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We investigate managers' propensity to engage in strategic promotion behavior. Strategic promotion behavior occurs when managers pursue personal economic interests when contributing to employee promotion decisions, such that the probability that relatively lower performing employees are selected for a promotion is increased. We develop theory about how two important organizational characteristics—transparency about individual performance levels and the presence of group incentives—jointly affect managers' tendency to strategically influence promotion decisions. Using a stylized lab experiment, we find that transparency about individual performance levels decreases strategic promotion behavior when group incentives are absent but not when group incentives are present. We discuss how our findings contribute to our understanding of management accounting and control systems. [ABSTRACT FROM AUTHOR]

This study investigated whether, and under what conditions, self‐control demands (SCD) are associated with less interpersonal justice (politeness or respect) and more interpersonal injustice (degrading or inappropriate remarks) behavior. Drawing from extended self‐control theory and integrating the motivation literature, we posit that (1) SCD have a stronger effect on actors' attempts not to be unfair than on their attempts to be fair because avoidance behavior is more demanding than approach behavior. Further, extended self‐control theory posits that people control themselves more effectively when they are personally motivated and external standards are present. Accordingly, we further posit that (2) emphasizing self‐transcendence values (i.e., the stable motivational goal to consider others' welfare) and (3) acting in strong situations (i.e., the presence of external normative standards on appropriate behavior) buffer the SCD effect. Results from two realistic simulation studies show that SCD were related to actors' interpersonal justice and injustice behavior. Across both studies, different results patterns, and relationships with the other variables for justice and injustice emerged. Thus, although the stronger effect of SCD on injustice (vs. justice) was not generally supported, the finding suggests that adhering to and not violating interpersonal justice rules are indeed different from one another. In addition, SCD were less detrimental among actors with higher self‐transcendence values and when actors operated in strong (vs. weak) contexts. A three‐way interaction showed that especially among actors with low self‐transcendence values, who act in weak contexts, SCD provoked injustice. We discuss theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Managerial attitudes are often seen as critical to sustainable employee participation practices, yet very little is known about how managers act within employee voice fora. We examine managements' decision to actively consult with employees, and by doing so contribute to industrial relations debates concerning the role of managerial prerogative and trust to better understand the attitudes of managers towards elected employee representatives. Using evidence from a 2‐year longitudinal study of non‐union employee representation, we report on how managements' perception of risk about sharing information with employee representatives influences their decision as to how to consult with employees. The findings show that managers can be unwilling to share information with employee representatives, which constrains the depth and scope of consultation. The role of management decision‐makers, typically the I&C fora Chairperson, is highlighted as champion for, or obstacle to, consultation. Lastly, the data illustrate that I&C is viewed by management as a lower strategic organizational priority, and how extending worker voice is constrained by the importance management place on maintaining their presumed prerogative of control. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Previous research on employee voice has aimed to understand the antecedents and outcomes of the frequency of speaking up. Yet, how these antecedents translate into outcomes may depend on what employees speak up about and its implications for implementation. We engage in three studies to explore what individuals speak up about, why they speak up about those things, and the consequences of voicing such content. First, through a qualitative field study, we find evidence for three dimensions of voice content: the importance of initiating change, the required resources to enact the desired change, and the interdependencies involved in implementing the desired change. Further, specific targets of identification--either one's local work unit or one's broader profession--shape whether the issues individuals raise take into account barriers related to resources and interdependencies. Next, in a quantitative field study, we find that voicing on issues related to one's work unit or profession mediates the relationship between employee identification and managers' valuation of voice. Finally, in an experiment, we manipulate importance, resources, and interdependencies of implementation and find these dimensions of voice content influence managerial value of voice. These results offer meaningful theoretical implications for the literatures on employee voice and identification. [ABSTRACT FROM AUTHOR]

Questions of how and when managers can motivate the workforce of public organizations are fundamental for scholars and practitioners alike. A dominant assertion is that goal‐oriented leadership strategies, such as transformational leadership, foster public service motivation (PSM). However, existing studies rely on designs that are vulnerable to endogeneity and rarely investigate the scope conditions of the leadership‐PSM relationship. Combining a field experiment with 364 managers and surveys of their 3,470 employees, the authors show that transformational leadership and transactional leadership, when induced experimentally, do not have the claimed positive effect on PSM. In fact, the results indicate that goal‐oriented leadership can have demotivating effects when employee and organizational values are incongruent. Public managers should therefore carefully assess existing levels of value (in)congruence before implementing goal‐oriented leadership strategies, and—in case of value conflicts—seek to align perceptions of the desirable among members of the organization. [ABSTRACT FROM AUTHOR]

The present study investigated the effects of leader gender and subordinate gender on the manner in which leaders respond to poor performance by subordinates. Analyses revealed that the gender of the leader exerted a major influence on corrective actions. Implications of the results for leadership research and managerial practice and training are discussed. [ABSTRACT FROM AUTHOR]

The article focuses on a study in which the effects of participative management on employee performance and satisfaction is addressed. The study attempts to develop a decision model for participative managerial approaches in regards to decision making. Also noted are a number of risks associated with the participative approaches employed in personnel management. According to the results of the study, managers are more willing to implement the participative approach in a situation where the subordinate decision will be implemented on a trial basis.

Effects of three variables, role ambiguity, leader consideration, and leader initiating structure, on subordinate job satisfaction were investigated for 284 employees of two electronics firms. Using correlational analysis and analysis of variance it was concluded that leader consideration and subordinate role ambiguity, singly and jointly, are associated with subordinate job satisfaction. Implications for contingency theories of leadership are discussed. [ABSTRACT FROM AUTHOR]

Fifty-three managers described informal helping interactions in their work settings from both helper and helpee perspectives. Types of problems, who initiated the interaction, nature of the helping act, and characteristics of the helpers were all examined. Considerable satisfaction and progress was believed to result from these interactions. [ABSTRACT FROM AUTHOR]

Five samples, ranging from business executives to students, and two measures of cognitive complexity were used to replicate Mitchell's finding of a positive relationship between Fiedier's LPC and an individual's cognitive complexity and to test two related hypotheses. The results did not support Mitchell's findings or the two additional hypotheses. [ABSTRACT FROM AUTHOR]

Selected variables related to a Management by Objectives system were examined to determine their relationship to manager attitudes toward the system. Two variables, ability of MBO to contribute positively to intraorganizational communication and the perceived attitude of one's superior toward MBO, were found to be strong predictors of manager attitudes. [ABSTRACT FROM AUTHOR]

The theory of participative management has held the spotlight of debate in management literature. This article examines the purposes of participative management and, using different systems and models, discusses its advantages and disadvantages. [ABSTRACT FROM AUTHOR]

Project management in functional organizations provides a fertile field for much-needed reexamination of the presumption of dysfunctional conflict when managers and employed professionals interact in organizations. Systematic analysis must indentify the foundations of human conflict and determine the extent to which the implications of such conflict for organizational behavior are functional or dysfunctional. [ABSTRACT FROM AUTHOR]

Managerial behavior in organizations probably is affected by influences from external organizations in the environment. It is hypothesized that the extent of external influence from specific organizations is related to the degree to which the focal organization is interdependent with the external organization. Data from 141 Israeli managers tend to support the principal hypothesis. Firms that sell relatively more to the government perceive themselves as influenced more by governmental demands; firms that are in relatively poorer financial conditions are influenced more by both the government and banks. Managers tend to report spending more time with external organizations to the extent that the firm is interdependent with them. Also, managers who tend to rank external, government-controlled factors as being more important to organizational success are more likely to rank the importance of having political connections as being more important for a manager. [ABSTRACT FROM AUTHOR]

A case study designed to examine the degree of congruence in management attitudes and socioeconomic background factors between executive superiors and executive subordinates, tested the hypothesis that the greater the correlation the greater the probability of promotion. Those subordinates being promoted did not necessarily share common background and attitudes with superiors but, perceptually, were significantly more aware of their superiors' views than were those not considered for promotion. [ABSTRACT FROM AUTHOR]

This study attempts to determine whether differences exist in the perception of the first-level manager's authority as seen by the first-level manager and his immediate superior. It also attempts to relate the differences that are observed to some general factors which might suggest variables or obstacles that inhibit the communication process. [ABSTRACT FROM AUTHOR]

Research on communication channel use has shown that interpersonal channels are generally more efficient than written channels. However, using interpersonal channels involves a psychological cost, particularly for individuals who believe that free and open sharing of information is not the norm. This study explores channel use among a group of scientists and engineers. It suggests that channel use, both within and outside the organization, is influenced by the individuals' perceptions of organizational information-sharing norms. [ABSTRACT FROM AUTHOR]

This paper reports on the results of a study of the attitudes of international chief executives toward supervisory values and practices. As such, this paper is part of a larger study of the attitudes of international chief executives toward education and management education, business responsibility, and labor-management relations and supervision. Questionnaires were set to 571 top executives throughout the world to test the role of culture in explaining the attitudinal responses of the responding population. Usable replies were received from 177 top executives (or 31 percent of the sample chosen). Statistically significant differences were found for the five cultural groupings in five of the eight questions dealing with supervisory values and practices. Furthermore, the confidence level was greater than 0.001 in four of the five significant questions. The results were also tested with other demographic characteristics. Only in the cases of (a) ownership of firm by chief executive, and (b) size of company were there significant differences in at least one-half of the questions. The results of the analysis of variance tests supported the hypothesis that culture plays an important role in explaining the differences in attitudinal responses by the chief executives. The value of the findings rests with the need of international firms to recognize the limitations of any universal managerial philosophy at the present time. [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]

Management literature is just beginning to explore in depth the uncertain and amorphous relationships that exist in organizations among people who are not in a direct chain of command. Increasing stress is being placed on the "horizontal" or "diagonal" relationships where no one is clearly "superior" and no one is clearly "subordinate." While the literature manifests increasing interest and attention on these relations, empirical evidence is scarce. The authors have embarked on a long range investigation of several executive positions whose relationships are essentially non-linear. The overall purpose is to get a more accurate picture of the authority-influence status of each of these functional specialists. This initial portion of the study deals with the corporate personnel director. [ABSTRACT FROM AUTHOR]

The article presents a study testing the hypothesis that high rated subordinate managers have attitudes toward management concepts and theories more similar to those of their superiors than do their lower rated fellow managers. Twenty-seven groups of managers were selected from production departments in twelve coast electronic firms. The subordinate managers and their immediate superior expressed their attitudes toward various management concepts on the "What's Your Theory" questionnaire. The data in the study provide some support for the popular assumption that superiors prefer subordinates with attitudes and views similar to their own.

Organizations are increasingly offering flexible work arrangements (FWA), which are associated with a variety of individual and organizational outcomes. Supervisors may support, discourage or prohibit employees’ access to and use of such programs. These actions and decisions can affect employees’ feelings of being respected, and their endorsement of their supervisor – that is, matters that affect employees’ motivation to work in pursuit of group and organizational goals. In the present paper, we take a fresh look at these relationships by proposing, in line with the social identity approach, that they are moderated by leader in-group prototypicality (i.e. the supervisor’s representativeness of group identity). Results from two large sample surveys a year apart at one organization show that employees with supervisors who allow more FWA feel more respected as well as express stronger endorsement of their leaders. Importantly, both of those relationships are moderated by the degree of the supervisor’s in-group prototypicality, but in opposite ways. The association of FWA allowance with respect increases slightly under conditions of higher prototypicality. However, the association of FWA allowance with endorsement of leaders increases more strongly under conditions of lower prototypicality. The discussion considers theoretical, practical and research implications of these findings. [ABSTRACT FROM PUBLISHER]

In Canada, a national consultation has mentioned the possibility of introducing a new right whereby workers will be entitled to request flexibility in their schedule or workplace, in the model of ‘‘RTR flexible working’’ seen in Anglo-Saxon countries. Our article focuses on the impact of this right in three Commonwealth countries where it was established in the 2000s. We analyze the effectiveness of RTR as a public policy instrument to change managerial attitudes towards accommodating employees with complex family responsibilities, such as caregivers. Our review of the literature suggests that RTR has had a limited impact in workplaces, but that it has led certain employers to provide employees with greater flexibility. [ABSTRACT FROM AUTHOR]

Copyright of Industrial Relations / Relations Industrielles is the property of Universite Laval, Department of Industrial Relations 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.)

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.

Copyright of Timisoara Physical Education & Rehabilitation Journal is the property of Sciendo 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 reviews literature review and analyzes the current state of developing competencies for and training global leaders. Different theories and concepts currently being tried and tested along with some others that are fairly well established and have some cases to learn from will also be examined. In the end, a gap in literature is identified. Given there is so much information out there on what competencies or skills global leaders should have, this study is an attempt to simplify and synthesize or consolidate some of the existing literature found today. Some of the competencies that have been put forth as global necessities will be covered here and the future state will be explored. [ABSTRACT FROM AUTHOR]

Copyright of Canadian Journal of Administrative Sciences (John Wiley & Sons, Inc.) is the property of Wiley-Blackwell 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.)

Psychological distress is a problem that has become increasingly concerning for business managers, and for good reason. The ever-growing number of employees with psychological health problems means major costs for the company: absenteeism, turnover rate, reduced productivity (Sroujian, 2003; Stephens & Joubert, 2001). For the past few years, researchers have mainly focused on the personal variables of psychological distress (stress management, time management, and workfamily balance) (Michie, & Williams, 2003). Although these variables are important, they do not prevent or fully explain the phenomenon of psychological stress in the work place. The purpose of this article is to present variables that, to date, have been rarely studied in relation with psychological distress. Recently, certain researchers have looked at the impact that management style has on the psychological health of employees (Gilbreath & Benson, 2004; Tepper, 2000). In a world where strong presence, charisma and performance are among the skills most sought after when hiring employees and managers, companies have opened their doors to problematic personalities, which may devastate a company by increasing the level of employees' psychological distress. Ideas for concrete solutions will be presented so that managers can reduce and prevent risks of psychological distress in the workplace. [ABSTRACT FROM AUTHOR]

There is a long, interdisciplinary tradition of examining why organizations remove privileges from members as a part of disciplinary action. In contrast, little is known about why organizations return privileges after disciplinary action has occurred. Nonetheless, such reinstatement is ubiquitous in organizations. This paper provides a starting point for a theory of reinstatement by using the emerging theoretical domain of relationship repair. Treating reinstatement as relationship repair highlights the importance of causal attribution, social equilibrium, relationship structure, and power as means of relationship repair. The paper uses these four bases of relationship repair to develop a series of specific motivations for why managers might reinstate privileges. [ABSTRACT FROM AUTHOR]

This article explores workplace bullying in Britain and Sweden. It compares and contrasts the patterns of bullying in the two countries, examines the attitudes and responses of employers and explores the different legal frameworks. It adopts a contextualized approach and explores the possibility of a connection between workplace bullying issues and the distinctive patterns of industrial relations in the two countries. The article draws on previously published material to examine these questions, suggesting possibilities for new empirical research. [ABSTRACT FROM AUTHOR]

El artículo explica el concepto del liderazgo trascendental, el cual se define como una combinación de la gerencia eficaz de los empleados y el sentido y el compartir de una visión para la empresa. Se enfatiza la importancia de la carisma personal del gerente para evocar los sentimientos de confianza, inspiración y energía en los empleados, con el objetivo de crear un lugar de trabajo estable y próspero.

The basic task of managers is to establish and maintain the conditions required for joint activities of individuals aimed at efficient achievement of goals set by the organization they work for. An organization, be it non-profit or for-profit, will perform better and fulfil its mission more efficiently if its employees have a more positive outlook on different aspects of their work, but also on other work-related issues. It is therefore advisable to conduct frequent attitude surveys of both managers and non-managing employees. The results of such analyses could then be the basis for taking appropriate decisions kind measures in the domain of human resource management. The research presented in this paper seeks to explore the differences in attitudes between these two employee categories regarding different aspects of material and non-material character. With this in mind, a sample was gathered of 360 respondents from the area of Osijek-Baranja County. Appropriate methods of descriptive and inferential statistics, as well as factor analysis were used to analyze the collected data. [ABSTRACT FROM AUTHOR]

This study extended recent attempts to build a conceptual framework for the study of organizational influence behaviors. A hundred and four Hong Kong managers rated the perceived effectiveness of 16 influence tactics in six scenarios, covering three directions of influence—upward, downward, and lateral. Results consistently generated a two-dimensional model of basic strategies—the more nurturing, conformity-inducing Gentle Persuasion (GP); and the more agentic, compliance-pressuring Contingent Control (CC). A three-way interaction among these two strategies, the three influence directions, and gender was found, and the relationships between the perceived effectiveness of these strategies and the managers’ social beliefs explored. [ABSTRACT FROM AUTHOR]