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41 – 50 of 814S. Pandey and E.S. Kumar
This article describes the development of a measure of role conflict. Role conflict was conceptualized as consisting of four dimensions: intrasender, intersender, interrotle, and…
Abstract
This article describes the development of a measure of role conflict. Role conflict was conceptualized as consisting of four dimensions: intrasender, intersender, interrotle, and person‐role conflict respectively. Study 1 (N = 65), which was conducted to pilot test the 96 item questionnaire (reduced from 224 items after expert rating), resulted in the reduction of the questionnaire to 43 items with three interpretable dimensions. Study 2 (N = 100) was carried out to examine the construct validity of the scale and confirm the factor structure. There was convergence with the findings of Study 1. Cronbach alpha for each subscale was adequate, and evidence of concurrent, convergent, and discriminant validities was found. Study 3 (N = 242) attempted to provide some normative data for the measure, in addition to carrying out a confirmatory factor analysis (CFA) using LISREL. The findings of Study 2 were almost duplicated, and the CFA results lent greater support to a three‐factor structure of role conflict.
Ever since the days of Sir Thomas More and Robert Owen, people have been engaged in studying and predicting the future. Today's futurist has refined the art to such a high degree…
Abstract
Ever since the days of Sir Thomas More and Robert Owen, people have been engaged in studying and predicting the future. Today's futurist has refined the art to such a high degree that futures studies have important implications for business strategic planning.
“A mad hatter's tea party” is the way one reporter describe the October 1975 Limits to Growth Conference. In his view something thoroughly silly was going on at that meeting in…
Abstract
“A mad hatter's tea party” is the way one reporter describe the October 1975 Limits to Growth Conference. In his view something thoroughly silly was going on at that meeting in Houston. But, as in Alice in Wonderland, whatever nonsense there may have been on the surface, profound matters were the true subject of the conference. Some day that reporter may wake up and wonder how he failed to see the significance of the debate over growth. By that time we could be firmly in the clutches of no‐growth policies.
Khalid Rasheed Memon and Bilqees Ghani
The purpose of this study is to investigate and articulate the performance appraisal process as a tool, used for the development of voice behavior through the fostering of…
Abstract
Purpose
The purpose of this study is to investigate and articulate the performance appraisal process as a tool, used for the development of voice behavior through the fostering of trustworthiness and empowering culture in the organization.
Design/methodology/approach
Data has been collected through survey instruments, filled by employees and their coworkers. The study proposes and tests a new model based on the relationship between performance appraisal and voice behavior through the moderation-mediation mechanism. Data analysis has been performed using SEM through SMART PLS 3.
Findings
Results show that a strong and positive relationship exists between performance appraisal and voice behavior through the mediating variable of psychological empowerment. The moderators, empowering leadership and perceived fairness have played vital role in boosting psychological empowerment and strengthening the relationship with performance appraisal.
Research limitations/implications
The study presents the performance appraisal system as one of the antecedents of employees' voice behavior generated through psychological empowerment (mediator) and perceived fairness and empowering leadership (moderators) since the appraisal system is to be implemented through the leader.
Originality/value
The study presents a unique and innovative idea while it tries to explore and measure the different effects/impacts of the relationship between performance appraisal and voice behavior.
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This article aims to present an analysis of ideas and practices regarding governance of and by the network design process by participants in the technical design process during…
Abstract
Purpose
This article aims to present an analysis of ideas and practices regarding governance of and by the network design process by participants in the technical design process during the first decade (1969-1979) as recorded in the technical document series that provides both the medium for and the history of that design process, the Internet RFCs.
Design/methodology/approach
The research was conducted via a comprehensive inductive and adductive reading of all of the publicly available documents in the series from its launch in October of 1969 through the close of 1979.
Findings
The findings show that internet designers were well aware that the infrastructure they were building was social as well as technical in nature. They were concerned about both governmental constraints on the design process (governance of) and about how protocol compliance could be achieved (governance by the network design process). As do informational states, network designers developed governance tools that affected the identity, structure, borders, and change in social, informational, and technological systems. The dual faces of network governance reveal tensions between the network political and the geopolitical.
Originality/value
This work contributes to our understanding of the interactions between the social and the technical in the course of the internet design process as it was expressed in concerns about governance by others and of others brought up in the course of resolving technical design problems. Methodologically, the research provides a model of one approach to analyzing the development of governance mechanisms and specific policies along sociotechnical boundaries.
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Mindfulness helps improve effectiveness by facilitating the use of emotion as information, which improves learning, adaptation, and performance. When mindful we observe emotions…
Abstract
Mindfulness helps improve effectiveness by facilitating the use of emotion as information, which improves learning, adaptation, and performance. When mindful we observe emotions and are curious about them rather than controlled by them, freeing us to explore what the emotion is telling us.
I discuss three forms of mindfulness that combine to create a pattern of behavior called mindful organizing. Mindful organizing has numerous benefits but there are also costs that must be balanced against the benefits. Bringing mindfulness into organizations must be done in a way that reduces costs and increases benefits; practical mindfulness is introduced as a means to do this.
Practical mindfulness begins with what is achievable at the present time and reduces the social and emotional barriers to behaving mindfully through the use of tools. Practical mindfulness recognizes the importance of interaction to task accomplishment by focusing attention on all three phases of interaction: before, during, and after.
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In a time of ethical lapses and moral ambiguity, it is essential for the university, the source of preparation for managers, scientists, journalists, teachers, and other…
Abstract
In a time of ethical lapses and moral ambiguity, it is essential for the university, the source of preparation for managers, scientists, journalists, teachers, and other professionals, to understand its role as a force in preparing graduates for decision‐making. The university is a “moral force” because it constantly extends the boundaries of what is known, and therefore challenges societal rules describing desirable and undesirable states and behavior. By focusing on the decision‐making competence of those it educates, it also makes choices about the values it will express, exhibit, and eschew. In this way, the university has a unique opportunity to help create a culture of conscience not only for the professions and professionals, but for all citizens, through its teaching, scholarship, actions, and service to and with others. With this as its stance, the university would strengthen its place at the center of society and solidify its place at the margins – as curator, creator, and critic.
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In 1933 two books on competitive structure were published. One, extracted from a Harvard PhD filed six years earlier, dealt with the workings of the competitive process. Seeking…
Abstract
In 1933 two books on competitive structure were published. One, extracted from a Harvard PhD filed six years earlier, dealt with the workings of the competitive process. Seeking not to supplant, but to supplement Marshall, this book by E. H. Chamberlin focused on an effort involving the use of a diagrammatic apparatus to highlight certain fundamental relationships between variables in the competitive process. It did not analyse real firms but nor did it attempt to pretend that such were irrelevant, and to concentrate on positions of competitive equilibrium only. It dealt with problems of arrival at equilibrium, false trading, and a whole variety of issues relevant to an actual competitive process. Supervised by Allyn Young, it drew on a wide range of references and showed evidence of the kind of thorough scholarly preparation which has always been characteristic of the best American PhDs.
Vasilis Theoharakis, Robert Wapshott and Lamin Cham
Managers of public organizations in liberalized sectors face the dual imperative of retaining skilled employees who might be poached by commercial competitors and improving…
Abstract
Purpose
Managers of public organizations in liberalized sectors face the dual imperative of retaining skilled employees who might be poached by commercial competitors and improving service performance levels without a free hand to invest resources. While employee work engagement (EWE) has been previously suggested as a solution to such management challenges, limitations in its ability to retain employees have been identified. We therefore examine how a social identity crafting (SIC) approach to public leadership that confers a sense of group identity among team members can enhance and extend beyond EWE in addressing this dual imperative.
Design/methodology/approach
We report findings from a survey of employees (n = 199) at “ATCO,” a state-owned national airline that is facing challenges from commercial rivals within a new, competitive environment.
Findings
We confirm previously identified limitations of EWE and, further, demonstrate that a social identity approach to leadership offers a promising avenue for public managers, not only by enhancing employee engagement but, more importantly, by enhancing retention and service performance.
Originality/value
We contribute to studies of leadership, particularly for managers operating in the public sector and resource-constrained environments, demonstrating how SIC, which does not require costly investment to attain, can deliver improved service performance and reduced employee turnover intention, operating beyond EWE, which reaches a plateau in respect of the latter.
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The purpose of this paper is to investigate whether leader self-efficacy and leader role ambiguity are related to follower leader-member exchange (LMX). In addition, the authors…
Abstract
Purpose
The purpose of this paper is to investigate whether leader self-efficacy and leader role ambiguity are related to follower leader-member exchange (LMX). In addition, the authors examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction.
Design/methodology/approach
Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers.
Findings
Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness.
Research limitations/implications
The main limitation of the study is the cross-sectional nature of the data from the followers.
Practical implications
Provided that the findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity.
Originality/value
Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.
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