‐based measures of these constructs.

Technical skill is valuable to managers as a source of credibility and a means to identify with subordinates. Technical skill should not, therefore, be the most important criterion in selecting technical managers.

This study helps technical managers better leverage their technical skills in managerial contexts, and provides new research directions for component‐based performance measurement.