The impact of technology on effective management has been profound in the past 20 years and has allowed for closer inspection and greater depth of detail in information than…
Abstract
The impact of technology on effective management has been profound in the past 20 years and has allowed for closer inspection and greater depth of detail in information than previously believed possible. We have the power to know more about the inner workings of our companies than ever before. However, new advances on the technological front have also contributed to a morass of data, statistics, and empirical measures that have left even the most astute managers searching for clear answers—while being deluged instead with more and more information.
Argues the need for banks to re‐create the “relationshipbanker”. Over the last 20 years development has been in makingacquisitions, centralization and specialization in order to…
Abstract
Argues the need for banks to re‐create the “relationship banker”. Over the last 20 years development has been in making acquisitions, centralization and specialization in order to obtain the full benefits of automation. Increasing competition has produced a glut of “lifestyle” advertising to segment customer bases, but these may be widely regarded as only cosmetic changes. Recommends the need to create a corporate culture based on satisfying or exceeding customer expectations. A centralized structure may still operate as a transmission‐and transaction‐processing “factory”; a parallel less cumbersome structure is needed to allow flexible and rapid response to customers′ needs. Discusses these in detail and embodies the latter in the old‐style branch manager.
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Neha Paliwal Sharma, Tanuja Sharma and Madhushree Nanda Agarwal
Performance management systems (PMSs) are critical for organizational success, but research is undecided on their constructive influence and the means through which they impact…
Abstract
Purpose
Performance management systems (PMSs) are critical for organizational success, but research is undecided on their constructive influence and the means through which they impact work engagement and turnover intention. This study aims to fill this gap by surmising psychological contract fulfillment as a mediator in the relationship between PMS effectiveness (PMSE) and employee outcomes.
Design/methodology/approach
The study uses a survey research design. Data were collected from 327 working professionals in India. The Statistical Package for Social Science Version 10.0 (SPSS 10.0) and the Analysis of Moments Structure (AMOS) 4.0 were used for data analyses.
Findings
The two-factor construct perceived PMSE was found to explain a larger variance in work engagement and turnover intention than the separate measures for its constituents PMS accuracy (PMSA) and PMS fairness (PMSF). Psychological contract fulfillment and work engagement were found to mediate the relationship between PMSE and turnover intention.
Research limitations/implications
The study broadens the field of research on PMS in important ways. It demonstrates that the two-factor construct PMSE has a larger influence on employee outcomes in comparison to its constituent individual measures PMSA and PMSF. This is also the first study to suggest that in contrast to PMSF, PMSA explains a higher variance in employee outcomes.
Practical implications
This study validates the strong relationship between PMSE and key employee outcomes. Besides PMSF, managers can use the findings of this study to focus on the “right things” or accuracy in the PMS context to enhance work engagement and reduce turnover.
Social implications
The study findings will have value everywhere owing to the diffusion and convergence in the human resource management practices of multinational firms irrespective of their contexts (Ananthram and Nankervis, 2013).
Originality/value
Earlier PMS studies have mostly been limited to either its fairness or accuracy and attended unduly to its appraisal element. This study adopts a systems vision of PMS and overcomes earlier drawbacks by investigating the role of both PMSA and PMSF in shaping employee outcomes. This is the first study to empirically confirm that in contrast to PMSF, the PMSA constituent of PMSE explains a higher variance in employee outcomes. The study provides greatly essential pragmatic support to the conjecture that PMSs advance work engagement (Mone and London, 2014; Gruman and Saks, 2011) and lower turnover intention (Kwak and Choi, 2015).
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Despite the potential for research institutes to advance interdisciplinary research on university campuses, There have been few studies on how interdisciplinary research centres…
Abstract
Purpose
Despite the potential for research institutes to advance interdisciplinary research on university campuses, There have been few studies on how interdisciplinary research centres integrate multiple disciplines in practice, how they influence the collaborative behaviours of scientists and how they establish collaborative communities. This study aims to provide a deeper understanding of how interdisciplinary research is being enabled at research institutes and offers signposts for how research institutes can further embed interdisciplinarity within their units.
Design/methodology/approach
Within this study, 30 interviews were conducted with leadership and faculty within 4 sustainability research institutes in the USA exploring how research institutes support interdisciplinary research within their units. A thematic analysis on the interview data revealed themes on how research institutes are enabling interdisciplinary research within their organisations and universities.
Findings
The study highlights eight themes on how research institutes are, and can further, enable interdisciplinary research within their organisations and universities. Some of the themes are fully implemented within the research institutes, whilst others are more aspirational and highlight where institutes can create additional capability and capacity for interdisciplinary research within their units and universities.
Research limitations/implications
Whilst the study is limited to four major sustainability research institutes the findings will be applicable to all research centres and institutes attempting to create interdisciplinary research environments.
Practical implications
The study will be of particular interest to research institutes and university leadership who wish to cultivate a deeper culture of interdisciplinary research within their organisations.
Social implications
The advancement of inter- and transdisciplinary research within universities are seen by many academic institutions, expert groups and funding bodies as essential for solving wicked problems and grand challenges facing society. The findings of this paper will help universities increase their capacity for interdisciplinary research.
Originality/value
There are few comparable publications in terms of methodology, approach and focus on research institutes.