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Managerial Performance (managerial + performance)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting88%

Selected Abstracts

Accuracy of Relative Weights on Multiple Leading Performance Measures: Effects on Managerial Performance and Knowledge,

CONTEMPORARY ACCOUNTING RESEARCH, Issue 2 2010
KHIM KELLY
First page of article [source]

Analysing Competence: Gender and Identity at Work

GENDER, WORK & ORGANISATION, Issue 5 2003
Bronwen Rees
Competence approaches are among the techniques that claim to measure the behaviour, skills, knowledge and understanding crucial to effective managerial performance. It is claimed that competence approaches empower and develop managers while enabling them to meet organizational objectives. Since the bases for the techniques are avowedly scientific, they are said to provide organizations with a gender neutral form of assessment. In this paper we construct a theoretical framework in terms of which these claims can be analysed and assessed. Using this framework, we examine the competence approach as it has been implemented in six organizations in relation to the claim to objectivity. [source]

What businesses need now is better managerial performance

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2003
James B. Rieley
It's not just failures of governance at the highest levels that is threatening many companies, but rather the more hands-on leadership gaps along the management chain that are easier to identify , and remedy. One way of identifying them is to look at leaders' priorities, ability to communicate appropriately, motivation of employees, and management of key relationships. © 2003 Wiley Periodicals, Inc. [source]

How Do You Assess a Manager's Decision-Making Abilities?

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 2 2000
The Use of Situational Inventories
Decision-making capabilities are absolutely crucial to a manager. Unfortunately, existing methods of assessing managers in this area for selection and development purposes (in-tray exercises, situational interviews, ability tests, etc.) leave a lot to be desired. This article focuses on an alternative for assessing managerial decision making , the situational inventory , and presents research findings and information on practical applications. Detailed findings are also presented for ,Scenarios', the UK's first published situational measure of managerial judgement. Situational inventories work by presenting participants with realistic but difficult real-life management scenarios. Each scenario is accompanied by a number of possible responses which participants rate for effectiveness in dealing with the scenario. Participants' ratings are then scored against a set of ideal answers, producing an assessment of current decision-making ability. Decision-making ability can be developed in individuals, making feedback invaluable to participants. Evidence that has been accumulating in the United States and the UK for at least 15 years is presented to support the general situational inventory approach. Additionally, specific evidence is presented for ,Scenarios'. It was found to correlate significantly with a number of managerial performance and responsibility indicators while appearing to be largely separate from existing psychometric (ability and personality) tests. [source]

Recall event timing: Measures of managerial performance in U.S. meat and poultry plants

AGRIBUSINESS : AN INTERNATIONAL JOURNAL, Issue 3 2005
Ratapol Teratanavat
This study investigates the performance of meat and poultry plant managers in discovering and responding effectively to food safety problems that lead to product recalls. Timing is used as a performance measure of managers' response to recalls of food, using survival distributions of times between production and recall, and recall case duration. The objectives are to understand how these time periods vary across plants and to determine factors explaining such variability. Survival distributions are estimated using the Kaplan-Meier and life table methods. Subgroups of the population are compared using plots of the estimated survival functions and statistically compared using log-rank and Wilcoxon tests. Managers at large plants, in multi-plant firms, and at plants with prior recall experience do not perform better. Cox regressions indicate that government agency sampling programs enhanced the speed of discovery, and that national distribution networks contributed to the risk that cases remained open for a longer period. [EconLit citations: D210, Q180.] © 2005 Wiley Periodicals, Inc. Agribusiness 21: 351,373, 2005. [source]

Japanese Corporate Groupings (Keiretsu) and the Informativeness of Earnings

JOURNAL OF INTERNATIONAL FINANCIAL MANAGEMENT & ACCOUNTING, Issue 2 2001
Edward B. Douthett
This paper examines the effect of Japanese corporate groupings, keiretsu, on the informativeness of earnings. Keiretsu firms maintain close financial and personal ties through cross-shareholding, credit holding, interlocking corporate directorates, and various business transactions. We propose that the strong interrelations of the keiretsu ownership structure enhance the informativeness of earnings through efficient monitoring of managerial performance. Our empirical results show that keiretsu firms have higher earnings response coefficients than those of non- keiretsu firms, the earnings response coefficient increases as the strength of the keiretsu relationship increases, and discretionary accruals by keiretsu firms are smaller than discretionary accruals of non- keiretsu firms. All of these results suggest that the monitoring ability of the keiretsu improves the informativeness of earnings. [source]

Is there a managerial life cycle?

MANAGERIAL AND DECISION ECONOMICS, Issue 7 2006
Evidence from the NFL
We use data from the NFL over 1920,2004 to examine the relationship between age and managerial performance controlling for other relevant influences. Our results indicate that age enhances performance up to a point at which increasing age predicts diminished performance,a managerial life cycle. Moreover, rates of change in the life cycle are relatively gradual, which is consistent with gradual changes in the marginal product of human capital and depreciation rates for human capital rather than levels that are fixed for long periods. With a lag of about 7,10 years, the effects are very similar to those found between age and athletic performance in previous studies by Fair. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Managerial efficiency and human capital: an application to English association football

MANAGERIAL AND DECISION ECONOMICS, Issue 8 2002
Peter Dawson
The problem of hidden action in organizations makes direct measurement of managerial performance problematic. But in English association football hidden action is unlikely to be as serious a problem because the owner observes the manager's performance each time the team plays. In this situation production frontier analysis may be used to measure managerial performance and analyze the variation in performance across managers in terms of manager human capital. Having some kind of prior affiliation with the club and achieving international recognition as a player are especially important. Overall, initial experience matters more than specific and general managerial experience. Copyright © 2002 John Wiley & Sons, Ltd. [source]

Ends that make a difference: Boldly creating the future

BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 81 2005
John Carver
John Carver urges boards to leap beyond the simple matter of whether this or that is really an ends issue and move on to the real challenge: to set ever higher ends expectations. Boards spend far too much time fussing with the ends concept rather than using it. One of Carver's reasons for constructing the Policy Governance model was to enable boards powerfully and unrelentingly to impel managerial performance. The preliminary requirement for that is to focus on the right things free of the clutter which the ends-means concept enables. But for boards to demand doable but increasingly extraordinary performance requires that they add the human elements of farsightedness, daring, and leadership. The following is an adaptation of Carver's keynote address to the annual con-ference of the International Policy Governance Association in Phoenix, June 3, 2005. [source]