Multisource Ratings Of Managerial Competencies And Their Predictive Value For Managerial And Organizational Effectiveness

This study examined the predictive value of multisource ratings of managerial competencies for managerial and organizational effectiveness. Data from 155 subordinates, 59 peers, and 28 supervisors were gathered in order to provide insight into their perceptions on managerial competencies for their managers. With regard to the outcome variable (i.e., effectiveness), both individual‐level (subordinates’, peers’, and supervisors’ ratings of managers) and organizational‐level (Balanced Scorecard) measures were used. As expected, subordinates, peers, and supervisors have distinct perspectives on the managerial competencies that are relevant for effectiveness. Moreover, the specific managerial competencies differ in terms of their predictive validity respectively for managerial and organizational effectiveness. The outcomes of our study suggest that a multisource and multimethod approach is valuable in assessing both managerial competencies and managerial and organizational effectiveness. Several implications for human resource management practices are discussed. © 2014 Wiley Periodicals, Inc.     

The impact of managerial skills on employee outcomes: a cross cultural study

Leaders with global skills are in demand by MNCs. Global management skills depend on the applicability of management practices across cultures. Using data from managers in 50 countries, this study examines the interaction effect of cultural values and managerial skills on two outcomes, employees' attitudes and workgroup effectiveness. Our results indicate that cultural values tend to have a greater effect when a manager is less skilled than when the manager is highly skilled. When the manager is highly skilled, the interaction effects of culture tend to disappear. The practical and research implications of these findings are discussed.     

Gender and managerial coaching across cultures: female managers are coaching more

Despite the increasing popularity of managerial coaching in organizations worldwide, little is known with regard to how gender and culture may affect managerial behavior. The present study is the first empirical study on managerial coaching on a global scale. Based on social role theory, role congruity theory, and cross-cultural theory, we first expect female leaders to engage in more coaching behavior than male leaders. Second, we expect that male leadership, particularly coaching behavior, is more influenced by societal culture than female leadership. Survey data were obtained from more than 600,000 employees, assessing coaching behavior of more than 130,000 practicing managers from 51 countries/areas. Results support both expectations. Taken together, this study has advanced our empirical and theoretical understanding of managerial coaching on a global scale.     

The impact of personal and organisational variables on the leadership styles of managers

While several studies have examined only one dimension of the leadership styles of managers this study has investigated several variables for their possible individual and joint impact on the managerial practices of organisational leaders. The rationale for the study was to obtain a more complete and accurate picture of the variables related to leadership practice. Collecting data from more than 400 managers from UK industries, it finds that age is directly related to the consultative, participative and delegative leadership styles of managers. The older a manager, ceteris paribus, the more consultative, participative and delegative leadership processes s/he engages in, preferring more of collective decisions in contrast with younger managers who appear happy to take decisions that may not necessarily get the approval of the majority of workers. It was interesting to find that hierarchy is directly related to consultative and participative leadership style, but not to directive or delegative leadership. While gender alone does not appear to affect the result in any significant and systematic way, a number of multiple variables, including gender and hierarchy, for example, proved to be useful in explaining the complex styles of managers.     

Employment relationships: ideology and HRM practice

HRM appears to both believe that unitarism already exists in employment relationships and, at the same time, sees itself as the means to achieving unitarism through the introduction of systems of ‘high commitment management’ (HCM) in the workplace. The primary goal of HCM is empirical unitarism, achieved by the implementation of a system of practices aimed at aligning the interests and objectives of managers and workers. Not surprisingly these taken-for-granted values and beliefs in HRM about employment relationships have stirred debate in the literature, with many suggesting this is a flawed view of organizational life (Hart, 1993; Keenoy, 1999). This study has attempted to verify empirically these assumptions from a managerial perspective by first identifying the current employment values and beliefs of managerial workers and management and second examining the extent to which these influence, or are influenced by, the adoption of high commitment practices in the workplace. It finds managers do consider employment relationships in general to be pluralist, however, when it comes to employment relationships in their own organizations managers' report these to be unitarist. A relationship is also found to exist between the use of HCM in the workplace and managerial values and beliefs, with increased usage of HCM being associated with unitary values and beliefs.     

Aligning labour disputes with institutional,cultural and rational approach: evidence from East Asian-invested enterprises in China

This study examines the underlying critical factors, such as the institutional arrangements, working conditions, workforce composition, expatriate managers, and managerial style which influence the labour disputes in the East Asian-invested enterprises (EAIEs) in China. Throughout the process, we can determine which factors should be changed for better human resource management (HRM) practices. This research incorporates the survey data collected from the managers and factory workers working at 30 different firms invested from Taiwan, Korea, Hong Kong and Japan in the coastal cities from 2000 to 2001.

The results or findings demonstrate that the long work hours and less regulative managerial styles have significant and positive effects on the number of the labour disputes in the Hong Kong owned firms. Among the firms owned by Taiwan, the long work hours and their authoritarian managerial style have significant effects on the frequency of the labour disputes, while the lack of unionization has a diminishing effect on the labour disputes. The firms owned by Korea, on the other hand, often encounter frequent collective actions, organized by homogeneous local workforces and supported by the relatively high numbers of trade unions. Responding to the relatively strict enforcement of the labour laws and the institutional arrangements of the local governments in northern China, the firms owned by Korea tend to adopt the less regulative and less authoritarian managerial styles. Lastly, the firms owned by Japan experience the lowest number of the labour disputes when compared to their counterparts. The observance of the legal work hours and the regulative managerial style displays a significantly diminishing effect on the number of the labour disputes, although the higher level of institutionalization of the labour relations such as higher setting-up of trade unions somewhat positively contributes to the frequency of the labour disputes.

From the theoretical perspective, our exploratory model seems to exhibit the stronger explanatory ability when the institutional, cultural, and rational factors are taken into consideration. From the institutional perspective, it is imperative for local governments to reinforce the institutional arrangements through effective supervision and enforcement of the labour regulations and legislation. From the cultural perspective, foreign investors should enhance their inter-cultural understanding and localization to diminish the industrial conflicts in the workplaces in China. From the rational perspective, foreign-investors will face more labour disputes than they had before, if harsh working conditions, such as extension of the working hours, are enforced. It is also imperative for the workers to understand their rights and empower themselves to improve their working conditions.     

Line managers and HRM: A managerial discretion perspective

Line managers play a central role in HRM practices, but research and theory on how their role is enacted remains underdeveloped. This paper presents a case study of a large U.K.‐based fashion retailer and uses managerial discretion theory to develop a novel understanding of line managers' contribution to the implementation of HRM practices. We describe three distinct ways in which line managers engage with HRM policies and procedures, and propose that line managers make an important contribution to the effective implementation of HRM systems through exerting their cognitive and political abilities to bring about decisions that are well suited to their local situations. Moreover, we find that HR specialists design and manage HRM policies and procedures to afford different levels of managerial discretion in different areas of HRM.     

Evaluating international managers' performance: parent company standards as control mechanism

The study argues that performance appraisal systems are a way to control international managers' behaviour and international operations in general. It examined the influence of three types of antecedents on the use of par-ent company standards as evaluation criteria, i.e. the power of international managers, international managers' commitment to the parent company and the company culture. The study used a sample of 162 internationals from four Belgian and one British parent company. The results indicated that international managers in high power positions were evaluated according to parent company standards. These managers were completing their foreign assignment in South America and Asia (uncertainty absorption), they had managerial jobs (centrality) and each was only one of a few other international managers in the host company (substitutabil-ity). Contrary to expectations,. they also showed a high degree of intercul-tural interaction.     

Bargaining over Managerial Contracts in Delegation Games: The Generalized Oligopolistic Case

The main purpose of this paper is to disclose the properties of the equilibrium outcomes in the differentiated‐products model with two stages: (i) owner‐shareholders negotiate managerial compensation with their managers that comprises their profits and sales (sales delegation) and (ii) they engage in their market competition. The other purpose of this paper is to study the differentiated goods model in which an owner bargains the managerial compensation with her/his manager that comprises her/his profit and her/his rival's profit (relative performance delegation). We further investigate the situation wherein the firm with sales delegation and the firm with the relative performance delegation coexist. Copyright © 2012 John Wiley & Sons, Ltd.     

Managerial telework allowance decisions – a vignette study among German managers

Managers play an important role in the implementation of telework in organizations since they frequently have final approval over employees' requests for telework arrangements. Drawing upon March's (1994) dual-logic theory of decision making, the study examines antecedents of managers' responses to employees' requests for telework. Using a vignette study with a balanced experimental design, we investigated the impact of person-related, task-related and organizational context factors on managerial telework allowance decisions in German organizations. Several person- and task-related factors were found to be significantly related to managers' telework allowance decisions. Organizational context factors, such as a family-supportive organizational culture and formal policies were found to either directly or indirectly influence managers' responses to employees' requests for telework. More specifically, formal telework policies were important in stimulating favorable managerial telework allowance decisions when applicant criticality was low and the organizational culture was family-unsupportive. In line with March's (1994) theory of decision making, the study shows that utility maximization is only one perspective of decision making which managers apply to telework allowance decisions. Rule following and considerations of appropriateness are also taken into account by managers when deciding upon employees' telework requests.     

The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms

This paper outlines the important role of human resource management practices with a link between corporate entrepreneurship and firm performance. Data were collected from a survey of 124 firms operating in different industries in Turkey. The findings of this study indicated that human resource management (HRM) practices partially mediated the relationship between corporate entrepreneurship and firm performance. In other words, corporate entrepreneurship affects firm performance, both directly and through its effects on HRM practices. In addition to corporate entrepreneurship, it is found that HRM practices explain a significant level of additional variance (9 per cent) in firm performance. The theoretical and managerial implications are discussed.     

Managing work-life policies: disruption versus dependency arguments. Explaining managerial attitudes towards employee utilization of work-life policies

What factors shape managerial attitudes towards the utilization of work-life policies? The influence of disruptiveness (Powell and Mainiero 1999) and dependency (Klein, Berman and Dickson 2000) arguments on managerial attitudes is examined using a vignette design. In this study, managers in four financial firms in the UK and the Netherlands were asked to judge hypothetical requests from employees to utilize work-life policies. Findings indicate that managers are mainly interested in the performance of their department or work unit, and work-life policies are often seen as disruptive. However, when the least disruptive request is considered (short-term leave), we find that dependency arguments also play an important role and managers are more likely to respond to their employees' personal and family needs.     

用企业视觉要素铸就企业管理文化

没有知识的民族是没有希望的,没有文化的企业是缺乏生机的;文化在今天的企业中不仅是必备的要素,更是一种不可或缺的资源。在未来的企业发展中,文化力及由此而生成的创新力将成为企业生存的主宰,将构成企业发展的核心动力,将沉淀为企业重要的竞争手段。因此,构筑企业文化、凝聚管理文化已成必然趋势,更是必然要求。在企业及管理文化的构建中,企业视觉要素对一种特定文化体系的产生与强化,无疑发挥着巨大作用,故对企业视觉要素在管理文化形成中的作用探讨具有极高的理论价值。     

Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?

This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation-oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect.     

Chief executive officer ability,corporate social responsibility,and financial performance: The moderating role of the environment

This paper seeks to explore how chief executive officer (CEO) ability influences the economic impact of corporate social responsibility strategic decisions. Currently, the evidence on the impact of corporate social responsibility on the value of the company is mixed; in this paper, we aim to observe the moderate role played by this particularity of the CEO in the relationship between socially responsible commitment and financial performance. Our results identify that the most able CEOs make investments in social and environmental practices that lead to greater financial performance; in contrast, the less able CEOs can overinvest or underinvest in an opportunistic way for personal benefit at shareholders' expense. In addition, the role that CEO ability plays in social and environmental strategies is particularly pertinent in munificent environments that foment managerial discretion; in these contexts, high managerial ability leads to investment in socially responsible performance, which benefits shareholders by alleviating moral hazard.     

The transfer of HRM policies and practices to a transitional business system: the case of performance management practices in the US and Japanese MNEs operating in Vietnam

This paper focuses on employee performance management (PM) to explore how multinational enterprises (MNEs) localise their human resources within their subsidiaries in a developing country. It uses qualitative research methods to examine four US and four Japanese MNEs operating in Vietnam. The paper identifies both home and host country effects as significant factors in the transfer of MNEs' PM policies and practices. The US firms emphasised financial and non-financial measurements and utilised a wide range of PM management tools and techniques. These techniques, despite being unfamiliar in Vietnam and possibly considered incompatible with Vietnamese culture, were transferred successfully to the Vietnamese subsidiaries. The Japanese firms' PM approach was characterised by a more informal form of regular performance review, within a strictly top-down process and which suffered from accusations of bias and lack of transparency by Vietnamese respondents. This paper argues that the transitional period in Vietnam from a centrally planned economy to a market-oriented one has made the national business system more receptive to new and seemingly contrasting practices. It provides no evidence to support the argument that transfer of practices is more likely, where the cultures of the countries involved are relatively similar.     

One-stage estimation of the effects of operational conditions and practices on productive performance: asymptotically normal and efficient,root-<Emphasis Type="Italic">n</Emphasis> consistent StoNEZD method

Understanding the effects of operational conditions and practices on productive efficiency can provide valuable economic and managerial insights. The conventional approach is to use a two-stage method where the efficiency estimates are regressed on contextual variables representing the operational conditions. The main problem of the two-stage approach is that it ignores the correlations between inputs and contextual variables. To address this shortcoming, we build on the recently developed regression interpretation of data envelopment analysis (DEA) to develop a new one-stage semi-nonparametric estimator that combines the nonparametric DEA-style frontier with a regression model of the contextual variables. The new method is referred to as stochastic semi-nonparametric envelopment of z variables data (StoNEZD). The StoNEZD estimator for the contextual variables is shown to be statistically consistent under less restrictive assumptions than those required by the two-stage DEA estimator. Further, the StoNEZD estimator is shown to be unbiased, asymptotically efficient, asymptotically normally distributed, and converge at the standard parametric rate of order n ^−1/2. Therefore, the conventional methods of statistical testing and confidence intervals apply for asymptotic inference. Finite sample performance of the proposed estimators is examined through Monte Carlo simulations.     

Executive development in China: is there any in a Western sense?

A recurring theme in the literature on Chinese management has been the impact of culture and, in particular, the influence of values derived from Confucianism on Chinese management practices. The reforms that led to foreign direct investment (FDI), the problems of State-owned enterprises (SOEs), the social, political and economic changes and analyses of Chinese managerial styles and performance have been the major concerns. There has been less attention specifically paid to Chinese managers' characteristics and to managerial career patterns, which may be shaped by national culture and values. In contrast, in the West, there is a vast body of literature covering career theories and managerial growth, dealing variously with personal values and other factors, such as family upbringing, education, social background and employment structure, that have major impacts on managers' career pathways. This paper explores how far executive career development in modern China (PRC) corresponds to Western notions, and also tries to determine whether there are specific factors relating to Chinese executives' personal biographies and career paths. A pilot study was carried out to identify the variables that might shed light on career patterns and, if possible, to profile the Chinese manager. A number of emergent themes are described. They derive from the experience of individual interviewees who took part in the pilot research, which was conducted in Beijing and Shanghai and in which forty-nine managers in forty-two companies were interviewed. These pilot interviews revealed a complex interplay of biographical data and career themes. Of clear importance was the guanxi mechanism (direct or indirect personal relationship to solicit favours) which has no exact comparison in the West and which does not figure in Western career theories. A preliminary tentative Chinese executive career model has been developed.     

Multinationals and human resource practices in Ireland: a rejection of the 'new conformance thesis': a reply

This paper reports on a study of 398 people employed in two UK service organizations: a hospital and two divisions of a high street bank. The main purpose of the study was to determine the degree to which dispositional factors (predisposition to trust and trait anxiety) and situational factors (seven aspects of the job environment) predicted a person's reported trust in their managers. Two types of managers were investigated: a person's immediate line manager and ‘senior managers in their industry’. It was hypothesized that the dispositional factors would have a greater influence on trust in managers in the industry and that situational factors would have a greater influence on trust in one's immediate line manager. The first hypothesis was supported, but the second was not. It was found that trust in both types of managers was best predicted by a combination of general disposition to trust (not trait anxiety) and situational factors: five of the seven situational factors had a role in predicting intention to trust. This reflects the complexity involved in predicting trust at work and the managerial challenge of creating a trusting culture.     

Does the professionalism of management practices in nonprofits and for-profits affect job satisfaction?

This paper examines workers' satisfaction related to the level of professionalism of managerial practices in the French services sector. The data used are from the original survey conducted by the French Institute for Demographic Research and include both workers' responses on their satisfaction level, individual characteristics, job conditions, etc. and employers' responses on managerial practices implemented. We construct an index of workers' overall satisfaction and an index of ‘managerial professionalism’. In our model of workers' overall job satisfaction, the index of managerial practices is treated as an endogenous variable using two-stage least squares regressions. We show that the index of managerial practices is strongly and positively associated with workers' overall workplace satisfaction. Overall workplace satisfaction is found to be strongly associated with wages and individuals' perceptions about work environment. Finally, working in nonprofits is positively associated with greater overall job satisfaction.