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Article
Publication date: 21 February 2022

Angeli Gawlik, Martin Boss and Jens Kleinert

Although the health hazards of truck drivers are well known, only few studies address the health status of this occupational group. The purpose of this empirical research paper is…

190

Abstract

Purpose

Although the health hazards of truck drivers are well known, only few studies address the health status of this occupational group. The purpose of this empirical research paper is to evaluate the effects of motivational and volitional coaching on workplace physical activity (WPA) with the provision of a vehicle-integrated fitness device.

Design/methodology/approach

Intervention group 1 and intervention group 2 received motivational coaching to improve behavioral internalization. Intervention group 2 received additional volitional coaching to increase physical activity (PA)-related self-efficacy. The control group received only the vehicle-integrated fitness device to perform WPA, as did both intervention groups. Internalization and PA-related self-efficacy were collected four times. WPA was assessed weekly.

Findings

All 140 participating truck drivers were consistently physically active for an average of 85 min (SD = 85.2 min) during motivational coaching, 76 min (SD = 65.0 min) during volitional coaching and 71.0 min (SD = 63.5 min) during follow-up, with no differences found between groups. Variance analyses for repeated measures revealed no intervention effects on WPA, internalization and self-efficacy, and internalization and self-efficacy did not prove to be mediators of increased WPA.

Originality/value

The primary goal of increasing WPA of all participants was achieved, but the present form of coaching cannot be confirmed as a successful strategy. Nevertheless, the results are valuable and could be an impetus for further research on WPA promotion in truck drivers as the creation of an opportunity with the vehicle-integrated fitness device alone led to an increased WPA.

Details

International Journal of Workplace Health Management, vol. 15 no. 2
Type: Research Article
ISSN: 1753-8351

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Article
Publication date: 1 May 1996

Martin Fojt

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good…

9298

Abstract

Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..

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Management Decision, vol. 34 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 29 November 2019

Anthony Flynn

This paper aims to examine how firms react to the loss of a major government contract. Reactions to contract loss are yet to be properly studied in public procurement.

147

Abstract

Purpose

This paper aims to examine how firms react to the loss of a major government contract. Reactions to contract loss are yet to be properly studied in public procurement.

Design/methodology/approach

The hypothesis is that contract loss triggers a five-stage grieving process, as predicted by the Kubler-Ross model. The hypothesis is tested using the recent UK passport contract in which the British supplier, De La Rue, lost to the Franco-Dutch supplier, Gemalto. Secondary data from corporate publications, news reporting, parliamentary debates and trade union press releases is used to compile the case.

Findings

The findings show that De La Rue and its supporters passed through the five stages of grief in response to their loss. De La Rue initially exhibited denial by vowing to appeal the decision. Next came anger directed at the UK Government. An attempt to bargain was made during the standstill period. Depression set in after De La Rue admitted it would not appeal. Finally, acceptance was indicated by De La Rue pursuing new opportunities in the product authentication market.

Research limitations/implications

The study is based on a single case. Further case research is warranted to test the external validity of the results.

Practical implications

By debriefing unsuccessful bidders and listening to their viewpoint, public buyers can help to assuage the anger that accompanies contract loss.

Social implications

Elected representatives, the media and civic society groups have vested interests in the outcome of contract competitions. Moreover, they use their agency in pursuit of their own interests, whether through political bargaining, lobbying or editorials.

Originality/value

The paper demonstrates that the Kubler-Ross model of grieving has utility for understanding reactions to loss in a public procurement context.

Details

Journal of Public Procurement, vol. 20 no. 1
Type: Research Article
ISSN: 1535-0118

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Article
Publication date: 1 October 2005

Thomas Klikauer

Aims to test Walton and McKersie’s theory on labour negotiations, specifically in the case of German car manufacturers.

2382

Abstract

Purpose

Aims to test Walton and McKersie’s theory on labour negotiations, specifically in the case of German car manufacturers.

Design/methodology/approach

The research is based on interviews with industrial actors in Germany’s car industry – an empirical case study.

Findings

The article explains the structural force behind the managerial drive towards production. While German managers act at an enterprise level, a structural force has been responsible for the success of Germany’s post‐WW II manufacturing. Germany’s collective bargaining structure removed wage and working‐time bargaining from local management and opened four managerial options: production, productivity, innovation, and quality. This structure forced management to focus on these four options because they lie within the realm of management prerogative. The article explains how structural divisions between intra‐enterprise level arrangements and extra‐enterprise level collective bargaining at a conceptual level can best be understood.

Originality/value

Argues that a regional and industry collective bargaining structure has supported the success of a competitive car industry in Germany.

Details

Employee Relations, vol. 27 no. 5
Type: Research Article
ISSN: 0142-5455

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Book part
Publication date: 10 June 2015

Anthony C. Klotz and Ryan D. Zimmerman

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how…

Abstract

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

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Article
Publication date: 1 March 1986

Manuel London

Many of the situational factors affecting career motivation are under the boss's control. The perception of several bosses of their role in management development in two companies…

346

Abstract

Many of the situational factors affecting career motivation are under the boss's control. The perception of several bosses of their role in management development in two companies is examined. The cases are derived from interviews with bosses of young first‐line managers. Interviews were also conducted with one subordinate of each boss. Company A did not have a management development programme, company B did. The boss's role in a subordinate's management development should be viewed in relation to the career development policies and programmes of the organisation. He or she can have a positive effect on career motivation even in an environment which is not conducive to career development. Boss training should focus on how to enhance subordinates' career motivation by encouraging individual contribution and personal growth. Bosses should be evaluated on the attention they give to subordinate career development.

Details

Journal of Management Development, vol. 5 no. 3
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 2 November 2018

Mohammed Rahman and Adam Lynes

The purpose of this paper is to discuss the nature and extent of violent practice in the motorcycle underworld. It does this by considering the murder of Gerry Tobin, and then…

320

Abstract

Purpose

The purpose of this paper is to discuss the nature and extent of violent practice in the motorcycle underworld. It does this by considering the murder of Gerry Tobin, and then uses the biography of the founding member of the Hell’s Angels motorcycle club (HAMC) for a critical analysis. The authors are interested in understanding the role of masculine honour and collective identity, and its influences in relation to violence – namely, fatal violence in the motorcycle underworld. The authors argue that motorcycle gangs are extreme examples of what Hall (2012) considers “criminal undertakers” – individuals who take “special liberties” often as a last resort.

Design/methodology/approach

The methodological approach seeks to analyse the paradigm of “masculine honour”, and how the Outlaws MC (OMC) applied this notion when executing the seemingly senseless murder of Gerry Tobin. So too, the author triangulate these findings by critically analysing the biography of the founding member of the Californian chapter of the HAMC – Sonny Barger. Further to this, a case study inevitably offers “constraints and opportunities” (Easton, 2010, p. 119). Through the process of triangulation, which is a method that utilises “multiple sources of data”, the researcher can be confident that the truth is being “conveyed as truthfully as possible” (Merriam, 1995, p. 54).

Findings

What is clear within the OB worldview is that it can only be a male dominant ideology, with no allowance for female interference (Wolf, 2008). Thus, Messerschmidt’s (1993) notion of “hegemonic masculinity” fits the male dominated subcultures of the HAMC and OMC, which therefore provides the clubs with “exclusive” masculine identities (Wolf, 2008). For organisations like the HAMC, retaliation is perceived as an alternative form of criminal justice that is compulsory to undertake in order to defend their status of honour and masculinity.

Originality/value

Based on our understanding, this is the first critical think piece that explores a UK case of homicide within the context of the motorcycle underworld. It also provides a comprehensive understanding of violent practice with the motorcycle underworld from criminological and sociological perspectives. This paper will inform readers about an overlooked and under researched underworld culture.

Details

Journal of Criminological Research, Policy and Practice, vol. 4 no. 4
Type: Research Article
ISSN: 2056-3841

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Book part
Publication date: 22 November 2018

Erik Monsen and Alan D. Boss

To innovatively address challenges faced by corporate entrepreneurship (CE) in this modern age of globalization and digitalization, this chapter takes a fresh look at questions of…

Abstract

To innovatively address challenges faced by corporate entrepreneurship (CE) in this modern age of globalization and digitalization, this chapter takes a fresh look at questions of learning and leadership from the perspective of organization development (OD), a field that has long studied questions of planned and emergent change. This alternate perspective adds to our knowledge and understanding of the role of individuals and teams in CE and presents opportunities to integrate learning and leadership. In particular, the OD literature provides us with multilevel measurement methods and tools to better analyze the employee and team level-of-analysis. As a result, these insights should enable us to better explain the interaction between CE strategic orientation and the performance of corporate venturing employees and teams, as well as the progress of organizational strategic renewal and market (re)creation efforts.

Details

The Challenges of Corporate Entrepreneurship in the Disruptive Age
Type: Book
ISBN: 978-1-78754-443-7

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Article
Publication date: 9 February 2015

Christopher Jay Roussin

Large numbers of older workers are remaining in the global workforce, raising questions concerning age-related differences in perception and behavior. The purpose of this paper is…

1426

Abstract

Purpose

Large numbers of older workers are remaining in the global workforce, raising questions concerning age-related differences in perception and behavior. The purpose of this paper is to examine the interplay between employee age, gender and ethnicity on benevolence perceptions of new co-workers.

Design/methodology/approach

Data were obtained through scenario methods from a sample of 215 full-time, team-based employees across nine North American business organizations. Participants evaluated three provocative scenarios depicting initial meetings with new colleagues.

Findings

Workers of greater age perceived significantly less benevolence in all three scenarios. In evaluating a new boss, women perceived lower benevolence than men, and gender moderated the relationship between age and perceived benevolence, where aging was associated with significantly lower levels of perceived benevolence only among men.

Research limitations/implications

Deeper understandings are needed concerning the behavioral and cognitive mechanisms related to age and workplace perceptions.

Practical implications

Older employees, guided by experience, are skeptical of the intentions of a wide variety of newly acquainted colleagues, signaling organizational leaders to customize behaviors and develop programs to encourage awareness and positive relationships across age- and gender-diverse employee groups.

Originality/value

This research uniquely explores age influences, and interactions with gender and ethnicity, on benevolence perceptions of diverse new coworkers. The results are robust, considering that age was related to lower benevolence perception across three disparate scenario interpretations.

Details

Journal of Managerial Psychology, vol. 30 no. 1
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 30 April 2018

Izabela I. Szymanska and Beth A. Rubin

This research aims to investigate the differences in evaluations of job performance between male and female managers by those managers’ immediate bosses and peers.

3521

Abstract

Purpose

This research aims to investigate the differences in evaluations of job performance between male and female managers by those managers’ immediate bosses and peers.

Design/methodology/approach

Drawing on gender structure theory, along with ideas about status characteristics, the authors use hierarchical regression to test the hypotheses that male and female bosses and peers deferentially evaluate the male and female manager’s global job performance. The authors hypothesize significant two-way interactions (gender of the manager by gender of evaluator) in predicting a manager’s job performance.

Findings

The results suggest that while male peers rate female managers’ job performance significantly lower than that of male managers, female peers do not discriminate between genders in their performance evaluations. Also, managers’ bosses were found not to discriminate between genders of their subordinates.

Research limitations/implications

The limitations of this study have to do primarily with the data. While the data are rich on some dimensions, they are weak on others, especially with regard to the detail about the jobs the respondents did, detailed level of familiarity with the evaluated managers, as well as racial background. The data also do not provide information on the different facets of job performance, the evaluation of which could potentially be impacted by managerial gender; this study is focused exclusively on global job performance.

Practical implications

The authors discuss various theoretical explanations of this pattern of results, as well as its possible influence on female managers’ careers. Although the effect size of the negative bias that male peers exhibit toward female managers is relatively small, it may be argued that lower performance assessments can accumulate over years in multiple job evaluations, negatively affecting the career of female leaders.

Originality/value

The evaluations supplied by different organizational members gain importance with the increased use of 360-degree feedback instruments not just for developmental but also for the job performance appraisal purposes. While the job evaluations of managers’ bosses have been investigated in the past with regard to the possible gender bias, this study provides the first known to the authors’, evidence. Also, this study points to a direct bias in performance assessments, rather than a potentially more subtle, non-performance-based bias that affects the disparities in wages and promotions of female managers. Thus, this study helps to fill a significant gap in the literature on organizations and it may have practical implications for the advancement of female managers. In addition to this contribution, this study also provides data that may be useful in resolving the ongoing debate whether female bosses act more as cogs in the machine or as change agents in organizations.

Details

Gender in Management: An International Journal, vol. 33 no. 4
Type: Research Article
ISSN: 1754-2413

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