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This study aimed to examine the self-perception of hotel industry employees regarding their overqualification, the factors that contribute to overqualification, and the attitudes and behaviors of managers and colleagues towards overqualified employees. To achieve the research objective, a qualitative research approach was used, involving interviews with personnel to collect data. During the interviews, employees were asked four main questions. Thematic analysis was used to examine the participants' responses to the inquiries. Eight distinct themes were identified based on the examination of responses to the multiple-choice questions. The analysis revealed that a significant portion of employees felt they were overqualified for their roles. The perception of employees as overqualified is primarily influenced by factors such as education, experience, and foreign language proficiency. As per employees, this attribute distinguishes them from their peers. Moreover, a substantial portion of the workforce often perceives individuals to have excessive qualifications, as observed by their supervisors and peers. In conclusion, most participants, except for one, demonstrated a clear preference for overqualification. Employees engage in activities to enhance their qualifications in their pursuit of overqualification. These activities involve enhancing their education, enrolling in vocational training programs, obtaining work-related certifications, attending seminars, and improving their foreign language proficiency. In a broader context, there is a concept of improving employee overqualification by promoting higher education and foreign language proficiency. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to examine the individual and contextual predictors of managerial attitudes toward employees with chronic depression (EwCD) in the hospitality and tourism field, the relationship between managerial attitudes toward EwCD and levels of organizational citizenship behavior, and the mediating role of personality in this relationship. Design/methodology/approach: Empirical data were collected through an online survey of 305 managers working in the hospitality and tourism industry in the USA. SmartPLS 3 software was used to conduct a partial least squares-structural equation modeling analysis. Findings: Organizational and individual characteristics of managers, such as pressure to be productive in the workplace, previous experience with depression, levels of anxiety and personality characteristics, are strong predictors of attitudes toward employees with depression. Personality mediates the effect of managers' attitudes toward organizational citizenship behavior. Practical implications: The study provided support that managers who have experienced depression are more understanding of the needs of EwCD and, consequently, can reduce related stigma in the workplace. Likewise, open and agreeable managers who do not feel the constant pressure to showcase high performance and who score low on anxiety and high on organizational citizenship behavior can create a safe working environment free from prejudice and discrimination toward EwCD. Originality/value: Examining depression in the hospitality and tourism industry becomes even more critical as mental health issues are increasing in the workplace. This research contributes to the hospitality and tourism literature, which seldom investigates managerial perspectives of mental illness and sheds light on the desirable managerial personality traits necessary for creating an inclusive workplace. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Social Sciences Research / Sosyal Bilimler Arastirmalari Dergisi is the property of ODU Journal of Social Sciences Research 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.)

Purpose: The purpose of this paper is to see whether attitudes toward older workers by managers change over time and what might explain development over time. Design/methodology/approach: A unique panel study of Dutch managers is used to track the development of their attitudes toward older workers over time (2010–2013) by focusing on a set of qualities of older workers aged 50 and older. A conditional change model is used to explain the variation in changes by focusing on characteristics of the manager (age, education, gender, tenure and contact with older workers) and of the firm (composition staff, type of work and sector, size). Findings: Managers have significantly adjusted their views on the so-called "soft skills" of older workers, like reliability and loyalty. Attitudes toward "hard skills" – like physical stamina, new tech skills and willingness to train – have not changed. Important drivers behind these changes are the age of the manager – the older the manager, the more likely a positive change in attitude toward older workers can be observed – and the change in the quality of contact with older workers. A deterioration of the managers' relationship with older workers tends to correspond with a decline in their assessment of soft and hard skills. Social implications: Attitudes are not very susceptible to change but this study shows that a significant change can be expected simply from the fact that managers age: older managers tend to have a more positive assessment of the hard and soft skills of older workers than young managers. Originality/value: This paper offers novel insights into the question whether stereotypes of managers change over time. [ABSTRACT FROM AUTHOR]

The organizational commitment of public employees has repeatedly been found to have positive effects on several outcomes, but we know little about how public managers' work attitudes and leadership affect employees' organizational commitment. This article examines how the relationship between managers' and employees' organizational commitment depends on congruence between manager-intended and employee-perceived transformational leadership. Multilevel data from surveys of 75 principals and 1,470 teachers in Danish secondary education show that principals' and teachers' organizational commitment is positively related when principals are perceived to be transformational leaders and principals' leadership intentions are congruent with the teachers' perceptions. Organizationally committed managers who are not seen as transformational and/or who overrate their leadership relative to employees have a negative impact on employees' organizational commitment. The results imply that public managers' transformational leadership plays a critical role in conveying organizational commitment, but that it is equally important that they are aware of and responsive to their employees' perceptions of leadership. [ABSTRACT FROM AUTHOR]

The idea of a shortened workweek is not an invention of the 1970's. Executive Walter Reuther bargained for a four-day, 32 hour week in the 1950's, yet it is only since 1970 that the current rapid increase in interest within both the public and private sectors toward the idea of a shortened workweek has emerged. The most common approach has been the introduction of a four-day workweek. Flexibility appears to be a key factor in determining each firm's schedule. It should be recognized, however, that the four-day workweek concept predominates and is cited extensively. For this reason, the present study uses the American Management Association's definition of the four-day week as "any arrangement of work days and hours scheduled by an organization whereby one or more groups of employees fulfill the work commitment in fewer than the standard five full days." Prior literature indicated that reduced absenteeism was one of the benefits of the four-day conversion. Current research supported the hypothesis on both the principal impact scale and the attitudinal scale at the .10 level. This result did not meet the .05 requirement for rejection of the null hypothesis but can be considered "approaching significance."

Seven levels of management from five electric utility companies rated eight cases involving infraction of rules by hourly workers on a disciplinary action scale. Higher level managers rated the cases more severely and cases involving safety violations were judged most severely by all managers. Among several demographic and structural variables examined, only number of managerial levels was associated with company differences in ratings. [ABSTRACT FROM AUTHOR]

Modern organization theory tells us that an administrator's attitude toward the satisfaction of the needs of his subordinates is related to the administrator's personal characteristics. This article presents a statistical analysis of three administrator characteristics--age, education, and rank--as determinants of his attitude toward the satisfaction of his subordinates' need for economic security. [ABSTRACT FROM AUTHOR]

The article provides information on a survey that explored certain aspects of executive behavior and ineffective supervision. The survey was made by use of a seven-item questionnaire given to a variety of small groups. Characteristics that were most frequently cited involve failure by superiors to recognize and make use of the full capabilities of others, as subordinates viewed these capabilities. Supervisory characteristics mentioned by respondents which, in their view, bred lack of confidence in others included indecisiveness, personal insecurity, emotional immaturity and extreme self-interest.

Purpose: Main purpose of the article is to recognize the polish managers attitudes towards a problem of age management and spotting main changes. Some previous scientific research will be the base for the comparison process. Methodology/approach: The importance of the problem of age management in a contemporary enterprise was justified. The basis for the analysis were results of the research conducted among top and middle-level managers. The managers assessed many aspects of this problem. Several of those problems were interpreted in the paper. These were, references to knowledge and views of practices in the scope of development of organizational work potential. A counterpoint for the analyses were results of the national research conducted two years earlier, where the respondents were mainly owners and top managers. Findings: The empirical results from 2014 year are similar to previous scientific research. It was also confirmed that large enterprises are more involved in the complexity solutions of age management. We can notice positive approach of line managers towards elder workforce. Implications: In face to old society the problem of employ elder workers will be progressing. Polish organizations should adopt well known standards of age management. Originality/value of the paper: Empirical researches results have special value for recognizing contemporary and future managerial challenges. Identification these important challenges, could help in formulating fi rm's personal strategies. [ABSTRACT FROM AUTHOR]

This revelatory study focusses on top Financial Times (FT)-ranked British business school managers' cognitions of corporate brand building and management. The study insinuates that there is a prima facie bilateral link between corporate branding and strategic direction. The data revealed that, among this genus of business schools, corporate brand building entailed an ongoing concern along with strategic management, stakeholder management, corporate communications, service focus, leadership and commitment. These empirical findings chime with the early conceptual scholarship on corporate brand management dating back to the mid-1990s. These foundational articles stressed the multi-disciplinary and strategic nature of corporate brand management and stressed the significant role of the CEO. As such, this research adds further credence to the above in terms of best practice vis-à-vis corporate brand management. Curiously, although senior managers espouse a corporate brand orientation, corporate brand management is seemingly not accorded a similar status in the curriculum. Drawing on a general embedded case study methodological approach, data was collected from eight leading (FT-ranked) business schools in Great Britain at Oxford, Cambridge, Durham, Bradford, Cranfield, Warwick, Lancaster and City (London) Universities. Each of these eight British business schools can be deemed 'top' business schools by virtue of their inclusion in the influential FT worldwide list of top business schools. The primary mode of qualitative data collection comprised the 37 in-depth interviews with business school Deans, Associate Deans and other senior faculty members and other managers. [ABSTRACT FROM AUTHOR]

El artículo discurre sobre la influencia de los incentivos económicos en las empresas así como en la gestión empresarial. El autor comenta sobre las actitudes apropiadas de los directivos hacia sus empleados y describe la implementación de sistemas de control de gestión para alinear con los objetivos empresariales.

Work attitudes (e.g., job satisfaction, job involvement, organizational commitment, etc.) have long been important indicators for managers and researchers in evaluating whether one is motivated to work. Existing empirical studies tend to suggest that public managers are less likely to exhibit positive work attitudes as compared with their private sector peers. However, literature about the comparison of work attitudes between public and nonprofit managers is scant. The current study addresses this topic. By using the National Administrative Studies Project-III (NASP-III) survey data, the author found that nonprofit managers are more likely than public managers to show positive work attitudes. This attitudinal difference, based on the results of mediation tests, originates from two important reasons. First, higher levels of rule constraints (i.e., red tape and personnel flexibility) in the public sector undermine managers’ work attitudes. Second, individuals attracted to work in the public sector have stronger extrinsic motivation, stronger amotivation, and weaker intrinsic motivation. These motivation styles compromise their work attitudes. [ABSTRACT FROM PUBLISHER]

Copyright of Accounting & Auditing Perspective Magazine / Muhasebe ve Denetime Bakış is the property of Union of Chambers of Certified Public Accountants of Turkey (TURMOB) 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.)

This paper explores changes in the attitudes of managers at a state transportation agency towards working with professional service consultants over time. The development of a relational orientation amongst agency managers is explored, i.e. managerial styles recognizing greater interdependence and emphasizing trust, partnership and collaboration over formal procedures and monitoring. Case studies of two points in time (2003 and 2007) are presented using semi-structured interviews and survey data. The evidence demonstrates growing patterns of interdependence and the structural and procedural adaptations made by the agency. Corresponding difference in means tests demonstrate patterns of change in relational orientation over time. [ABSTRACT FROM AUTHOR]

The article focuses on the role played by managers' mindsets in enabling employee potential to emerge and be identified. It explores the ways in which consideration of the mindsets may enrich theorizing, research and practice aimed at enabling potential. It is said that managers' mindsets hold about the plasticity of the personal attributes that guide human behavior.

This study analyzes the marketing ethics decision-making process of small business managers. In particular, it examines the relative influences of ethical perceptions, personal moral philosophies, and gender on ethical intentions of small business managers. The sample of this study consists of professional members of the American Marketing Association working in companies with 500 employees or fewer. The results reveal that perceived ethical problem is a positive factor of a small business manager's ethical intention. The results generally support our hypothesis that female managers tend to be more ethical in their intention than their male counterparts. However, the results indicate that neither dimension of personal moral philosophy—idealism and relativism—is a significant predictor of a manager's ethical intention. [ABSTRACT FROM AUTHOR]

Purpose — Work-related stress is a major concern for employers, and the UK Health and Safety Executive has introduced Management Standards for employers to support them in managing stress in the workplace. Managers have a key role to play in minimizing stress-related risks for their staff. Management behavior has a direct impact on staff well-being — managers can prevent or cause stress in those they manage. Managers also act as gatekeepers" to their employees' exposure to stressful working conditions and are vital to the identification and tackling of stress in the workplace. This means that managers need to understand what behaviors they should show in order to manage their employees in a way that minimizes work-related stress. New research has identified management behavior/competencies that prevent and reduce stress at work and this paper aims to present this. Design/methodology/approach — The first phase of this research involved interviews with nearly 400 employees and managers, and focus groups with over 50 human resources (HR) professionals. They were asked for their views on what manager behaviors are important, in terms of behaviors that are effective and behaviors that are ineffective for managing stress in staff. Findings — The behaviors identified were grouped into themes to create a framework of 19 management "competencies" for preventing and reducing stress at work. Originality/value — The resulting competency framework can be incorporated into managers' management approach, into HR practices such as training, selection and appraisal of managers and into other stress management activities in order to manage stress at work more effectively [ABSTRACT FROM AUTHOR]

Most conversations about ethics and professional behavior involve case studies and hypothetical situations. This study identifies and examines the most common concerns in professional behavior as reported by 303 student affairs practitioners in the field. Differences by gender, years of experience, organizational level, institutional type, and institution size are also explored. [ABSTRACT FROM AUTHOR]

The goal of this study was to introduce a model explaining how managers' attitudes, subjective norms, attributions, and the individualism-collectivism cultural dimension affect the way managers' deal with employee bribery in organizations. Twenty-six internal and external attributions related to bribery were identified through a series of structured interviews with 65 subject matter experts. These attributions, together with the other variables in the model, were evaluated by 354 ( n = 354) Ecuadorian managers. Hierarchical regression analyses indicated that attitudes and external attributions significantly predicted managers' intentions to discipline employees who accepted a bribe. In addition, external attributions mediated the relationship between individualism-collectivism and intent to discipline corrupt employees. Implications for the management of bribery in Latin American organizations are discussed. [ABSTRACT FROM AUTHOR]

This paper examines the perceptions of the Malays, Chinese and Indian managers and executives on business ethics in Malaysia. Based on twenty-four hypothetical business situations, 161 respondents participated in the study. Discriminant analysis was used to determine the differences in the perceived business ethics among the Malays, Chinese and Indian respondents. The overall results of the classification matrix showed that 65.2% of the twenty-four business ethics were correctly classified according to Malays, Chinese, and Indian groups. However, the classification matrix for their perceptions on issues relating to consumers showed that 55.3% of the six issues on ethics were correctly classified, while the results for the issues relating to employees were 67.7% of the twelve issues were correctly classified. The results for the issues relating to suppliers showed that 59.6% of the six issues were correctly classified. These findings suggest that ethnic groups have some influence on the perceived business ethics. The implications of the findings are also discussed. [ABSTRACT FROM AUTHOR]

A study was conducted in order to examine the relationship between corporate codes of ethics and behaviour. Fifty-seven interviews of employees, managers, and ethics officers were conducted at four large Canadian companies. The study found that codes of ethics are a potential factor influencing the behaviour of corporate agents. Reasons are provided why codes are violated as well as complied with. A set of eight metaphors are developed which help to explain how codes of ethics influence behaviour. [ABSTRACT FROM AUTHOR]

Many managers do not know the difference between security and safety (IDF home front command, 2006). In English these two words are different but in Hebrew they are very similar and even share the same root, contributing to the confusion. The purposes of this article are: 1) Highlighting the differences between the terms security and safety. 2) Explaining the responsibilities of a safety and of a security officer. 3) Discussing the conflicts which surface in the field between safety and security needs. Part of the managers' responsibilities is keeping his workers physically safe and their personal and the factory equipment intact. The manager has the full responsibility regarding his workers safety and security. The manager is in charge of both the security and the safety officer since both types of events can lead to injuries and casualties, but a clear separation between safety and security objectives is necessary. The manager must be inventive and very knowledgeable in order for him to manage the security and safety in a way that a minimum number of conflicts will arise. In this article the definitions of the field will be discussed and clarified. Thus helping managers learn the subject, especially managers who are not familiar with these fields. The importance is huge since the manager has a legal, criminal and moral obligation toward his workers. On top of that, Israel is one of the only states in the world, which has been threatened since the day of its foundation. This state has fought in eight wars, tolerated hundreds of terror attacks, on top of accidents that occurred without intention. Therefore managers should be prepared for any incident. [ABSTRACT FROM AUTHOR]

SUMMARY A national survey of information seeking about work-related safety and health matters was conducted among 574 safety and health managers from the U.S. Department of Agriculture, Science and Education Administration. Specific beliefs about the seriousness, likelihood, and effectiveness of present work hazards as well as the need for additional information were used to predict self-reported information-seeking activities. The results revealed that the beliefs of how well the managers protect themselves from hazards, the seriousness of needing information, the likelihood of needing additional information, and the usefulness of this information were significant predictors of safety and health information seeking. Manager beliefs of how well coworkers protect themselves from hazards and felt need for additional information were not related to information seeking. Manager perceptions of coworkers as less careful and informed concerning safety are discussed. [ABSTRACT FROM AUTHOR]

In this study dimensions of burnout were compared in a human services sample of 81 nurses and a non-human services sample of 194 mid-career managers on an MBA course. A measure of burnout, and certain postulated facets of burnout, were assessed through a self-report questionnaire. An indicator of psychological type was also administered since, it is argued, a confounding of personality with occupation may have occurred in early studies of burnout. It was found that emotional demands and a lack of caring for others were associated with the measure of burnout only for that psychological type which is overrepresented in the human services. For a different psychological type, which is over- represented in managerial occupations, the measure of burnout was associated instead with mental demands and lower ambitiousness. This suggests that previous findings about burnout may merely be a product of research being conducted in an occupation, the human services, within which is a predominance of a particular psychological type. [ABSTRACT FROM AUTHOR]

Three years ago Robert Saltonstall, Jr., Associate Vice President for Operations at Harvard University, faced an increasingly common problem in business and institutions today when he severed 68 long-service, wage employees to solve a problem of low productivity in a particular trade group. He did this using relatively conventional and creative techniques. But now three years later, he asked Nona Lyons of the Harvard Graduate School of Education, who is researching the ethical dimensions of executives' decisions, to assist him in evaluating how these employees felt about the process. The employees' loyalty in spite of everything has caused Saltonstall to rethink the ethics of both his decision and its execution. In this article Saltonstall asks and answers many of the questions executives face when challenged to handle work reduction decisions in a more ethical way. And Lyons assists him with commentary on some of the current research on moral decision-making which will help executives to understand why they find some of their decisions to be moral dilemmas. The article challenges executives to think about reorganization decisions in a participative way and suggests seven central issues executives should consider before commencing a participative approach. The article reaches no specific conclusion, but introduces some new ways to think about lay-off decisions and their ethical implications for those affected. [ABSTRACT FROM AUTHOR]

The article addresses the issue of using the behavioral observation scale (BOS) in evaluating employees. The author points out that while Bemardin and Kane present a number of criticisms of BOS as a method of performance appraisal, they do not cite psychometric data to support their criticisms. This note has shown that most of their criticisms are beset by conceptual problems, disagreements between the co-authors, disagreements within each author with what he said here versus what he has said elsewhere, and/or a disregard of previously established empirical findings.

Focuses on AIDS education in workplaces in the United States. Failure of executives to take a stand on AIDS; Consequences of scare-tactic presentations of AIDS information; Concerns about the readability of some AIDS educational material; Misconceptions about the disease.

Presents business management-related news items in the United States, as of May, 1979. Factors blamed for the growing embitterment of middle-aged middle managers; Labor-management relations at General Motors Corp.'s Lordstown, Ohio plant; Incentive for job performance at the U.S. Treasury Department. INSET: A treasury of incentive for job performance.

The present study was carried out in seven organizations. Three of the organizations were divisions of state governments and were subject to civil service policies. The managers studied from these government organizations were engaged in a variety of activities. One group managed a retail liquor store, another managed unemployment offices, and the third worked for a conservation department. The other four organizations were privately-owned companies. These four organizations varied widely in their activities. One was a food processor, another was a chemical manufacturer, the third was in the aerospace industry, and the fourth was a public utility. [ABSTRACT FROM AUTHOR]