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Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

With the developments in the information age in the education sector, there are great changes in management understanding and managerial attitudes. In this period when competition in education has become widespread, the contribution of education leaders is great in achieving the goals of educational institutions. Performance and motivation of employees play an important role in achieving these goals. There is a great need for educational leaders who give importance to the performance of the employees in educational institutions and adopt a management approach that will increase their performance. The aim of this research is to reveal the effect of leadership characteristics of managers on the performance of employees in educational institutions. In the research, education, leadership, management concepts, performance and motivation concepts are also examined. This research is "descriptive" and factual data were collected by "literature review" method. The importance of leadership in management and management in educational institutions has been examined by reviewing literatures, examining best practices, taking consideration and adopting of those to use in the system. As a result of the research, it was seen that the leadership characteristics of the education managers are effective on the performance of the employees. In the light of the findings, it is recommended that the managers of educational institutions take leadership training. The attitudes and behaviors of educational managers and the vision they put forward as a leader, and their attitudes towards management with employees affect performance. [ABSTRACT FROM AUTHOR]

This article reviews salient features of the foregoing articles contained in this special issue of Human Resource Management. The 360-degree feedback movement constitutes an important new technology in the practice of human resource management. To be sure, these papers suggest a hodgepodge of techniques, testimonials, cautions, methodological problems, axes being ground, and a lack of overall cohesion. Even so, the net result is a good snapshot of the current status and hopeful future of this new technology. The net impact of these articles is significant, showing clearly that 360-degree feedback methodology possesses distinct promise for improved success in both individualized and group programs of personal development in the bureaucratic and organizational settings of the future. [ABSTRACT FROM AUTHOR]

The article focuses on a study which investigated the impact of a job incumbent's race and sex on managerial performance evaluations. Subjects consist of undergraduate students enrolled in an introductory management course at Michigan State University during the spring semester of 1974. They were presented with a case history and asked to complete a questionnaire. The managerial role of personnel director was selected for the study. Findings of the study suggest that race and sex of job incumbents do not affect performance appraisal.

Demotion - the reduction of an employee’s rank and salary - is often mentioned by managers and policy-makers as a means of increasing the employability of older workers in an ageing labour force. However, so far in practice demotion is rarely applied. This paper is the first empirical investigation of how managers perceive demotion as an instrument of human resource management. By means of a survey and a vignette study among managers in the Netherlands (N = 355), we examine whether managers consider demotion of poorly performing older workers a fair solution. Three contributions stand out. First, based on attribution theory we find support for the hypothesis that managers judge demotion to be fair in those cases where deterioration in task performance is caused by controllable factors (such as work motivation) and unfair when the causes are uncontrollable (such as age). Second, the expectations of managers about the organization-wide consequences of introducing demotion as a human resource policy play a significant role in considering demotion. Most managers perceive negative organizational externalities (e.g. decrease in loyalty and motivation of staff) to arise when introducing demotion and are reluctant to apply demotion in practice. And a third contribution: positive (negative) beliefs of managers about the hard skills - e.g. creativity, willingness to learn, flexibility - of older workers make demotion less (respectively more) likely. [ABSTRACT FROM AUTHOR]

This study examined the relationships among analytical, practical, and emotional intelligence (EI) and five dimensions of managerial behavior. Two sets of hypotheses were tested: one set examined the relationship of each of the three types of intelligence with each of the behavioral dimensions; the second set examined the unique contribution of each type of intelligence to the prediction of each dimension. Twenty-three one-day assessment center sessions, including tests and simulation exercises, were administered to 163 top managers in Poland. The behavioral dimensions of leadership, initiative, goal orientation, change orientation, and employee development were related to analytical intelligence and practical intelligence, but not to EI. These findings make unique contributions to understanding the relationships of types of intelligence and managerial behavioral dimensions. [ABSTRACT FROM AUTHOR]

The article emphasizes the importance of employee reactions in the performance appraisal process for organizational employees in the U.S. as of June 2016. Topics discussed include the importance of a manager's use of appropriate language particularly when delivering performance appraisal ratings, understanding reactions to performance appraisal systems, and the value of reactions in the management and improvement of employee performance.

Human Resources Management varies, sometimes considerably, according to geographic, economic and cultural space where it operates. Therefore, we need to understand its features in different countries in Europe as well as outside European boundaries in order to grasp the organizations' functioning and performance parameters, especially against the current social background where human resource is the most important asset of any organization. Bearing this in mind, the present study brings out aspects regarding theoretical approaches and practical actions of Human Resources Management within modern states, both in Europe and elsewhere, aspects which have become fundamental in order to sustain actual society development. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to show how human resources (HR) can influence sustained engagement by supporting managers to be expert engagers of others. Design/methodology/approach – This article discusses the limitations of organizational level engagement strategies in relation to sustained engagement. It outlines the critical task managers and leaders play in securing meaningful, long-term engagement, based on the author's personal views, experience and analysis of effective engagement strategies. The article outlines five key roles that managers need to be proficient in if they are to influence high performance in others. The effectiveness of the roles is supported with the author's observations of managers, leaders and HR practitioners who all excel as engagers. Findings – Whilst organizational level engagement strategies play a key role in building understanding and awareness for employees, this is rarely enough to secure deeper and more meaningful levels of engagement that endure. Managers are the missing link in building cultures of performance but they cannot do so alone. HR must support their managers and leaders as engagers with the practical skills and personal development they need to ensure they can deliver. Originality/value – The article refers to the type of support and counsel managers require of HR to help them fulfill their five roles as engagers. Some practical steps are given within the article for this specific purpose. [ABSTRACT FROM AUTHOR]

This article examines the professional identity and role of human resource managers in fostering and implementing strategies that encourage high workplace performance. Workplace performance affects Australian competitiveness and this is the first detailed empirical analysis of Australian HR managers that combines case studies and survey methods. This research seeks to provide more in-depth knowledge and understanding of HR managers and line managers and how the HR function can contribute to high workplace performance. Overall this research suggests that while the HR function is likely to change in the future, its role is not diminishing in organisational decision-making. In particular, the HR function appears to provide an important function in providing the balance between behaviours and performance. [ABSTRACT FROM AUTHOR]

This study examines how senior local government managers take work breaks and how doing so is associated with perceptions of performance. Three purposes of taking a break are studied: (a) to reflect on prior work, (b) to restore oneself physically and mentally, and (c) to take care of personal, nonwork needs. On average, managers take a few breaks every week, lasting about 15 min each. Only about 45% of managers agree or strongly agree that break-taking helps them to reduce stress, clear their mind, make them feel reenergized, or otherwise improve their perceived effectiveness. About one third of managers often think about work while taking a break, which is not associated with positive break outcomes. Positive outcomes are strongly associated with minimizing external distractions, such as asking not to be interrupted, removing oneself from the workspace by taking walks or doing exercise, and focusing the mind on nonwork matters. [ABSTRACT FROM AUTHOR]

This study attempts to identify differences in the perceptions of top management (defined as CEOs, directors, and presidents) and employees (defined as middle and supervisory management) regarding (a) the effects of dependent care responsibilities on job performance, and (b) the extent of a firm's responsibility in providing support for those faced with caring needs concerning eldercare, child-care, substance abuse, and mental/physical handicaps. The results indicate that these two groups have significantly different perceptions of the effect of dependent care responsibilities on job performance, and on the firm's responsibility in providing support for three types of dependent care. [ABSTRACT FROM AUTHOR]

The lack of concrete guidance provided by managerial moral standards and the ambiguity of the expectations they create are discussed in terms of the moral stress experienced by many managers. It is argued that requisite clarity and feelings of obligation with respect to moral standards derive ultimately from public discussion of moral issues within organizations and from shared public agreement about appropriate behavior. Suggestions are made about ways in which the moral dimension of an organization's culture can be more effectively managed. This is the third in a research series of three papers. [ABSTRACT FROM AUTHOR]

ABSTRACT: The impact of personality variables on participative management systems has been a subject of considerable current interest to researchers. The effect of locus of control on the relationship between participation and performance of subordinates in a participative budgeting environment was recently examined by Brownell. This study examines the participative relationship between superiors and subordinates. The findings of a laboratory experiment indicate that locus of control also may influence the behavior of superiors involved in the participative budgeting process in accepting the inputs of their subordinates. The results of this experiment support the hypothesis that internal managers are willing to allow subordinates greater participation than are external managers. [ABSTRACT FROM AUTHOR]