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1 – 10 of over 187000A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on…
Abstract
A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.
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Simone Grebner, Achim Elfering and Norbert K. Semmer
New developments in concepts and approaches to job stress should incorporate all relevant types of resources that promote well-being and health. The success resource model of job…
Abstract
New developments in concepts and approaches to job stress should incorporate all relevant types of resources that promote well-being and health. The success resource model of job stress conceptualizes subjective success as causal agents for employee well-being and health (Grebner, Elfering, & Semmer, 2008a). So far, very little is known about what kinds of work experiences are perceived as success. The success resource model defines four dimensions of subjective occupational success: goal attainment, pro-social success, positive feedback, and career success. The model assumes that subjective success is a resource because it is valued in its own right, triggers positive affect and emotions (e.g., pleasure, cf., Weiss & Cropanzano, 1996), helps to protect and gain other resources like self-efficacy (Hobfoll, 1998, 2001), has direct positive effects on well-being (e.g., job satisfaction, cf., Locke & Latham, 1990) and health (Carver & Scheier, 1999), facilitates learning (Frese & Zapf, 1994), and has an energizing (Locke & Latham, 1990, 2002) and attention-directing effect (Carver, 2003), which can promote recovery by promoting mental detachment from work tasks in terms of absence of job-related rumination in leisure time (Sonnentag & Bayer, 2005).
The model proposes that success is promoted by other resources like job control (Frese & Zapf, 1994) while job stressors, like hindrance stressors such as performance constraints and role ambiguity (LePine, Podsakoff, & LePine, 2005), can work against success (Frese & Zapf, 1994). The model assumes reciprocal direct effects of subjective success on well-being, health, and recovery (upward spiral), and a moderator effect of success on the stressor–strain relationship. The chapter discusses research evidence, measurement of subjective occupational success, value of the model for job stress interventions, future research requirements, and methodological concerns.
David W. Drewery, Robert Sproule and T. Judene Pretti
The purpose of this article is to examine the relationship between a lifelong learning mindset and career success. A lifelong learning mindset is a way of approaching one's work…
Abstract
Purpose
The purpose of this article is to examine the relationship between a lifelong learning mindset and career success. A lifelong learning mindset is a way of approaching one's work with curiosity, strategic thinking, and resilience. Career success refers to objective (e.g., number of promotions) and subjective (e.g., job satisfaction) indicators of progress and fulfillment in one's work.
Design/methodology/approach
Two studies are presented. Both studies draw from an accounting and finance program at a Canadian university. In study 1, data were collected from students (n = 62) and their supervisors at the end of a four-month co-operative education (co-op) work term. In study 2, data were collected from graduates (n = 148).
Findings
Results suggest that developing a lifelong learning mindset enhances both objective and subjective career success. Participants' lifelong learning mindset was associated with objective career success in both studies (supervisor-rated performance in study 1 and number of promotions in study 2). Lifelong learning mindset was associated with subjective career success in study 2 (job satisfaction, work engagement, and job-related self-efficacy) but not in study 1 (experience satisfaction).
Originality/value
This article presents the first empirical examination of the relationship between a lifelong learning mindset and career success. Insights from the article highlight the fact that educators and workplace managers might work together to promote a lifelong learning mindset for current and future workers.
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Charles Margerison and Barry Smith
Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive…
Abstract
Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.
Stefanie Richter-Killenberg and Judith Volmer
Drawing from the conservation of resources theory and the success resource model of job stress, the authors investigated the role of leader behaviours in the context of…
Abstract
Purpose
Drawing from the conservation of resources theory and the success resource model of job stress, the authors investigated the role of leader behaviours in the context of leader-member exchanges (LMXs) as a driver of leaders' job-related well-being and recovery. Specifically, they hypothesised positive affect and perceived competence as potential mechanisms enhancing leaders' job satisfaction and psychological detachment.
Design/methodology/approach
Daily diary data were collected from 85 leaders over five consecutive working days (376 daily observations) and analysed using multilevel path analyses.
Findings
Leader LMX behaviours were positively associated with leaders' positive affect and perceived competence at work at the person and day levels. Additionally, results provided support for most of the assumed indirect effects of leader LMX behaviours on leaders' job satisfaction and psychological detachment via positive affect and perceived competence.
Practical implications
Leadership development activities should raise leaders' awareness of the relevance of resourceful interactions with followers for leaders' own well-being. Organisations should create a working environment that facilitates high-quality exchanges amongst their members. The current trend towards increasing digital and less face-to-face collaboration may pose a risk to this important resource source for leaders.
Originality/value
These findings emphasise the day-to-day variation in leadership behaviours and that leaders' engagement in high-quality leader-follower interactions has the potential to stimulate a resource-building process for the benefit of leaders themselves.
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Managerial success as an academic concept has not been researched and explored adequately in the management literature. The purpose of this research paper is to identify and…
Abstract
Purpose
Managerial success as an academic concept has not been researched and explored adequately in the management literature. The purpose of this research paper is to identify and analyze a set of success indicators that the working managers value most in their professional life. Further, these selective managerial success indicators were prioritized for different managerial hierarchies in the Indian context.
Design/methodology/approach
The data analysis was carried out using the analytical hierarchy process (AHP) technique as the basis for the comparisons of the success indicators for various levels of managerial hierarchy as well as for the representing variables under each success indicator.
Findings
The results established the prioritization of the managerial success indicators for the senior, middle, and junior levels of managerial hierarchy. The aggregative analyses for the entire data set also prioritized the variables under each success indicator studied in this research.
Research limitations/implications
The study has practical implications for the top management in terms of providing them with the definitive success indicators of the working professionals, hence helping them achieve success by suitably facilitating these factors. The recruitment specialists can select the incumbent managers with the individualized characteristics identified in this study that facilitate professional success.
Originality/value
This research has addressed a relatively unexplored area of managerial success in the Indian context and outlined a framework for the prioritization of success factors by the Indian managerial community.
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Investigates how Korean women employees define their success at work, and how those definitions differ by demographic variables, such as age, years of work experience, marital…
Abstract
Investigates how Korean women employees define their success at work, and how those definitions differ by demographic variables, such as age, years of work experience, marital status, and education level. The instrument used is the modified Career Success Map Questionnaire, which was originally developed to measure people's career success orientation. A sample survey was conducted with a sample of Korean women employees in a large Korean bank. Implies, when comparing the results with other studies sampling both men and women (or women only) in either a US or Korean context, that women's career perceptions and career success in a specific culture could differ from those in the same culture, as well as in another culture. Therefore, it is advised that theories should not make the same assumptions regarding career phenomena cross‐culturally, in addition to cross‐gender. Moreover, the managerial implications of this study indicate that organizations can motivate employees with different incentives and options according to their internal orientations, which may differ by gender and cultural background.
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Dominik Paleczek, Sabine Bergner and Robert Rybnicek
The purpose of this paper is to clarify whether the dark side of personality adds information beyond the bright side when predicting career success.
Abstract
Purpose
The purpose of this paper is to clarify whether the dark side of personality adds information beyond the bright side when predicting career success.
Design/methodology/approach
In total, 287 participants (150♀, Mage=37.74 and SDage=10.38) completed questionnaires on the Dark Triad (narcissism, Machiavellianism and psychopathy) and the Big Five (emotional stability, extraversion, openness, agreeableness and conscientiousness). They also provided information on their objective (salary and leadership position) and subjective (job satisfaction and satisfaction with income) career success. Regression analyses were used to estimate the Dark Triad’s incremental predictive value.
Findings
The results show that the Dark Triad only provides incremental information beyond the Big Five when predicting salary (ΔR2=0.02*) and leadership position (ΔR2=0.04*). In contrast, the Dark Triad does not explain unique variance when predicting job satisfaction or satisfaction with income.
Research limitations/implications
The exclusive use of self-rated success criteria may increase the risk of same-source biases. Thus, future studies should include ratings derived from multiple perspectives.
Practical implications
Considering the Dark Triad in employee selection and development seems particularly promising in the context of competitive behaviour.
Social implications
The results are discussed in light of the socioanalytic theory. This may help to better understand behaviour in organisational contexts.
Originality/value
This study is the first that simultaneously investigates all three traits of the Dark Triad and the Big Five in combination with objective and subjective career success. In addition, it extends previous findings by answering the question of whether the Dark Triad offers incremental or redundant information to the Big Five when predicting success.
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Len Tischler, Jerry Biberman and Robert McKeage
Despite a reluctance on the part of organizational researchers to deal with the subjects of emotions or spirituality, recent researchers have begun to argue for the importance of…
Abstract
Despite a reluctance on the part of organizational researchers to deal with the subjects of emotions or spirituality, recent researchers have begun to argue for the importance of exploring their relationship to workplace performance. Recent research, for example, has shown a positive relationship between emotional intelligence and workplace success. Similarly, it appears that spirituality is related to workplace performance or effectiveness. This paper explores the impacts of emotional intelligence and spirituality on workplace effectiveness, presents several theoretical models examining possible linkages among these variables, and, finally, presents several ideas for future research deriving from the models.
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Mariya Karaivanova and Kristine Klein
The period of transition to democracy in which Generation Z members in Bulgaria grew up was characterised by profound changes in the economic and social system of the country…
Abstract
The period of transition to democracy in which Generation Z members in Bulgaria grew up was characterised by profound changes in the economic and social system of the country, with frequent episodes of chaos and instability resulting in a long-term demographic decline. At the same time, the years of their adolescence have been marked by globalisation processes and the rapid development of digital technologies opening countless opportunities for work, study and travel to this group of young people.
Although research on Generation Z in Bulgaria is scarce, in this chapter, we have attempted to draw a portrait of the typical representative of the young generation based on the results of a couple of empirical surveys. Decreasing social orientation, less focus on sustaining interpersonal relationships and lower self-confidence and initiative are among our most remarkable observations making this generation of young people rather different than previous ones. Furthermore, Generation Z members were found to be quite demanding at work requiring stress-free working conditions, good work–life balance, opportunities for competency development and adequate pay from employers. This certainly creates a serious challenge for Bulgarian employers who might have to change their standard human resource practices in order to attract and retain the potential of this new group of employees. Generation Z members could be a source of innovation, meaningfulness and flexibility for the Bulgarian labour market and because of that they certainly need to be studied in more detail.
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