Makoto Matsuo, Kohei Arai and Takami Matsuo
The purpose of this paper is to investigate the direct and indirect effects of managerial coaching on critical reflection mediated through learning goal orientation.
Abstract
Purpose
The purpose of this paper is to investigate the direct and indirect effects of managerial coaching on critical reflection mediated through learning goal orientation.
Design/methodology/approach
The authors conducted a questionnaire survey of 169 employees in 53 teams at an IT firm in Japan. The data were examined using multi-level analyses.
Findings
Managerial coaching has a direct positive effect on critical reflection, and the relationship is mediated by learning goal orientation.
Research limitations/implications
The characteristics of the sample may limit the generalization of the findings. Future research should verify the model in other industries and countries.
Practical implications
The organizations should note that managerial coaching is useful not only for facilitating employees’ problem-solving but also for enhancing their critical reflection. It should also be noted that employees can reflect critically on their beliefs and work routines when they have learning goals.
Originality/value
Although few quantitative studies have investigated the determinants of critical reflection, the present research reveals the overlooked functions of managerial coaching in promoting employees’ learning.
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Makoto Matsuo, Takami Matsuo and Kohei Arai
Although middle managers play important roles in forming strategies and generating innovation, few studies have explored the influence of management control systems (MCS) on…
Abstract
Purpose
Although middle managers play important roles in forming strategies and generating innovation, few studies have explored the influence of management control systems (MCS) on employees’ behaviors or performance at the middle-management level. The purpose of this study is to examine the effect an interactive use of MCS has on individual performance at the unit level.
Design/methodology/approach
A longitudinal, multisource and multilevel survey was conducted among 373 nurses in 20 units at a Japanese public hospital.
Findings
The multi-level analyzes indicate that middle managers’ interactive use of MCS has a direct and indirect positive influence on individual performance, through proactive behavior, as well as through psychological empowerment and, subsequently, through proactive behavior.
Research limitations/implications
As the present study collected data from nurses at a Japanese hospital, it is necessary to conduct research in other countries using different occupations to verify the findings.
Practical implications
Organizations need to be aware that the interactive use of MCS can be an effective tool for empowering and motivating employees.
Originality/value
The present study contributes to the literature by clarifying the mechanisms of how the interactive use of MCS influences employees’ psychological and behavioral outcomes at the middle-management level.
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Kohei Arai, Hirotsugu Kitada and Keisuke Oura
This study aims to investigate the relative weight of financial and non-financial performance measures used to evaluate production managers (such as shop floor managers or…
Abstract
Purpose
This study aims to investigate the relative weight of financial and non-financial performance measures used to evaluate production managers (such as shop floor managers or foremen) in a modern manufacturing setting.
Design/methodology/approach
Using survey data from Japanese factories, the paper examines the association between the choice of profit, cost, and non-financial performance measures with two characteristics of manufacturing systems: interdependence and multi-tasking.
Findings
The results indicate that interdependence has a significant and positive association with the importance of profit information, while multi-tasking is associated negatively with the importance of profit information, and positively with non-financial information for performance evaluation.
Originality/value
In recent years, a significant shift has been observed in Japanese production management with many companies now focusing on profit information instead of cost information. For example, the past studies show that large Japanese manufacturing companies are now using micro-profit centres and include profit information when evaluating factories. However, little empirical evidence is available on performance measurement at the shop floor foreman level, and even less is known about the importance of profit information in the evaluation of these lower level managers.
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This study uses the preventive-appraisal-failure (PAF) model to investigate the quality-cost behavior of call centers specializing in customer support, complaint handling and…
Abstract
Purpose
This study uses the preventive-appraisal-failure (PAF) model to investigate the quality-cost behavior of call centers specializing in customer support, complaint handling and other telephone-based customer-service operations.
Design/methodology/approach
This study conducted a mail questionnaire survey among call center companies in Japan and analyzed the quantitative data of 37 valid responses. Factors were derived from observed variables obtained through the survey using exploratory factor analysis.
Findings
The study found that prevention costs exhibited a trade-off with external-failure costs. Also, appraisal costs demonstrated a positive correlation with internal-failure costs and acted as the indicators of internal failure. Supervisory control impacted both external and internal-failure costs. A positive relationship between internal and external-failure costs was suggested for the management of the quality cost of call centers.
Research limitations/implications
This study has three limitations: the representativeness of the sample, the validity of the questions developed by the author and the need for additional qualitative research. Future research should explore the management of service-quality costs in call centers.
Practical implications
This study recommends reducing prevention costs that increase external-failure costs and increasing prevention costs that reduce external-failure costs. Additionally, enhancing supervisor management can mitigate external and internal-failure costs.
Originality/value
This study is the first to identify the relationship between quality and cost behaviors in call centers within the context of service studies, where quality-cost management has been underexplored.