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Article
Publication date: 4 April 2016

Molraudee Saratun

The purpose of this paper is to examine literature in order to explore the reasons why performance management (PM) positively affects employee engagement (EE) as well as…

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4782

Abstract

Purpose

The purpose of this paper is to examine literature in order to explore the reasons why performance management (PM) positively affects employee engagement (EE) as well as how PM should be conducted to achieve EE. It also provides future research suggestions.

Design/methodology/approach

Derived from substantial literature review, approaches describing how three PM processes (performance agreement, on-going feedback, and performance evaluation) can enhance EE are discussed.

Findings

Throughout the three PM processes, the following should be applied to foster EE: employee development facilitation and support, employee involvement, trust, and justice. In order to have a PM system achieve EE, the broad context and culture of organizations may have to change to be sustainability oriented.

Research limitations/implications

Future research can test possible associations between a set of integrated PM activities and Kahn’s (1990) concept of three psychological conditions (meaningfulness, availability, and safety), leading to EE, and eventually sustainable corporate performance outcomes. Research examining associations between particular preceding sustainable contextual elements and PM, leading to engagement, also deserves attention.

Practical implications

One practical implication of this paper is that it may provide possible guidance to managers seeking to engage their employees when managing their performance, and increase awareness of potential constraints created by non-sustainable contextual elements.

Originality/value

This paper fulfills a need to explore how PM can be conducted to achieve EE, which is still scarce in current literature and research. The paper offers a holistic perspective that sustainable contexts in organizations are also needed, if PM to engage employees will flourish.

Details

Asia-Pacific Journal of Business Administration, vol. 8 no. 1
Type: Research Article
ISSN: 1757-4323

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Article
Publication date: 9 August 2011

Sooksan Kantabutra and Molraudee Saratun

The purpose of this paper is to investigate vision‐based leadership effects on follower satisfaction in a Thai state enterprise.

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1088

Abstract

Purpose

The purpose of this paper is to investigate vision‐based leadership effects on follower satisfaction in a Thai state enterprise.

Design/methodology/approach

Extending previous research, the present study examines relationships between vision realization factors and employee satisfaction. Derived from the literature, these vision realization factors are vision communication, motivation, and empowerment of employees. In total, five directional hypotheses are developed and tested accordingly through a series of regression analyses.

Findings

Findings indicate that vision communication, motivation, and empowerment of employees are directly predictive of enhanced employee satisfaction at the Thai state enterprise.

Practical implications

To enhance employee satisfaction, supervisors of all levels at the Thai state enterprise should focus on frequently communicating their vision to their direct subordinates, particularly through written and technology‐mediated channels. The supervisors should also delegate work to their subordinates, provide resources and support services to them, and encourage them to make more decisions regarding daily operations. The supervisors should additionally act as a role model for their subordinates, build subordinates' self‐confidence, create challenges for them, and reward subordinates who act consistently with their vision.

Originality/value

Although leaders are widely exhorted to espouse vision and vision‐based leadership was empirically endorsed in the Thai culture, vision‐based leadership and its effects have been little investigated in the Thai state enterprise sector. This paper contributes to this area.

Details

Management Research Review, vol. 34 no. 9
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 10 May 2013

Sooksan Kantabutra and Molraudee Saratun

The aim of this paper is to adopt Avery and Bergsteiner's 23 sustainable leadership practices derived from sustainable organizations as a framework to examine the…

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1695

Abstract

Purpose

The aim of this paper is to adopt Avery and Bergsteiner's 23 sustainable leadership practices derived from sustainable organizations as a framework to examine the leadership practices of Thailand's oldest university.

Design/methodology/approach

Avery and Bergsteiner's principles were grouped into six categories for analysis: long‐term perspective, staff development, organizational culture, innovation, social responsibility, and ethical behavior, providing the framework for analysis of the university. Adopting a multi‐data collection approach, research teams supplemented case study data with participant observations, and reference to documentation and information supplied by, or published about the university. Semi‐structured interviews were held with multiple stakeholders.

Findings

Six core sets of practices consistent with 21 sustainable leadership practices are identified: a focus on a long‐term perspective, staff development, a strong organizational culture, innovation, social and environmental responsibility and ethical behavior.

Practical implications

Since sustainable leadership principles link to enhanced brand and reputation, customer and staff satisfaction, and financial performance, the Sustainable Leadership Grid provides educational leaders with a useful checklist for this purpose.

Originality/value

This paper contains the first examination of sustainable leadership in the higher education sector. It shows that even a public service organization can adopt the long‐term, socially responsible principles of sustainable leadership.

Details

International Journal of Educational Management, vol. 27 no. 4
Type: Research Article
ISSN: 0951-354X

Keywords

Content available
Article
Publication date: 10 May 2013

Brian Roberts

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72

Abstract

Details

International Journal of Educational Management, vol. 27 no. 4
Type: Research Article
ISSN: 0951-354X

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