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Article
Publication date: 1 July 1996

Nail A.H.K. Awamleh

Probes organizational commitment of civil service managers in Jordan. Employs descriptive, analytical and field survey methodologies. A specially‐designed questionnaire was…

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Abstract

Probes organizational commitment of civil service managers in Jordan. Employs descriptive, analytical and field survey methodologies. A specially‐designed questionnaire was distributed to 420 civil service managers in Jordan of which 293 have been returned and analysed. Explains that the study reveals a weak yet negative relationship between managers’ commitment and sex, age, education and length of service and a weak yet positive relationship between managers’ commitment and organizational level. Claims that the study reflects a relatively high level of commitment of civil service managers in Jordan. Recommends that more attention and recognition be given to the importance of commitment in Jordan’s civil service. Argues for the making of a strong connection between commitment, its measures and motivation and control systems in the civil service in Jordan.

Details

Journal of Management Development, vol. 15 no. 5
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 June 2002

Nail A.H.K Awamleh

The purpose of this study is to assess prospects for privatization in Jordan through a field survey of the attitudes of public officials in a sample of 24 public enterprises in…

1330

Abstract

The purpose of this study is to assess prospects for privatization in Jordan through a field survey of the attitudes of public officials in a sample of 24 public enterprises in Jordan. Among major findings of this study are: respondents expressed high level of conviction in the principle of privatization though their expectation of successful privatization in Jordan is lower than the level of conviction; and respondents selectively agreed on certain forms and fields of privatization in Jordan. That is, privatization is suitable in certain, but not all, sectors, enterprises and forms. The study recommends enterprise‐specific and gradual privatization on the basis of feasibility studies. It also recommends overall socio‐economic and administrative changes as well as democratization, stability and peace in the region.

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International Journal of Public Sector Management, vol. 15 no. 3
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 13 June 2016

Susan Shortland and Stephen J. Perkins

Drawing upon compensating differentials, equity theory, and the psychological contract, women’s voices illustrate how organisational policy dissemination, implementation and…

1307

Abstract

Purpose

Drawing upon compensating differentials, equity theory, and the psychological contract, women’s voices illustrate how organisational policy dissemination, implementation and change can lead to unintended assignee dissatisfaction with reward. Implications arise for organisational justice which can affect women’s future expatriation decisions. The paper aims to discuss these issues.

Design/methodology/approach

A qualitative case study methodology was employed. Reward policies for long-term international assignments (IAs) were analysed. In-depth semi-structured interviews were conducted confidentially with 21 female long-term assignees selected using stratified sampling, and with two managers responsible for international reward policy design/implementation.

Findings

Policy transparency is required. Women perceive inequity when allowances based on grade are distorted by family status. Women in dual career/co-working couples expect reward to reflect their expatriate status. Reward inequity is reported linked to specific home/host country transfers. Policy change reducing housing and children’s education are major causes of reward dissatisfaction.

Research limitations/implications

This case study research was cross-sectional and set within one industry. It addressed reward outcomes only for long-term IAs from the perspectives of women who had accepted expatriation in two oil and gas firms.

Practical implications

Reward policy should be transparent. Practitioners might consider the inter-relationship between policy elements depending on grade and accompanied status, location pairings, and the effects of policy content delivery to dual career/co-working couples.

Originality/value

This paper advances the field of IA reward by examining compensating differentials, equity and the psychological contract and takes these forward via implications for organisational justice. It identifies reward elements that support women’s expatriation and address their low share of expatriate roles, thereby fostering gender diversity. Future research themes are presented.

Details

Journal of Global Mobility, vol. 4 no. 2
Type: Research Article
ISSN: 2049-8799

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Article
Publication date: 1 December 2000

Priyanka Banerji and Venkat R. Krishnan

This study looked at the relationship between the four factors of transformational leadership – charisma, inspirational leadership, intellectual stimulation, and individualized…

6405

Abstract

This study looked at the relationship between the four factors of transformational leadership – charisma, inspirational leadership, intellectual stimulation, and individualized consideration – and the leader’s preference for unethical behavior. Five ethical scenarios – bribery, endangering the physical environment, lying, personal gain, and favoritism – were studied using a sample of 100 pairs of managers and subordinates from four multinational organizations in India. Relationships between the leader’s ethical preferences and three outcomes – followers’ willingness to put in extra effort, perceived effectiveness, and satisfaction – were also analyzed. Findings indicate that inspirational leadership is negatively related to the leader’s preference for bribery and favoritism, and intellectual stimulation is negatively related to preference for bribery. Charisma and individualized consideration are not related to the leader’s ethical preferences. Followers’ willingness to put in extra effort is also negatively related to the leader’s preference for bribery and favoritism. Results also suggest that organizational culture might moderate the relationship between transformational leadership and ethics.

Details

Leadership & Organization Development Journal, vol. 21 no. 8
Type: Research Article
ISSN: 0143-7739

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