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Managerial Responses (managerial + response)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Selected Abstracts

Managerial Responses to Externally Imposed Performance Measurement in the NHS: An Institutional Theory Perspective

FINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 1 2006
Li-cheng Chang
First page of article [source]

The effects of alternative reports of human resource development results on managerial support

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2003
Brent W. Mattson
Managerial responses to human resource development (HRD) results evaluation reports were experimentally investigated as a function of (1) how evaluation information was presented and (2) reported HRD program impact levels. Managers (n = 233) read a business scenario in which they were asked to make a decision about whether to implement a development program. They were then exposed to one of nine experimental treatment conditions (evaluation report type × reported program impact level). The report types included utility analysis, critical outcome technique, and anecdotal evaluation reports. Results were varied at three impact levels (low, average, and high). Findings of the study showed that managers perceived utility analysis and critical outcome technique reports as almost equally useful in decision making; however, the anecdotal evaluation report was found to be significantly less useful than either of the other two report types. There was no effect of the reported program impact level on the perceived usefulness of the evaluation reports for decision making. Furthermore, there was no interaction between report type and impact level on the perceived usefulness of the reports for decision making. These findings show that managers prefer information about the financial results of HRD interventions to anecdotal information, regardless of the reported level of impact. [source]

Worker voice, managerial response and labour productivity: an empirical investigation

INDUSTRIAL RELATIONS JOURNAL, Issue 5 2006
Alex Bryson
ABSTRACT This article investigates the relationship between worker voice practices, employee perceptions of managerial responsiveness and labour productivity. It argues that managerial responsiveness is a critical but under-investigated variable in the study of the relationship between worker voice, human resource management and performance. Our results suggest that managerial responsiveness to worker voice does lead to superior labour productivity. However, this relationship is only found in non-union workplaces and there is little relationship between formal voice regime and productivity. One important implication of this finding is that more responsive management will result in improved productivity, so policy interventions should focus on how to motivate managers to become more responsive to their employees. [source]

The relationship between the learning organization concept and firms' financial performance: An empirical assessment

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 1 2002
Andrea D. Ellinger
The concept of the learning organization has received considerable attention in the scholarly literature because superior learning processes have been heralded as a source of competitive advantage. Organizations that embrace strategies consistent with the learning organization are thought to achieve improved performance. Yet few empirical studies have examined the relationship between the learning organization concept and firms' financial performance. To assess this association, the authors obtained managerial responses to the Watkins and Marsick Dimensions of the Learning Organization Questionnaire (DLOQ©) instrument along with both perceptual and objective measures of firms' financial performance. Results suggest a positive association between the learning organization concept and firms' financial performance. The article discusses implications for research and practice. [source]

Preparation for Crisis Management: A Proposed Model and Empirical Evidence

JOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 3 2004
S. Elsubbaugh
This article explores the forces restricting effective crisis management in a crisis ridden industry. Models of crisis preparedness have typically been developed based upon research in US or Western business. This study is based upon the Egyptian industry which, until the 1990s was state owned and heavily state supported. Changes in government policy, combined with external forces, not in the least the loss of markets in the previous Soviet bloc, had plunged the industry into serious crisis. Crisis is a cultural embarrassment to most Egyptian managers and this, combined with the depth of economic difficulties faced by the industry, makes it extraordinarily difficult for any level of crisis preparedness to be achieved. Based on interview and questionnaire data, this article extends existing models of crisis preparedness to better accommodate conditions in crisis prone industries outside the West. New dimensions in the proposed model are the stress on national culture and how this limits the range of managerial responses. This in turn requires the active development of an organisational culture to counteract these limitations. [source]

Ethical perception: are differences between ethnic groups situation dependent?

BUSINESS ETHICS: A EUROPEAN REVIEW, Issue 2 2010
Jo Ann Ho
This study was conducted to determine how culture influences the ethical perception of managers. Most studies conducted so far have only stated similarities and differences in ethical perception between cultural or ethnic groups and little attention has been paid towards understanding how cultural values influence the ethnic groups' ethical perception. Moreover, most empirical research in this area has focused on moral judgement, moral decision making and action, with limited empirical work in the area of ethical perception. A total of 22 interviews were conducted and the questionnaire survey yielded 272 managerial responses. Three implications were obtained based on the findings of the study. The first implication is that differences in ethical perception can exist when one culture attributes moral significance to something that another culture does not. The results of the study also suggest that similarities in ethical perception can occur when a situation is viewed as an accepted and institutionalised part of doing business. Finally, the findings of the study also show that the influence of culture on ethical perception varied according to the different types of scenarios. [source]