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Article
Publication date: 10 July 2009

Terje Slåtten

The aim of this study is to study the relationships among: two types of managerial practices (“reward” and “support”), two types of emotional satisfaction (“positive” and…

4400

Abstract

Purpose

The aim of this study is to study the relationships among: two types of managerial practices (“reward” and “support”), two types of emotional satisfaction (“positive” and “negative”), and employee‐perceived service quality.

Design/methodology/approach

The study presents a conceptual model of the aforementioned relationships. It proposed hypotheses regarding these relationships and collected data with a survey study of 1,076 frontline employees in service organizations. An analysis of the testing of the hypotheses follows.

Findings

The study has found that managerial reward and managerial support are both directly related to positive and negative emotions and to employee‐perceived service quality. In particular, positive and negative emotions appear directly related to employee‐perceived service quality. Moreover, it was found that emotional satisfaction partially mediates the relationship between managerial (reward and support) practices and employee‐perceived service quality.

Research limitations/implications

The study takes place within a broad context of frontline employees in service organizations.

Practical implications

The study has demonstrated the importance for managers to consider how their practices influence the service quality their employees provide to customers. In particular, managers should take account of employees' emotions, whether positive or negative, because of their role in explaining employee‐perceived service quality. Consequently, one general and key implication from this study is the importance of measuring employees' emotions. Measuring these mental states (described as stable tendencies of feelings) which arise from cognitive appraisals of managerial practices can be a good predictor for employee‐perceived service quality. The study shows that employees are not isolated “emotional islands” and, consequently, it is important for managers to understand how emotions and the quality of service delivery are linked.

Originality/value

The paper enhances knowledge of how emotions are linked to the quality of service delivery and the role of emotional satisfaction in service‐quality management.

Details

Managing Service Quality: An International Journal, vol. 19 no. 4
Type: Research Article
ISSN: 0960-4529

Keywords

Open Access
Article
Publication date: 3 June 2021

Phuong Anh Tran, Sadia Mansoor and Muhammad Ali

Derived from leader–member exchange theory, this study hypothesises the relationships between work–family related managerial support and affective commitment and job satisfaction…

4429

Abstract

Purpose

Derived from leader–member exchange theory, this study hypothesises the relationships between work–family related managerial support and affective commitment and job satisfaction, and advocates that these relationships are mediated by work–family conflict.

Design/methodology/approach

The model was tested in an Australian manufacturing organisation using survey data from employees, using structural equation modelling in Analysis of Moment Structures (AMOS).

Findings

The findings suggest that enhanced work–family related managerial support will decrease work–family conflict, eventually enhancing employees' affective commitment and job satisfaction.

Originality/value

This study provides important insights into the impact of managerial support on improvements in employees' work–family conflict, and, in turn, its impact on affective commitment and job satisfaction, in the Australian context.

研究目的

源自領導者-成員交換理論,本研究就與工作、家庭有關的管理支援與情感承諾和工作滿足感之間的關係提出假設,並主張工作家庭衝突是引發這些關係的媒介。

研究設計/方法/理念

有關的模型使用來自員工的調查數據,並使用AMOS內的結構方程式模式,在澳洲一個製造業組織內被測試。

研究結果

研究結果暗示、若加強與工作家庭有關的管理支援,則工作家庭衝突便會減少,而這最後將會增加員工的情感承諾和工作滿足感。

研究的原創性/價值

本研究提出了重要的見解,使我們更了解在澳洲的背景下,管理支援對改善僱員工作家庭衝突之作用,進而更明白管理支援對情感承諾和工作滿足感的影響。

Details

European Journal of Management and Business Economics, vol. 32 no. 1
Type: Research Article
ISSN: 2444-8451

Keywords

Article
Publication date: 19 July 2022

Syed Muhammad Irfan, Faisal Qadeer, Muhammad Ibrahim Abdullah and Muddassar Sarfraz

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

1406

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Personnel Review, vol. 52 no. 8
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 11 June 2020

Stella Zulu-Chisanga, Mwansa Chabala and Bernadette Mandawa-Bray

Notwithstanding that there has been increasing attention on factors that enhance SME performance in developing economies, there is a dearth of studies explicitly investigating the…

1446

Abstract

Purpose

Notwithstanding that there has been increasing attention on factors that enhance SME performance in developing economies, there is a dearth of studies explicitly investigating the roles of government support systems and inter-firm collaboration. Drawing on the resource-based view (RBV) of the firm and institutional theories, this study aims to model and examine how government support, inter-firm collaboration and managerial ties affect SME performance and further explores how firm specific resources mediate the relationships.

Design/methodology/approach

A quantitative research design was used. Data were collected using a structured questionnaire from 438 SMEs operating in Zambia, a developing Sub-Saharan African country. Hierarchical linear regression and SPSS PROCESS macro were used to test the hypotheses.

Findings

Findings indicate that managerial ties have both a direct and indirect effect, through firm resources, on financial performance. Also, the relationship between inter-firm collaboration and financial performance is fully mediated by firm resources. Surprisingly, results reveal that government support does not have a significant effect on SME financial performance.

Practical implications

The study has important implications for SME managers and policy makers. It demonstrates that inter-firm collaborations and managerial ties enhance a firm’s financial performance. It also highlights the view that SMEs need to have firm specific resources to transform external resources, accessed from inter-firm relationships, into superior performance. SME policy makers are advised to focus more on policies and support mechanisms that promote inter-firm relationships at firm and managerial levels.

Originality/value

This study is one of the few studies to empirically show that the differential effects of inter-firm collaboration and managerial ties on SME performance are channeled through firm resources, in an under-researched developing Sub-Saharan African economy context. The study is also one of the few studies to reveal that government support is not significantly related to SME performance. Therefore, it provides valuable insights which could be applied to other developing countries with characteristics similar to Zambia.

Details

Journal of Entrepreneurship in Emerging Economies, vol. 13 no. 2
Type: Research Article
ISSN: 2053-4604

Keywords

Article
Publication date: 26 June 2009

Jennifer A. Rooney, Benjamin H. Gottlieb and Ian R. Newby‐Clark

The purpose of the current study is to test a model of the psychological processes that mediate the impact of managerial supportive and unsupportive behaviors on employees'…

4720

Abstract

Purpose

The purpose of the current study is to test a model of the psychological processes that mediate the impact of managerial supportive and unsupportive behaviors on employees' job‐related attitudes and strain.

Design/methodology/approach

Data were collected using a cross‐sectional, online survey of employees working in a human services organization who were asked about their managers' support and attitudes toward various aspects of their jobs. The employees included direct service providers, agency administrators, and managers.

Findings

Structural equation modeling revealed that perceived job autonomy and perceived manager sentiment explained the relationship between managerial behaviors and job satisfaction, job strain, and turnover intentions. Although job self‐efficacy was significantly related to both supportive and unsupportive managerial behaviors, it did not explain the relationship between managers' support‐related behaviors and the outcomes of interest.

Research limitations/implications

Since these data are based on self‐reports, common method bias may have inflated the relationships among the variables. Also, ratings of supervisor behaviors and work‐related perceptions may have been confounded with other unmeasured individual differences, such as neuroticism, and optimism. In addition, the generalizability of the theoretical model is unknown because it was tested in one organization.

Practical implications

Managerial and leadership development programs can draw on the study findings about particular managerial behaviors that are linked to employees' perceptions of control and to their managers' sentiments about them, which in turn influence how they feel about their jobs and organizations.

Originality/value

Three original contributions of the study are that: it capitalizes on a detailed, inductively‐derived behavioral measure of managerial support; it examines the effects of both supportive and unsupportive managerial behaviors; and it responds to the call for studies investigating the mechanisms whereby support influences job‐related attitudes and strain.

Details

Journal of Managerial Psychology, vol. 24 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 30 September 2022

Meghna Chhabra, Lata Bajpai Singh and Syed Asif Mehdi

Women entrepreneurs contribute significantly to Asian economies. However, women in this region face an alarming array of barriers to entrepreneurship. This research study aims to…

Abstract

Purpose

Women entrepreneurs contribute significantly to Asian economies. However, women in this region face an alarming array of barriers to entrepreneurship. This research study aims to examine the factors, i.e. government support, family social support, financial literacy and managerial skills, in building the entrepreneurial capacity of women entrepreneurs under the lens of the person–environment (P-E) fit theory. Furthermore, the study also examines the moderating effect of socio-cultural barriers in the said relationships.

Design/methodology/approach

For the study, the data was collected from the owners of 311 women-owned manufacturing and services sector enterprises from the northern Indian community.

Findings

Findings suggest that all the factors significantly affect the entrepreneurial capacity of women entrepreneurs, and the barriers work as a moderator between the relationships.

Originality/value

Based on P-E fit theory, this unique research study proposes a model to test the role of factors such as government support, family social support, financial literacy and managerial skills in developing women entrepreneurs’ entrepreneurial capacity along with examining the moderating role of socio-cultural factors contributing to the entrepreneurial capacity of women.

Details

Journal of Enterprising Communities: People and Places in the Global Economy, vol. 17 no. 6
Type: Research Article
ISSN: 1750-6204

Keywords

Article
Publication date: 2 February 2023

Oliver Nelson D'Souza and Joana R.C. Kuntz

Managers are responsible for implementing reasonable accommodation (RA) for people with disabilities (PwD). Yet, little is known about the extent to which managerial views of RA…

Abstract

Purpose

Managers are responsible for implementing reasonable accommodation (RA) for people with disabilities (PwD). Yet, little is known about the extent to which managerial views of RA shape attitudes toward PwD. The study draws on conservation of resources (COR) and job demands and resources (JD-R) theories to examine the relationship between managerial views of RA availability and implementation ease on attitudes towards hiring PwD.

Design/methodology/approach

In total, 162 full-time managers at a large New Zealand (NZ) healthcare organisation completed an online survey. Moderated multiple regressions were conducted to test the main effects and interactions between perceptions of RA process and attitudes towards hiring PwD.

Findings

The study results indicate that line managers held positive attitudes towards hiring PwD when they viewed RA implementation as easy, particularity around the provision of flexible work arrangements.

Research limitations/implications

This study shows the importance of gaging managers' views of RA processes to understand their attitudes toward PwD and highlights potential linkages between managerial perspectives on RA, PwD experiences in the organisation and the effectiveness of disability support and inclusion initiatives.

Practical implications

RA availability from the organisation is insufficient to elicit positive managerial attitudes toward hiring PwD. Policies and procedures that reduce RA implementation complexity are expected to foster positive managerial attitudes toward PwD and improve employment outcomes for this employee group.

Originality/value

This study is the first to test how managerial attitudes towards hiring PwD are influenced by views of RA availability from the organisation and of RA implementation ease. It also provides a multidimensional measure that captures managerial views of RA availability from the organisation and RA implementation ease.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 42 no. 6
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 12 February 2018

Manish Kumar, Hemang Jauhari, Ashish Rastogi and Sandeep Sivakumar

The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for…

3625

Abstract

Purpose

The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS).

Design/methodology/approach

A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20.

Findings

The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported.

Research limitations/implications

While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand.

Originality/value

Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

Details

Journal of Organizational Change Management, vol. 31 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 4 May 2021

Raza Ali Zaidi, Muhammad Majid Khan, Rao Aamir Khan and Bahaudin G. Mujtaba

The purpose of this study is to analyze the factors affecting startup development and the entrepreneurship ecosystem's contribution to it.

1216

Abstract

Purpose

The purpose of this study is to analyze the factors affecting startup development and the entrepreneurship ecosystem's contribution to it.

Design/methodology/approach

A quantitative methodology is used for data collection from different startup owners working across Pakistan. It is a cross-sectional descriptive study, which investigates the causal effect of variables at a definite point in time. Non-probability convenient sampling was used for selecting available startups from the incubation centers. The sampling framework consists of the founders of the startups that have been previously incubated at any of the selected incubation centers.

Findings

Regression analysis results from 165 responses of entrepreneurs and incubation centers demonstrate that the most important factors affecting startup development were financial access, government support, marketing challenges, education, technology and managerial skills in order of occurrence. Entrepreneurship ecosystem also proved to have a very positive impact on the relationship of these factors with startup development.

Practical implications

In this paper, the factors that affect the development of startup are analyzed and recommendations are provided.

Originality/value

This research is comprehensive, as we have collected data from actual entrepreneurs and incubation centers to explain how entrepreneurs initiate their startup business by considering their managerial skills. As such, this study is unique in that the data comes from newly developed incubations centers in one of South Asia's fastest-growing economies.

Details

South Asian Journal of Business Studies, vol. 12 no. 1
Type: Research Article
ISSN: 2398-628X

Keywords

Article
Publication date: 27 February 2020

Tanuja Agarwala, Amaia Arizkuren, Elsa Del Castillo and Marta Muñiz

To understand whether the three dimensions of work–family culture, namely managerial support, negative consequences and organizational time demands relate in different ways with…

Abstract

Purpose

To understand whether the three dimensions of work–family culture, namely managerial support, negative consequences and organizational time demands relate in different ways with different types of commitment; affective, continuance and normative. The relationships were examined in a three-country cross-national context.

Design/methodology/approach

Questionnaire survey was conducted in India, Peru and Spain among executives and managers drawn from both the manufacturing and the services sectors.

Findings

The three countries were both similar and different with Peru and Spain more similar to each other than with India. Managerial support dimension of work–family culture predicted affective commitment across all the three countries. Differences were found with respect to predictors of normative commitment. Managerial support predicted normative commitment for Spain. Lower negative career consequences resulted in decreased normative commitment among the managers in Peru and Spain.

Research limitations/implications

The study has limitations of generalizability and common method variance.

Practical implications

Human resource managers will find the study useful to determine which dimensions of work–family culture would predict the outcomes desired. The study has implications for the design of human resource practices in the industry.

Originality/value

The study is the first that addresses the three dimensions of work–family culture and organizational commitment in a cross-national context. The study suggests that the way in which work–family culture is conceptualized and experienced by employees may vary even among countries classified as “collectivist.”

Details

Personnel Review, vol. 49 no. 7
Type: Research Article
ISSN: 0048-3486

Keywords

1 – 10 of over 110000