The aims and methods of the education and training of shop stewards: a case study

The author's research indicates that management's objectives in releasing shop stewards for courses and the shop stewards' objectives may be quite different. Views on how far courses should be “education” and how far “training”, and the best structure for courses, also emerged from this study.     

Arbitrators and the seniority rights of foremen

When arbitrators must decide the seniority rights of displaced foremen, how much do management's rights suffer?     

Prospects for industrial relations in NHS trusts

This article looks at management's intended strategies in the new self-governing trusts in the National Health Service. It finds that many managers are planning far-reaching changes affecting union recognition and pay systems. Because of the relative weakness of the staff organisations, they are likely to meet little effective opposition.     

Integrating the Crisis Management Perspective into the Strategic Management Process

The fields of strategic management and crisis management have been evolving separately despite their potential for synergistic integration. This paper explicates how adding crisis management's defensive/preventative capability to strategic management's offensive market positioning orientation can yield a more comprehensive approach to the strategic management of organizations. The traditional strategic management process is reviewed first and then analysed with respect to the gap that exists in this orientation. Examining the differences and similarities in perspectives between strategic management and crisis management and then reviewing the crisis management process provides a basis to proceed with a synthesis of the two fields. The paper concludes with the presentation of a new integrated strategic management process model that pushes forward the boundaries of strategic management and internalizes crisis management activities into that process.     

IN SEARCH OF EXCELLENT MANAGEMENT

Despite important advances in recent years, no agreement exists concerning what constitutes management excellence. Specific knowledge of how managerial behaviour is perceived and evaluated by others will help to resolve unsettled questions about what is meant by management excellence and improve the actual decisions of managers. This article examines the determinants of managerial excellence as perceived by corporate CEOs, directors, and financial analysts in Fortune magazine's annual survey of the best-managed American firms in 33 industries. While the firms perceived to be best managed are more profitable and less risky, and grow faster and reward their stockholders more than less well-managed firms, these variables explain only about 30 per cent of the variance in management ratings. the firms perceived to be best managed have more involvement in international markets and research and development, while large firm size and firm diversification reflect negatively upon perceived managerial quality. the relative inability of conventional financial measures of firm performance to explain perceptions of managerial excellence underlines the complex nature both of these perceptions and strategic behaviour. the results support Varadarajan and Ramanujam's conclusion that excellent management depends upon a diverse set of competencies and values, as well as Chakravarthy's contention that the most important characteristic of firm performance is management's ability to transform the firm and adapt to a rapidly changing environment. By contrast, little support is found for the maximization of stockholder wealth criterion of Rappaport.     

Industrial relations policy and managerial custom and practice

This article, using evidence from the air transport industry, extends the concept of managerial and supervisory custom and practice to management's industrial relations policies. It offers an understanding of management's role in industrial relations and the relationship between actions and rules.     

THE INTERACTION BETWEEN NATIONAL AND ORGANIZATIONAL VALUE SYSTEMS[1]

Organizations have prevalent value systems which are part of their organizational cultures. These value systems show a national component according to the nationality of the organization's founder(s) and dominant élite. Research data on national value systems in 53 countries and regions are used to suggest the kind of influence nationality is likely to have on organizational value systems, and what this means for the integration within an organization of persons and groups of different national origins.     

Privatisation and industrial relations in British shipbuilding

The causes of the 1993 strike by 1300 workers at Yarrow Shipbuilders are examined. A managerial offensive, which included a restructuring of the labour process, was instigated by the Thatcher government's privatisation of the shipbuilding industry. Drawing on shop stewards' committee minute books, particular emphasis is given to the trade union response to management's confrontationalist approach.     

新冠肺炎疫情下管理层业绩预告归因行为研究

基于A股上市公司2020年1—4季度业绩预告归因的研究发现,公司将业绩变化归因于新冠疫情的概率呈现随季度下降的趋势,坏消息归因于新冠疫情的概率显著高于好消息,且这种差异未随季度发生显著变化。业绩预告归因反映了管理层自利性归因与新冠疫情的叠加影响,且在特定情境下投资者能够识别自利性归因。研究结论从微观经济主体和利益相关者感知的角度展示了中国抗击新冠疫情的成效,也为监管部门规范重大外生冲击下的信息披露操纵行为提供了借鉴。     

Corporate takeovers,stockholder returns and executive rewards

Various motives for making corporate acquisitions have been forwarded in the managerial economics literature. Two that have received a lot of attention are the maximization of stockholder wealth and the maximization of senior management's utility. These two alternative views can lead to different acquisition decisions. The paper examines the returns to senior management and the returns to stockholders following corporate takeovers in the United Kingdom. The evidence suggests that if shareholders profit from takeovers then so do the senior' management. Of more interest, however, is the finding that if acquisitions result in a reduction in stock market value for the acquiring firm, their senior management appear to gain. In particular, senior management remuneration increases substantially after an acquisition. This evidence is consistent with the maximization of senior management's utility being an important motive in many corporate-acquisition decisions.     

Hostile–vs.–white‐knight bidders

We examine the hypothesis that white knights enter control contests to spend free cash flow instead of paying it out to shareholders. Tobin's q is used to measure management's inclination to invest in negative NPV investments. We find that historically, white knights have over‐invested and their acquisition of the target is one more negative NPV investment. Alternatively, hostile bidders’ past investment decisions have increased shareholder wealth. Furthermore, white knights’ returns upon the announcement of their bid have a significant negative relationship with free cash flow, implying that their bid reveals information about white knights management's investment decisions. Copyright © 1999 John Wiley & Sons, Ltd.     

Restructuring the labour process in Sweden: the offensive of the SAF and the LO response

Compromise between organised labour and capital facilitated decades of economic growth and industrial cooperation in Sweden. However, management's monopoly over the ‘right to manage’ increasingly conflicted with the labour movement's desire for industrial and economic democracy. This article analyses organised capital's ability to resist labour's reform initiative and pursue a neo-liberal agenda which has greatly shifted Sweden in this direction.     

Agency,corporate control and accounting methods–the lifo-fifo choice

The study examines the effect of the firm's ownership structure on its management's choice of LIFO or FIFO inventory valuation methods. Managers of widely held firms are found to select the accounting method that furthers their own interests, thus causing the firms' owners to bear agency costs that appear to be substantial.     

FACTORY MANAGERS: THEIR ROLE IN PERSONNEL MANAGEMENT AND THEIR PLACE IN THE COMPANY[1]

Studies of recent developments in personnel management have concentrated on personnel specialists. It is also necessary to consider how general managers view labour relations. This article analyses a survey of the senior site managers, ‘factory managers’, in 229 large manufacturing establishments. The need to examine higher levels of firms notwithstanding, the establishment level remains of crucial importance, for it is here that policies are implemented. Factory managers might be expected to see labour relations as unimportant. In fact, they saw them as crucial to the operation of the plant, and the managers played a substantial role in decisions on personnel questions. They saw labour relations not in terms of overcoming union opposition, or even of formal institutions, stressing instead the involvement of individual employees. This article analyses these findings and raises some questions about the extent and depth of British management's commitment to this new style of labour relations.     

Human Resource Management Practices and Trust in Public Organizations

Abstract

Trust has been acknowledged as a valuable managerial resource within organizations. Working as a lubricant of organizational functioning, trust reduces opportunistic behaviours while it increases voluntary compliance to organizational norms and rules as well as enhancing individual and organizational performance. Considering the importance of trust, it is worthwhile to explore what factors may help build trust within organizations. This research investigates whether perceptions of several human resource management (HRM) practices are associated with trust in government organizations. According to social exchange theory, HRM practices signal management's commitment to employees which in turn leads to greater trust in the organization. Using data from an employee survey conducted for the Georgia Department of Transportation in 2007, this research tests how employee perceptions of HRM practices are related to trust in three distinct levels of management in a large department of state government: trust in department leadership, trust in one's leadership team, and trust in one's supervisor. Binary logit analyses suggest that perceptions of HRM practices focusing on autonomy, compensation, communication, performance appraisal, and career development are associated with trust in public organizations. According to the result, those practices present variation in their leverage on trust in leadership at different levels.     

The role of organizational culture,capabilities, and adoption of e-marketing on nonprofits' organizational performance

Nonprofit organizations are facing increasing challenges to survival and mission accomplishment in a market economy. Thus, many nonprofit organizations are actively exploring how to enhance organizational performance through Internet and communication technologies in the digital era. The relationship between e-marketing adoption and organizational performance of for-profit companies has been studied intensively. However, this relationship has not been examined in the nonprofit context. The objectives of this study are to investigate factors promoting the adoption of e-marketing and the latter's effect on the performance of nonprofits. This paper surveyed 54 nonprofits and used partial least squares structural equation modeling (PLS-SEM) to test the research hypotheses grounded in resource dependence theory and e-marketing orientation. Results indicated that top management's attitudinal emphasis on e-marketing does not lead to e-marketing adoption. Differs from for-profit companies, nonprofits' e-marketing adoption is mainly related to planning and implementation capabilities. Moreover, although planning strongly influences e-marketing adoption, implementation capabilities play a crucial role in a performance-driven adoption. Hence, if e-marketing is adopted without sufficient manpower and skills, organizational performance will not be enhanced even with adequate e-marketing budget.     

Works rule books in the engineering industry1

A study of works rule books indicates that their purpose, consciously or unconsciously, extends considerably beyond the mere outlining of a disciplinary code. From the management's point of view they fulfil contractual, legal, informative and expressive roles. Moreover the tone of the language in which they are couched and, where subject matter is concerned, some surprising omissions provide an additional insight into management attitudes.     

Thanks for the memories: baseball veterans' end-of-career salaries

It is well-established that a baseball player's salary is based on his performance, experience, star status, bargaining power, mobility and his team's ability to pay. This paper focuses on veteran players who are on the brink of retirement and on the determinants of their salaries. It is found that a veteran's end-of-career peak salary depends upon how his career performance, that his most recent performance is irrelevant unless he has spent his entire career with one team, and that the average veteran's salary peaks after 9 years in the Majors. A corollary inference is that general managers recognize and reward player performance over the long haul in comparison with others who have played at that player's principal position, and with a nod to how history will evaluate that player. © 1998 John Wiley & Sons, Ltd.     

Auditing regulation and the statutory auditor's responsibilities in Norway

The first part of the paper gives an overview of the historic development and current auditing regulation in Norway. Although auditing is regulated by legislation, the government has relied on the profession's self-regulation, especially in matters related to the conduct of an audit. In most cases, the Norwegian regulation arrangements and the statutory auditor's responsibilities bear resemblances to those found in other countries, especially the other Nordic countries. The second part of the paper illustrates how government regulation and the profession's self-regulation have affected the auditor's responsibilities related to (1) stewardship verifications (i.e., verification of management's managing and control of the firm's financial affairs), and (2) the mandatory control of the auditee's tax obligations. Both these requirements have raised fundamental questions about the statutory auditor's responsibilities beyond the verification of the annual accounts, and may reflect distinct conceptions of the role of a statutory auditor in Norway. This study shows that it is not evident that the Norwegian auditor's responsibility for stewardship verifications has resulted in professional practice significantly different from common international practice. However, the Norwegian statutory auditor's responsibility for control of the auditee's tax obligations goes beyond the requirements in other countries.     

Managerial quality,financial structure and signalling: A test of pricing efficiency in the UK equity securities market

This paper seeks to ascertain if stock market pricing procedures are operationally efficient in setting prices so as to discriminate against poor-quality management. Signalling theory suggests management's leverage decision as the means by which managerial quality can be identified. Departures from average leverage, given firm characteristics, are interpreted as indicating managerial quality. Ordinary least-squares regression analysis is used to identify these departures, and to test if shareholders' yields are responsive to them. The results are not always statistically significant, but do provide some support for the signalling hypothesis and for the efficiency of UK security pricing.