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Professional Services Firm (professional + services_firm)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting80%

Selected Abstracts

The New Design Imperative: To Satisfy and Delight

DESIGN MANAGEMENT REVIEW, Issue 1 2009
Jo Davison Vice President-Creative
Websites are corporate resources. Jo Davison's insights have to do with making them resources that generate real value in terms of brand, customer relationships, and sales. Design is the key to achieving these goals and, with illustrations from an industrial products company, a retailer, and a professional services firm, Davison details the elements of sites that are approachable, beautiful, and hard-working. [source]

Managerial characteristics and willingness to send employees on expatriate assignments

HUMAN RESOURCE MANAGEMENT, Issue 6 2009
George S. Benson
Abstract This paper examines the characteristics of managers that influence their willingness to send employees on expatriate assignments. Data from 336 senior managers in a major U.S. professional services firm indicate that managers who are higher up in the organizational hierarchy are more willing to send employees on expatriate assignments. In addition, our findings show that managers who have more extensive international experience are more inclined to send employees on such assignments and that managers with expatriate experience themselves are much more willing to send their employees overseas, regardless of whether they currently work with international clients. © 2009 Wiley Periodicals, Inc. [source]

The comparative roles of home and host supervisors in the expatriate experience

HUMAN RESOURCE MANAGEMENT, Issue 1 2009
George S. Benson
Abstract This study investigates the impact of home and host supervisors on expatriate success. Using survey and archival data on 206 expatriates of a large U.S. professional services firm, we hypothesize that high-quality leader-member exchange (LMX) relationships with home and host supervisors have different outcomes. Relationships with host-country supervisors have greater influence on in-country and short-term outcomes, including adjustment and intentions to complete the assignment. Home-country supervisors, on the other hand, have a greater influence over expatriates' subjective fit with their jobs and longer-term perceptions of how the overseas assignment will impact their career. Using a separate survey of home and host supervisors at the same firm, we found that one reason that home and host supervisors infl uence expatriates differently may be because home supervisors are more likely to see professional development as a goal for expatriate assignments. © 2009 Wiley Periodicals, Inc. [source]

The Effect of Upward Feedback on Managerial Behavior

APPLIED PSYCHOLOGY, Issue 1 2004
Peter A. Heslin
Un feed-back de gratification a été donné par des subordonnés aux managers australiens d'une firme internationale de prestation de services. Dans cette recherche quasi-expérimentale, la perfomance au travail de ces managers, a pu être observée six mois plus tard par les subordonnés comme s'étant accrue par rapport à la performance initiale et à ceux obtenus par un groupe de comparaison. L'efficacité personnelle modère la portée de ces résultats suggérant qu'elle joue un rôle clé en déterminant des réactions comportementales au feed-back de gratification. L'orientation vers un but d'apprentissage fut corrélée de manière significative à leur performance subséquente. Upward feedback from subordinates was provided to Australian managers in an international professional services firm. The job performance of the managers in this quasi-experimental study was observed by subordinates to be significantly higher six months later, compared to both initial performance and subordinate ratings of a comparison group. Self-efficacy moderated this finding, suggesting that it plays a key role in determining behavioral reactions to upward feedback. The managers' learning goal orientation correlated significantly with their subsequent performance. [source]

Generational Characteristics and Their Impact on Preference for Management Control Systems

AUSTRALIAN ACCOUNTING REVIEW, Issue 3 2010
Emma Petroulas
Research indicates that different macro-socialisation results in systematic differences in generational characteristics, which may in turn result in different generational workplace preferences for management control systems (MCS). An exploratory study was undertaken of three generations (Baby Boomers, Generation X and Generation Y) and their MCS preferences in a large Australian professional services firm. The results found that each generation exhibited different characteristics and these differences are linked to specific generational MCS preferences for goal setting, performance evaluation, administrative controls and incentives. These findings have implications for MCS design that attracts, motivates and retains employees, improves organisational performance, and manages intergenerational conflict. [source]