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General Managers (general + managers)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Foreign subsidiary perspectives on the mechanisms of global HRM integration

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2008
Adam Smale
Often in connection with the integration-responsiveness dilemma, research on HRM in multinational corporations (MNCs) speaks more to explaining the appearance of HRM practices in foreign subsidiaries than to the mechanisms through which such practices are globally integrated. Accordingly, and adopting a subsidiary perspective, the present study has two main aims. The first is to identify the key mechanisms of global HRM integration, how they are used and by whom, and the second is to investigate the factors that explain their usage. The study uses qualitative data from 40 personal interviews conducted with general managers and the most senior HR personnel across 20 Finnish-owned subsidiaries in China. Based on the contingency view of organisations, explanations for mechanism usage are attributed to certain internal characteristics of the subsidiaries and to the Chinese institutional environment. [source]

Promotional message strategies for disability charities' employment services

INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 1 2001
Roger Bennett
One hundred and eight managers responsible for employee recruitment completed mail questionnaires designed to assess their affective, cognitive and conative reactions to two promotional messages for a disability charity's employment (job-finding) service. The first message contained a mainly altruistic appeal; the second emphasised the financial and other practical benefits of employing a disabled person. Overall the sample reacted more favourably to the latter communication. Heads of department and general managers found the altruistic message to be significantly less appealing than did personnel or human resources managers. Responses were significantly influenced by a recruiting manager's personal experiences of disabled individuals; by the state of the labour market; and by perceptions (possibly unfounded) that non-disabled employees within a firm would feel uncomfortable if they were made to work alongside a disabled person. Copyright © 2001 Henry Stewart Publications [source]

Reputation building: beyond our control?

JOURNAL OF CONSUMER BEHAVIOUR, Issue 4 2010
Inferences in consumers' ethical perception formation
A company or brand's reputation is inherently linked to how ethically/unethically it is perceived to conduct its business. While it is generally assumed that consumers' ethical perceptions are either built on first-hand experiences or other concrete information, this research demonstrates that reputation can be influenced by processes outside the company's direct control. The article is based on interviews with general consumers and presents the finding that, in the absence of concrete information or personal experience, consumers may infer ethical beliefs. Four distinct types of cues may instigate ethical inferences and act as surrogate indicators: product-, company-, category- and origin-related cues. A framework that illustrates the hierarchical structure of the various cues depending on their level of specificity is presented. The results suggest that controlling corporate reputation becomes increasingly challenging. Implications for marketing practitioners and general managers are discussed and further research opportunities highlighted. Copyright © 2010 John Wiley & Sons, Ltd. [source]

The Effectiveness of Internal Auditing: An Empirical Examination of its Determinants in Israeli Organisations

AUSTRALIAN ACCOUNTING REVIEW, Issue 3 2010
Aaron Cohen
Internal auditing (IA) has become an indispensable control mechanism in both public and private organisations. Yet very few academic studies have been conducted on the effectiveness of IA. The current exploratory study aims to build a conceptual understanding of the effectiveness of IA in organisations. Towards this end it develops a scale to measure the effectiveness of IA and a model of its determinants. One hundred and eight Israeli organisations that employ IA participated in the study (a 37% response rate). Data on the effectiveness of IA were collected from the organisations' general managers and data on the determinants from their internal auditors. The findings reveal good psychometric properties for the scale developed in this study. The correlation and regression analyses show support from top management to be the main determinant of IA effectiveness, with some effect also found for the organisational independence of IA. The effect of the predictors was consistent between the public and private sectors. The research model explained a large amount of variance of IA effectiveness. The findings are discussed in terms of how they can help guide and encourage the continuation of research on this issue. [source]

Leading Change in Local Government: The Tension between Evolutionary and Frame,breaking Reform in NSW

AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 3 2002
Robert Jones
As a result of changing legislation the role of general managers in Australian local government is being transformed from administrative compliance to proactive managerial direction. They are expected to possess leadership, visionary and other change management skills not previously exercised in local government. This paper analyses how the general managers of four councils in Sydney have attempted to lead their respective organisations through their reform agendas. The four councils represented two comparison groups at each extreme of a change continuum ranging from evolutionary to frame,breaking change. Data collected from the four councils since 1994 used personal interviews, participant observation and analysis of documentation. The paper tracks the evolutionary and framebreaking reform, paying particular attention to the role, personality and leadership styles of the general managers. Emergent themes are identified and analysed as they relate to the impact of the general manager on the type of reform processes adopted. [source]