Search results

1 – 10 of over 56000
Article
Publication date: 1 July 1977

John S. Evans

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…

1235

Abstract

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.

Details

Management Decision, vol. 15 no. 7/8
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 1 March 1992

Zhong‐Ming Wang

Reports the results of an interview and field survey study onmanagement issues in 25 Sino‐foreign joint‐venture companies. Jointventures are shown to have three special…

Abstract

Reports the results of an interview and field survey study on management issues in 25 Sino‐foreign joint‐venture companies. Joint ventures are shown to have three special characteristics: transformation, system and management. Compatibility issues, in terms of values, motives, leadership styles, are cultural, social and structural. Proposes three managerial psychology strategies to improve management of joint ventures further. Suggests some useful predictors and criteria for the assessment and evaluation of joint‐venture effectiveness.

Details

Journal of Managerial Psychology, vol. 7 no. 3
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 February 1983

Eric G. Flamholtz

Introduction What do the following people each have in common:

Abstract

Introduction What do the following people each have in common:

Details

Journal of Management Development, vol. 2 no. 2
Type: Research Article
ISSN: 0262-1711

Article
Publication date: 1 January 1991

V. Nilakant

Middle level managers, a typical feature of large hierarchicalorganisations, are a critical resource for ensuring performance andgrowth. Few studies, however, have specifically…

Abstract

Middle level managers, a typical feature of large hierarchical organisations, are a critical resource for ensuring performance and growth. Few studies, however, have specifically examined the nature of middle managerial roles, their causes and consequences for organisational performance and change. This research is based on in‐depth case studies of four Indian manufacturing companies. The study examines the nature of middle managerial roles in these organisations and their impact on current performance and change. It also discusses factors which have led to the evolution of these middle managerial roles. The study concludes with suggestions for improving utilisation of middle management potential in such organisations.

Details

Journal of Managerial Psychology, vol. 6 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 1 May 1991

Ming Singer, Alan Singer and Chris Bruhns

The notions of procedural justice and factor analysis have beenapplied to the identification of the key criteria for fair managerialselection. The subjects were 87 personnel…

1508

Abstract

The notions of procedural justice and factor analysis have been applied to the identification of the key criteria for fair managerial selection. The subjects were 87 personnel professionals in New Zealand. A second study used a videotaped interview design and showed that two job‐relevant criteria (work experience and academic qualification) identified in the first study as determinants of fair selection, were not utilised consistently by manager interviewers in their selection decision making.

Details

Journal of Managerial Psychology, vol. 6 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 15 February 2011

Zinta Byrne, Virginia Pitts, Dan Chiaburu and Zachary Steiner

The purpose of this paper is to examine how managerial trustworthiness and social exchange with the organization integrate with perceived organizational support to relate to…

3781

Abstract

Purpose

The purpose of this paper is to examine how managerial trustworthiness and social exchange with the organization integrate with perceived organizational support to relate to supervisor‐rated job performance and self‐report organizational commitment.

Design/methodology/approach

A sample of 119 full‐time employees from a variety of occupations at a single organization completed surveys. Their supervisor rated job performance.

Findings

This paper finds that managerial trustworthiness was positively related to job performance and organizational commitment via POS and social exchange with the organization; and that POS was related to organizational commitment through social exchange with the organization.

Research limitations/implications

Limitations include cross‐sectional data from a single organization. Strengths include non self‐report ratings of job performance. Future research should consider experimental and longitudinal designs to capture causality.

Practical implications

Organizations may improve job performance and organizational commitment by increasing the trustworthiness of the manager, which might lead to increases in perceived support and social exchange. Trustworthiness can be increased by incorporating policies to encourage the integrity of managers, increasing managers' ability via training, and fostering a climate of benevolence.

Originality/value

This study is the first to examine the trustworthiness of the manager, a central figure to employees, at the same time as support and social exchange in the employee‐organization relationship.

Details

Journal of Managerial Psychology, vol. 26 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 22 March 2019

Mark F. Peterson, Aycan Kara, Abiola Fanimokun and Peter B. Smith

The present study consists of managers and professionals in 26 countries including seven from Central and Eastern Europe. The purpose of this paper is to investigate whether…

1543

Abstract

Purpose

The present study consists of managers and professionals in 26 countries including seven from Central and Eastern Europe. The purpose of this paper is to investigate whether culture dimensions predict country differences in the relationship between gender and organizational commitment. The study integrated theories of social learning, role adjustment and exchange that link commitment to organizational roles to explain such differences in gender effects. Findings indicate that an alternative modernities perspective on theories of gender and commitment is better warranted than is a traditional modernities perspective.

Design/methodology/approach

This study examined the relationship between gender and organizational commitment using primary data collected in 26 counties. The cross-level moderating effects of individualism, masculinity, uncertainty avoidance, power distance and restraint vs indulgence was examined using hierarchical linear modeling.

Findings

Organizational commitment is found to be higher among men than women in four countries (Australia, China, Hungary, Jamaica) and higher among women than men in two countries (Bulgaria and Romania). Results shows that large power distance, uncertainty avoidance, femininity (social goal emphasis) and restraint (vs indulgence) predict an association between being female and commitment. These all suggest limitations to the traditional modernity-based understanding of gender and the workplace.

Originality/value

This study is unique based on the three theories it integrates and because it tests the proposed hypothesis using a multi-level nested research design. Moreover, the results suggest a tension between an alternative modernities perspective on top-down governmental effects on commitment through exchange and bottom-up personal effects on commitment through social learning with role adjustment in an intermediate position.

Details

Baltic Journal of Management, vol. 14 no. 3
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 1 February 1986

Gordon R. Foxall

Adaptors and innovators exhibit distinct approaches to problem solving and derision making: a finding which has far‐reaching implications for managerial psychologists who…

Abstract

Adaptors and innovators exhibit distinct approaches to problem solving and derision making: a finding which has far‐reaching implications for managerial psychologists who intervene in business and other organisations.

Details

Journal of Managerial Psychology, vol. 1 no. 2
Type: Research Article
ISSN: 0268-3946

Article
Publication date: 1 February 1987

Larry E. Pate

In language that the practising manager can use, findings from several years of important research on managerial decision making are summarised. Four major traps of faulty…

6695

Abstract

In language that the practising manager can use, findings from several years of important research on managerial decision making are summarised. Four major traps of faulty decision making are identified and managers are shown how to avoid these traps and to improve their decision‐making skills.

Details

Journal of Managerial Psychology, vol. 2 no. 2
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 11 September 2023

Alexandra A. Henderson, Sophia S. Jeong and Kristin A. Horan

This study aims to examine the role of trust in management and state government in mitigating the relationships between individual- and state-level stressors and well-being during…

Abstract

Purpose

This study aims to examine the role of trust in management and state government in mitigating the relationships between individual- and state-level stressors and well-being during the COVID-19 pandemic.

Design/methodology/approach

Data were collected from a US sample still working during the first wave of infections (N = 437) and was supplemented with objective state-level data. Data were analyzed using hierarchical regression modeling with the PROC MIXED procedure with SAS software to incorporate both individual- and state-level variables.

Findings

Results indicated that individual-level stressors (work and family role overload) were positively associated with stress; however, the relationship between family role overload and stress was mitigated among those with high trust in state government. Results indicated that state-level stressors (infection rates and population density) were not associated with stress; however, the relationship between state population density and stress was positive among those with low trust in management and negative among those with high trust in management.

Practical implications

This study highlights the need for organization and government leaders to build trust before and during crisis situations, as well as engage in a collaborative approach to managing stressors in crisis situations.

Originality/value

This study highlights the importance of expanding the focus of employee trust across organizational boundaries for understanding employee well-being during a crisis situation. This study also demonstrates the cross-over effects of trust, such that organization leaders can protect workers from community stressors, while government leaders can protect workers from family stressors.

Details

Journal of Managerial Psychology, vol. 38 no. 7
Type: Research Article
ISSN: 0268-3946

Keywords

1 – 10 of over 56000