bluuebunny/crossref_metadata_2025_split huggingface dataset:
The relationship between job satisfaction and demographic variables for healthcare professionals
Authors: Kavanaugh Joe , Duffy Jo Ann , Lilly Juliana 
Published: July 2006

PurposeThe study aims to examine the association between job satisfaction and demographic variables, such as years in profession, of healthcare professionals in an in‐patient rehabilitation hospital setting.Design/methodology/approachA total of 128 employees were surveyed using a 47‐item opinion survey to assess demographic variables and overall job satisfaction, as well as nine facets of job satisfaction.FindingsThe findings indicate that years in profession (professional experience) is associated with job satisfaction in a defined pattern.Research limitations/implicationsThese findings need to be tested in other professional groups where plateauing is common. The results are limited by the use of a convenience sample, relatively small sample size, some categorical data that restricted the forms of analysis, and the fact that only demographic variables were examined. The use of continuous measures and broadening the study to include other organizational variables and personal variables would provide more robust results.Practical implicationsThe paper suggests a two‐tier program of coaching and mentoring to address issues in job motivation, which may lead to increased job satisfaction and retention of health care professionals.Originality/valueDrawing from earlier literature, strategies such as mentoring and coaching are proposed for moderating the negative effect of plateauing on satisfaction. The value of the paper is the identification of a pattern in the motivation of plateaued employees and the application of previous findings about coaching and mentoring that may address issues of employee motivation and retention.
Strategic planning in smaller enterprises – new empirical findings
Authors: Kraus Sascha , Harms Rainer , Schwarz Erich J. 
Published: July 2006

PurposeTo analyze the performance implications of essential elements of strategic planning (time span, formalization, frequency of control, and use of planning instruments) in smaller enterprises in a simultaneous way.Design/methodology/approachThe main methods being used for this article were a thorough review of literature for the development of hypotheses and a logistical regression analysis for the empirical evaluation. The study is based on a representative sample of small Austrian enterprises (n = 290).FindingsPlanning formalization has a positive and highly significant impact on the probability of belonging to the group of growth firms, whereas other aspects of strategic planning (time horizon, strategic instruments, and control) did not contribute to performance.Research limitations/implicationsEmployee growth has been used as an indicator for firm performance. Other indicators (e.g. sales growth, profitability, and subjective evaluation of the entrepreneur) might be used to draw a more detailed picture. Additionally, dichotomizing the dependent variable has some weaknesses. Furthermore, only a limited number of industry categories have been controlled for.Practical implicationsPractitioners might want to emphasize formal strategic planning in order to enhance the probability of performance. Also, they might want to regard the business plan as a management and learning tool rather than as a pure means to generate funding.Originality/valueThis paper is the first to analyze different dimensions of strategic planning in small firms simultaneously. Additionally, it is one of only very few studies outside of the Anglo‐American realm, which might be a help especially for European SMEs (small and medium‐sized enterprises).
The utilization of part‐time and casual work for managers, professionals, general and administrative staff in large Australian organizations
Authors: Nesbit Paul L. 
Published: July 2006

PurposeIn recent years, organizations have responded to calls for greater labor flexibility with increased use of non‐standard work arrangements such as part‐time and temporary/casual employment. The purpose of this paper is to offer a better understanding of the nature and use of non‐standard work arrangements within Australian organizations.Design/methodology/approachThis paper reports upon a study of 122 organizations in 2003 of the extent of their use of non‐standard work arrangements across a range of employee groups – managerial, professional, general and administrative staff. These data are also examined in terms of their relationship to the gender in these non‐standard roles.FindingsThe study shows that non‐standard work appears at all levels of these organizations but is concentrated within the administrative and general work categories. Part‐time work dominates the use of non‐standard work for all work categories except general staff. The data shows the feminization of non‐standard work with females dominating in all non‐standard roles irrespective of occupational category, or type of non‐standard condition. Females held 16 per cent of managerial roles in these organizations but there was decreasing representation of women within management as the level increased from supervisory to senior managers.Research limitations/implicationsLimitations of the study reflect its descriptive focus which permits only the speculative assessment of patterns of non‐standard employment observed. Further qualitative research is recommended to develop and refine understanding of drivers of observed patterns and longitudinal analysis could examine the changing nature of the patterns observed.Originality/valueThe paper presents empirical evidence for the use of non‐standard work across a variety of work categories and highlights the heterogeneity of non‐standard work.
A pragmatic approach to management accounting research: a research path
Authors: Lefley Frank 
Published: July 2006

PurposeThis paper traces an eight‐year journey along a research path in identifying the need for conception, development, and pragmatic evaluation of a new capital investment appraisal model – the financial appraisal profile (FAP) model. In many cases, existing research in developing new financial models is limited to theoretical conception rather than testing of these models in the real world. This papers sets out to address that issue.Design/methodology/approachThe research methodology draws heavily on philosophical pragmatism. The paper traces a clear path, starting from the firm foundation of earlier studies, questionnaire feedback from presentations of the model, and two case studies.FindingsThe three‐stage pragmatic evaluation of the FAP model establishes the support for the model in both the academic and practical world.Research limitations/implicationsAlthough the first two stages in the evaluation of the model may be susceptible to systemic bias, the final evaluation in practical application of the model provides credible evidence for its pragmatic support.Practical implicationsIt is hoped that this paper will encourage other researchers to be more pragmatic in their research methodology and that practitioners will find the FAP model more effective than their existing capital investment appraisal methods/procedures.Originality/valueThe pragmatic diversity of the research methodology presented in this paper gives management accounting researchers’ an insight into one particular researcher's approach to such a complex issue.
The relationship between legislation and industrial practice
Authors: Moore Sian 
Published: July 2006

PurposeThe paper sets out to ask whether the existence of a statutory model of collective bargaining has influenced the scope and depth of bargaining following voluntary trade union recognition.Design/methodology/approachThe paper is largely based on a telephone survey of 101 employer representatives, commissioned by the Department of Trade and Industry (2000). The survey was based on a sample of 213 voluntary trade union recognition agreements concluded between 1998 and 2002. The paper also draws on a textual analysis of 213 voluntary recognition agreements and refers to nine in‐depth case studies.FindingsIn this paper the research found evidence of dynamic relationships following recognition and in the majority of cases there has been collective bargaining on the core issues of pay, hours and holiday. There was less likely to have been negotiation over the non‐core issues of pensions, equal opportunities and training. There are clear differences between employers' reports of the nature of discussions with the union and what was set out in the written recognition agreements. The fact that a proportion of voluntary agreements have been formally limited to the core issues suggests the influence of the law in shaping both the scope and depth of voluntary recognition (and subsequent practice).Research limitations/implicationsThe analysis in this paper is based on employer perceptions of the bargaining process; clearly bargaining also reflects union aspirations. Further case studies based on workplace bargaining would illustrate this dynamic process.Originality/valueThe paper offers the first analysis of bargaining following voluntary recognition and assessment of the impact of the Employment Relations Act 1999.
Improving working lives: flexible working and the role of employee control
Authors: Hall Laura , Atkinson Carol 
Published: July 2006

PurposeThe purpose of this paper is to investigate employee perceptions of the flexibility they utilize or have available to them in an NHS Trust and relate these perceptions to the concept of control.Design/methodology/approachThe paper adopts a constructivist approach and uses semi‐structured interviews, allowing employees, in their own way, to explain what flexibility policies, and practice mean to them. The paper conducted 43 interviews and one focus group across five directorates, to include a range of staff levels and job types.FindingsThe findings in this paper show that informal rather than formal flexibility was more widely used and valued; and that, although staff needed to be proactive to access formal flexibility, some staff did not see formal flexibility as relevant to themselves; and informal flexibility generated an increased sense of employee responsibility. Uses the perspective of employee control over their working lives, in order to interpret the impact of flexible working.Research limitations/implicationsThe paper shows that these findings may be context‐specific, and further investigation of informal flexible working is needed in different settings.Practical implicationsThis paper shows that organizations need to communicate flexibility well, and train their managers' adequately but, critically, they need to understand what different forms of flexibility mean to employees, and how they are valued.Originality/valueThe paper shows the prevalence and value of informal flexible working, and its potential. Uses the concept of control to explain why different individuals value different forms of flexible working differentially.
Procedures as a way of handling capability problems in the teaching profession and implications for more general application
Authors: Torrington Derek 
Published: July 2006

PurposeThe paper aims to describe research, commissioned by the UK Department of Education and Skills, on the effectiveness of procedures to improve performance by unsatisfactory schoolteachers.Design/methodology/approachResearch was conducted first by telephone interviews with a sample of local authorities in the UK to understand the scale of procedure usage. This provided a large and representative selection of authorities, which differed geographically, by size and by socio‐economic characteristics. In total, 56 case studies were then carried out in schools where procedures had been used.FindingsThe paper finds that the procedure usage was very low. In some authorities there had not been any cases at all and there was widespread reluctance to adopt the approach that procedures were seen to embody: legalistic, bureaucratic and “lacking the human touch”. Case studies consistently showed ineptitude in handling procedures and frustration that they took so long. The findings were reviewed against the background of the large literature on employment law and human resource management, as that was the type of expertise that the research sponsors wished to deploy. Further reference was made to the literature on school leadership as well as to the concept of emotional labour.Originality/valueThe value of the work in this paper is to show how reluctant both managers and employees are to enter procedures and to show how some of this reluctance may be overcome. The research sadly uncovered very little good practice in schools, although some local authorities had excellent HR practitioners.
Does emotional intelligence – as measured by the EQI – influence transformational leadership and/or desirable outcomes?
Authors: Brown F. William , Bryant Scott E. , Reilly Michael D. 
Published: July 2006

PurposeThis study aims to examine the possibility of relationships between and among emotional intelligence (EI), leadership, and desirable outcomes in organizations.Design/methodology/approachUsing a sample of 2,411 manufacturing workers, engineers, and professional staff, the study empirically examined the impact of EI, as measured by Bar‐On's Emotional Quotient Inventory (EQI), on organizational outcomes; the well documented ability of transformational leadership to predict those outcomes, and the relationship between EI and transformational leadership.FindingsThe results confirm previous studies of the extraordinary effectiveness power of transformational leadership in predicting organizational outcomes. However, in this study no support was found for hypothesized relationships between EI and desirable outcomes or a significant relationship between EI and transformational leadership.Originality/valueEI may be a useful concept in understanding leadership and social influence; however, unlike previous studies no indication was found that EI as operationalized and measured by the EQI is of particular value in that exploration.
Exploring the implications of vision, appropriateness, and execution of organizational change
Authors: Cole Michael S. , Harris Stanley G. , Bernerth Jeremy B. 
Published: July 2006

PurposeThe purpose of this paper was to examine the interaction effects of managers' perceptions of the supporting vision clarity, appropriateness, and execution of a major organizational change on their job satisfaction, organizational commitment, turnover intentions, and role ambiguity.Design/methodology/approachData were collected from upper and middle‐level managers of a Fortune 500 US manufacturer and maker of consumer goods involved in a large organizational change initiative. A survey was completed by 217 managers, for a response rate of 89 percent. Change attitudes, job satisfaction, organizational commitment, turnover intentions, role ambiguity, and control variables were all assessed.FindingsA three‐way interaction between change vision clarity, change appropriateness, and change execution was found to predict managers' job satisfaction, turnover intentions, and role ambiguity.Research limitations/implicationsThe study relied on self‐reports collected at one point in time, allowing for the possibility of common method bias. The complex, nonlinear relationships indicate that method bias cannot fully account for the reported relationships.Practical implicationsStudy results illustrate that the individual experience of major change is multifaceted and that simultaneously considering the combined effects of individual's change attitudes including readiness (in the form of believing a change is needed and appropriate) and the perceived effectiveness of the change execution on key job‐related outcomes can help practitioners understand more fully the implications of organizational change.Originality/valueThe findings lend support to the notion that individual's sentiments concerning organizational change are interactive and should not be ignored.
How emotional is transformational leadership really?
Authors: Küpers Wendelin , Weibler Jürgen 
Published: July 2006

PurposeThis paper seeks to investigate the significance of emotions in transformational leadership (TL), particularly the explicit and implicit coverage of emotional dimensions and emotional intelligence (EI) competencies within the specific components of TL. The goal is to contribute an extension to the concept of TL.Design/methodology/approachSystematically, the paper reveals the coverage and emotional ties of TL as operationalised through the Multifactor Leadership Questionnaire (MLQ). For analysing the emotional quality of the MLQ an interpretative method is used. This hermeneutic and qualitative investigation shows which emotions, respectively dimensions, functions and effects of emotions are entailed in the specific components. Then, based on a comparison of a refined EI framework, EI competencies are related to specific dimensions of TL.FindingsThe interpretative analysis shows that the TL and the MLQ have not integrated emotions and emotional competencies systematically. Facing conceptual deficits and various omissions, the paper proposes that emotions and emotional competencies should be reconsidered more comprehensively in the debate surrounding TL and its corresponding instruments.Research limitations/implicationsThe paper is limited in using only the MLQ as a reference point for TL and Goleman's EI framework. Other instruments for measuring TL and EI might reveal different results. Research implications with regard to methodology and contents for future research are outlined.Practical implicationsPractical implications for reducing the identified weaknesses in integrating emotions into TL are offered.Originality/valueThe paper offers important clarifications and reasons for a necessary extension of TL. It shows systematically the deficits concerning the neglected emotional dimensions in TL and opens up perspectives for integrating them. With this it is contributing to the advancement of the conventional leadership discourse and research on TL in particular.
Managing aggression in organizations: what leaders must know
Authors: Olson Bradley John , Nelson Debra L. , Parayitam Satyanarayana 
Published: July 2006

PurposeThe paper aims to incorporate a sensemaking framework that augments research on organizational justice and aggression.Design/methodology/approachSensemaking is used as a basis for designing an aggression model. Organizational justice and attribution theory are key components of sensemaking triggers. In addition, the model includes both organizational and personal influences on the sensemaking process. Finally, information processing theory provides explanations as to the importance of retrospect in sensemaking.FindingsThe sensemaking framework: presents the workplace antecedents of the sensemaking process; specifies the sensemaking triggers that provoke aggressive responses; identifies the individual and organizational factors that affect both the sensemaking triggers and the link between triggers and aggressive behaviors; and incorporates a full range of aggressive behaviors (e.g. violence, verbal abuse, or refusal to return telephone calls) that occur in organizations.Practical implicationsThe paper proposes that by taking a sensemaking perspective, leaders can understand and proactively manage aggressive behavior in the workplace.Originality/valueThis paper provides a comprehensive aggression model that can assist both researchers and practitioners regarding the sensemaking process and its role in workplace aggression.
Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment
Authors: Scott‐Ladd Brenda , Travaglione Anthony , Marshall Verena 
Published: July 2006

PurposeRegulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time.Design/methodology/approachStructural equation modeling was used to examine longitudinal, matched sample data for causal inferences.FindingsThe paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation.Research limitations/implicationsThe use of quantitative, self report data, small samples and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred.Practical implicationsAlthough participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety.Originality/valueThe paper examines inferred causality within a participative decision‐making framework and addresses the previously neglected need for multi‐site and longitudinal studies.
Working on the positive emotional attractor through training in health care
Authors: Dyck Loren R. , Caron Aleece , Aron David 
Published: July 2006

PurposeThe aim of this paper is to link complexity theory to the intentional change process by examining the role of emotional attraction. A research study currently underway on intentional change theory (ICT) in a healthcare context is presented.Design/methodology/approachThis paper uses the concept of “attractors” from complexity theory to suggest that emotion affects the process of intentional change in different ways dependent upon whether the emotion is positive or negative. Determination of the emotion in this way proposes the existence of either a positive emotional attractor (PEA) or a negative emotional attractor (NEA). The paper discusses positive psychology's perspective on the differential impacts of positive and negative emotion. The paper also outlines an ongoing research project at a Veterans Affairs Medical Center which examines the concept of PEA and its effect on diabetes self‐management as well as its consequent role in improved health.FindingsA review of the literature and subsequent development of hypotheses and the conceptual model, indicate education for chronically ill adults must be purposeful and directed toward a self‐perceived need for personal change; include their own disease experience; allow them to become active participants in learning; and lastly, the learning process should be considerate of individual cognitive ability.Originality/valueICT could address the needs of chronically ill patients as its focus is a self‐directed journey to personal change and learning. The potential of ICT is enormous given that diabetes is a national problem that has reached epidemic proportions.