drawn from industrial and local authority organizations. The volunteers, comprising male and female managers and non‐managers … teams comprised solely managers, the other half solely non‐managers. The distribution of Belbin team roles over all the … teams was not controlled. All teams completed a business game typically used for training managers in team decision making …

emotions and those of their employees. Practical implications – Managers need to be aware of the impact that their expressed … by one in which managers are expected to create and nourish positive relationships by effectively managing their own … emotions have on their work units' emotional climate, their employees' emotions, their effectiveness as well as that of their …

participant was limited due to possible fatigue. Practical implications – The findings will help managers make judgments on how to … will help managers create more effective compensation programs. Originality/value – This is the first multi‐justice study …

‐report organizational commitment. Design/methodology/approach – A sample of 119 full‐time employees from a variety of occupations at a … increased by incorporating policies to encourage the integrity of managers, increasing managers' ability via training, and … central figure to employees, at the same time as support and social exchange in the employee‐organization relationship.  …

implement it in Bangladesh: 306 employees, 181 workers, 73 supervisors, and 52 managers, from eight medium‐sized industrial …Investigates the attitudes of managers, supervisors and workers to participative management and identifies obstacles to … managers and supervisors. Supervisors expressed more favourable attitudes than managers. Managers expressed a lukewarm support …

between two groups of employees, one which was categorised as plateaued and the other on‐plateaued. The respondents were drawn … from a larger study of employees at the headquarters of a large local government authority in Western Australia. It was …

by Nigerian managers in public sector organisations correspond or coincide with those techniques or instruments which the … divergence between the instruments adopted by managers and those that actually motivate the employee. This led to the conclusion … that as long as this divergence continues, it is unlikely that Nigerian managers can easily come to grips with their …

supervisor is likely to have on an employee’s developing job breadth. Surveys were completed by employees from long‐term care …

firms continue to have problems with employees who perceive unfair treatment in promotion decisions. Procedural justice …