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The present study aimed to examine the relationship between humble leadership (HL) and employee adaptive performance by testing the mediating role of self-determination and the moderating role of employee attributions of HL.

A three-wave, two-source design was used to collect quantitative data from 301 employees and 45 direct supervisors of mainland Chinese enterprises. Testing the hypotheses was conducted through multiple regression analysis and moderated regression analysis.

Results showed that HL was positively related to employee adaptive performance. Additionally, the relationship between HL and employee adaptive performance was mediated by self-determination. Furthermore, this positive effect of HL on self-determination was minimized among employees who attribute HL to impression management motives but is insignificant for employees who attribute HL to performance improvement motives.

It has been widely concerned that the traditional “top-down” leadership styles are associated with employee adaptive performance; however, the role of bottom-up leadership styles on employee adaptive performance has only been sporadically examined. The present study introduced HL, a typical bottom-up leadership style and developed a moderated mediation model to investigate the potential effect of HL on employee adaptive performance. Moreover, by confirming the mediating role of self-determination, the authors further uncover how HL facilitates employees' adaptive performance. Meanwhile, the moderating role of employee attributions of HL found in this study offers new insights into the understanding of the effectiveness of HL.

This paper examines the relationships between four contextual factors related to empowerment (communication with supervisor, general relations with company, teamwork, and concern for performance) and the four components of psychological empowerment (meaning, impact, self‐determination, and competence) identified by Spreitzer and her colleagues. We surveyed 203 employees of a manufacturing firm, using new and established measures of contextual factors and Spreitzer’s measures of empowerment components. The contextual factors were found to be differentially associated with the elements of psychological empowerment. Communication with supervisor and general relations with company were significantly related to the empowerment facets of meaning, self‐determination, and impact, but were not related to the facet of competence. Teamwork was related to meaning and impact. Concern for performance was related to meaning and self‐determination. These associations also varied by type of job. We conclude with implications for research and practice.

Health-care systems around the globe share several pressing challenges – including increasing costs and patient outcomes. Innovative arrangements, such as public–private partnerships (PPP) can be adopted to help address these challenges. Although the promise of PPPs is great, so are its peril if the arrangements are not managed and regulated adequately through the contracting process. Yet, PPP arrangements can introduce their own unique set of problems. This paper aims to analyze how PPPs contracting accounts for three major problems identified reviewing the: performance measurement and audit; determination of compensation and risk management–related issues.

The authors used a case study approach to analyze contracting among health-care PPPs in two countries: Italy and the USA. With a structured review performed on Scopus database using a keywords Boolean research, the authors identified three recurring major issues to investigate in two selected cases, one per country. For each major issue, the authors defined several sub-issues retrieved from a widely used institutional framework. In each sub-issue, a documental analysis on all published information related to the signed contract has been performed identifying the approaches used by the two organizations.

The authors find that PPP contracting in the USA case seems to be oriented more toward managing institutional change as well as more flexibility in the deductibility and compensation determination for organizations and providers, suggesting this organization is more oriented to change in general. The authors find that PPP contracting in Italy more clearly delineate the allocation of risk between organizations that engage in PPPs, suggesting a more practical approach.

PPP is complex. Contracting helps manage the complexity of these arrangements. This case study approach to PPP contracting highlights the variation in contracting approaches across two different countries. Policymakers and health-care managers need to ensure that PPP contracting clearly delineates auditing and performance measurement, compensation and risk management.

The authors’ analysis sheds light on the different approaches to arranging health-care PPPs in two different country settings. More research should be done to connect these different approaches to important outcomes, such as patient and organizational finances, as well as expanding the scope of countries adopting PPP in health care.

Reviews and evaluates the literature concerning the evaluation of business performance and considers the reasons for such evaluation, the determinants of good performance and the interests of those concerned with evaluation. This evaluation is undertaken within a framework which recognizes the contexts within which performance evaluation is operating. Integral to this are: the context of control and the role of accounting in the recording and shaping of performance; the context of reporting and the dimensions of accountability within which the business is operating; and the context of planning and a concern for the future orientation of strategic management. Demonstrates that while existing research is extensive in the areas and criticisms discussed, it is nevertheless deficient. In particular it does not adequately consider the interaction between the different perspectives involved, while the uni‐dimensional approach adopted by the research literature fails to address the fundamental requirements of all evaluation purposes and all evaluating parties. Concludes with a proposed way forward for future research.

The purpose of this study is to investigate the effects of salespersons' attributions about managerial e‐monitoring on salespersons' customer orientation.

Hierarchical linear modeling was used to test the six study hypotheses. A main effects model was used to test the first two hypotheses, with a comparison of regression models used to identify pure modifiers.

The results of this study found informing attributions enhance customer orientation. This effect, however, can be weakened under highly bureaucratic organizational cultures. Similarly, the ability of controlling attributions to hamper customer orientation is less pronounced in cultures described as more bureaucratic.

Building on self‐determination theory (SDT), the authors' study provides an explicit test of e‐monitoring and examines the nature and effects of information and controlling attributions. Given a low variance extracted value attained for bureaucratic culture, future research investigating the underlying dimensions of bureaucratic cultures is warranted. Likewise, more tests of the cognitive mechanisms behind salespersons' attributions are needed to further extend SDT.

Managers seeking to improve customer orientation through the use of e‐monitoring might be best served by encouraging a salesperson's informing attributions. This might be accomplished by clearly communicating the purposes of the e‐monitoring to members of the salesforce.

By investigating the positive and negative effects of e‐monitoring on salesperson customer orientation, this study offers concrete implications for researchers and practitioners on a topic that previously has been examined in the literature only via speculative post hoc analysis.

The purpose of this paper is to seek to develop environmental scores to complement already existing academic scores in order to evaluate and compare school performance in the context of sustainable societies.

In a case study on one particular Brazilian school, the authors propose three indexes to grade school performance: academic achievement, sustainable design and environmental behavior.

The behavior refers to water and energy consumption, environmental education activities, waste production and sorting, noise level, food scraps and traffic density.

The adoption of the scoreboard induces all members of the school community, students, teachers and service personnel, to participate in the measurements and in targeting.

All measured parameters are reduced to dimensionless fractions of ideal values in order to provide a basis for objective targeting within the school and for comparisons within the school universe.

The scoreboard is transferable to the school universe in the quest for benchmaking environmental performance.

As a “bottom-up” management procedure, the study develops the ideal reference values suitable to the particular school in an effort to overcome their absence in the municipal context and to induce their application in that context.

The purpose of this paper is to examine whether or not performance of employees is determined by merit of their academic excellence, which is measured by cumulative grade point average (CGPA). This paper thus attempts to measure the variables that could possibly influence employees’ performance, such as job satisfaction, motivation and involvement in co‐curriculum activities.

An adapted version of the questionnaire used by Sarmiento et al. was utilised to assess the perceived performance of employees. Ability construct was measured in terms of employee academic qualification and skills. A 13‐item scale based on Porter was used to measure motivation. A 14‐item scale based on Hackman and Oldham's Job Diagnostic Survey was used to measure job satisfaction. In total, 340 respondents from 87 companies participated in this study.

The findings revealed that there is a weak relationship between employees’ performance with CGPA. The findings also revealed that there is a weak relationship between employees’ performance and their job satisfaction, motivation and ability.

It would be meaningful for future research if actual performance appraisal report could be obtained.

Company policy makers need to provide a wider employment opportunity to everyone and not merely to candidates based on merit of their academic excellence. Many graduates may be missing out on employment opportunities while they may be the right candidates.

This paper illustrates that academic excellence, which is the main selection criterion used by most employers, is not a determinant of employees’ performance.

The strategic management of the supply chain encompasses the development and integration of a supply chain strategy and the evaluation of the findings. An integrated approach is required for linking the supply chain strategy with the overall strategic management of the company for it to be successful. In this regard, this paper aims to examine and compare the relative efficiency of two models, namely, supply chain operations reference (SCOR) and the balanced scorecard (BSC) for measuring the supply chain performance.

A quantitative research design is used and 800 individuals were recruited from the industrial sector in the Eastern Province of Saudi Arabia. A three-tier model was used based on BSC, data envelopment analysis (DEA), decision-making trial and evaluation laboratory (DEMATEL).

The findings have indicated that DMUs 2, 4, 6, 7, 9, 11, 13 and 15 were efficient, while the other DMUs were non-efficient. These non-efficient units were not aware of the training and development and learning and growth. The concern presents comparatively poor performance of employees at this stage even this issue was based on system performance and indifference of managers, establishing complexities in the long-term system. The relationships were determined among four dimensions of BSC by identifying the supply chain metrics and applying the DEMATEL approach.

The current study provides empirical support for the DEA network model concerning its preference and improved performance measurement as compared to BSC model.

A RECENT ‘Dixon of Dock Green’ television episode portrayed a Time and Motion consultant in a very unfavourable light. The script writers did not attempt to explain his work, being too intent on creating credible circumstances for an attempted murder. All they needed was to build up a situation which made the workers' hostility to his activities obvious. It is to be hoped that homicide is not now an added occupational risk of consultants or Work Study men!

This paper reviews the basic concepts of several maintenance approaches and discusses the increasing needs of effectiveness‐centred maintenance (ECM). It discusses the principles and relates them to the measurement of ECM performance. The development and implementation of the ECM approach is elaborated based on a pilot program in the radio unit of an electricity company in Hong Kong. Two ECM performance indices (i.e. individual system effectiveness (ISE) and overall system effectiveness (OSE)) were introduced to monitor the ECM process in the company. Being an integrated maintenance approach, ECM focuses on system functions and customer service, and may contribute to the continuous improvement of maintenance management practices in organizations irrespective of their business nature and size.