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An investigation of the antecedents of turnover intention for manufacturing plant managers
Udo, Godwin J.; Guimãrães, Tor; Igbaria, Magid - In: International Journal of Operations & Production Management 17 (1997) 9, pp. 912-930
and show that organizational commitment had a direct and positive effect on plant managers’ intention to stay with their … management to improve job satisfaction, organization commitment and retention of plant managers.  …Shows how a survey of 216 plant managers is used to develop and test an integrated model of their turnover intentions …
Persistent link: https://www.econbiz.de/10014790753
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Management Performance from Different Perspectives
Adsit, Dennis J.; Crom, Steven; Jones, Dana; London, Manuel - In: Journal of Managerial Psychology 9 (1994) 2, pp. 22-29
Examines the relationships between subordinates′ ratings of boss‐subordinate relationships and supervisors′ overall … performance ratings. Data were collected from 3,232 managers (499 work groups) in a large North American information systems firm … relationship included agreement among subordinates, organizational level, and function. The results have implications for the …
Persistent link: https://www.econbiz.de/10014888350
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Engendering trust in manager‐subordinate relationships
Connell, Julia; Ferres, Natalie; Travaglione, Tony - In: Personnel Review 32 (2003) 5, pp. 569-587
transformational leadership were significant predictors of trust in managers and that turnover intent and commitment were significant … in managers were very low, leading the authors to investigate the predictors and outcomes of this situation. Focus group …
Persistent link: https://www.econbiz.de/10014973834
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Employers appreciate 360‐degree feedback
Curtis, Derek - In: Management Development Review 9 (1996) 5, pp. 34-36
Suggests that once companies introduce 360‐degree feedback, it becomes an established part of their performance appraisal system. Provides reasons why one‐dimensional feedback is often not enough, and how 360‐degree feedback can increase individuals’ awareness of how they are perceived....
Persistent link: https://www.econbiz.de/10014936636
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Leading from the middle: surviving the squeeze of apparently irreconcilable forces
Gabel, Stewart - In: Leadership & Organization Development Journal 23 (2002) 7, pp. 361-371
Leaders and managers often are asked to take positions on various issues that reflect the needs or particular agendas … of various individuals or groups with whom they interact directly. Supervisors and subordinates, however, may have … differing perspectives on and differing expectations of the leader’s or manager’s decisions or actions. The latter, in turn …
Persistent link: https://www.econbiz.de/10014922770
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Participatory Decision Making in Review
Pollock, Marcy; Colwill, Nina L. - In: Leadership & Organization Development Journal 8 (1987) 2, pp. 7-10
Should managers share their decision‐making power? Do managers who alow their subordinates to participate in …
Persistent link: https://www.econbiz.de/10014923903
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The Training Exchange sets the pace on family‐friendly policies
In: Human Resource Management International Digest 11 (2003) 4, pp. 8-10
Having a job where there are no set hours, days or places of work may sound too good to be true, but that is exactly what happens at a UK training and development company. All 30 employees of the Training Exchange operate on the principle that they are there for the customer – and it works.
Persistent link: https://www.econbiz.de/10014751933
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London Electricity Group gives a helping hand to employee motivation
In: Human Resource Management International Digest 11 (2003) 4, pp. 35-37
London Electricity (LE) Group’s staff‐volunteering program, Helping Hands, made an impact right from its introduction – not only by contributing to communities, but also by building employee motivation, skills and a common identity across the business. The group is committed to...
Persistent link: https://www.econbiz.de/10014751941
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Constraints of task identity on organizational commitment
Lin, Shao‐Lung; Hsieh, An‐Tien - In: International Journal of Manpower 23 (2002) 2, pp. 151-165
This study examines how task identity, organizational commitment and career stage are related. Data are provided by 269 … organizational commitment, no moderating effect of tenure is found. In addition, the findings suggest an inverted U …‐shaped curvilinear relationship between task identity and organizational commitment. The authors discuss the implications for theory and …
Persistent link: https://www.econbiz.de/10014783030
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Dimensions of work satisfaction as predictors of commitment type
Jernigan, I.E.; Beggs, Joyce M.; Kohut, Gary F. - In: Journal of Managerial Psychology 17 (2002) 7, pp. 564-579
commitment is worth the effort. If managers do not know what causes an attitude to take on a particular form, they cannot … organizational commitment. Significant results were found for the two affective commitment types tested but not for the instrumental … commitment. Dissatisfaction with organizational policies, autonomy, and professional status were significant predictors of …
Persistent link: https://www.econbiz.de/10014887796