Yew Kwan Tong and Richard D Arvey
While advancements in theory have helped illumine the complex workings of today’s organization, little is said on the practical implications for managers in terms of their role…
Abstract
Purpose
While advancements in theory have helped illumine the complex workings of today’s organization, little is said on the practical implications for managers in terms of their role and behavioral style. The purpose of this paper is to illustrate how a behavioral diagnostic tool – the Competing Values Framework (CVF; Quinn and Rohrbaugh, 1983) – can be utilized to develop managers in the behavioral skills needed to stay relevant and effective amid new organizational realities.
Design/methodology/approach
The conceptual anchor of this paper is in complexity theory. The authors conducted a literature search for articles on complexity theory in selective management journals, and reviewed them to extract key lessons for effective managerial behavior.
Findings
Three behaviors found to be central to managing complexity were: enabling, sensemaking, and facilitating shared leadership. It is suggested that the CVF is a useful tool for helping managers develop their behavioral repertoire and hence their skills for enacting these behaviors.
Originality/value
The paper synthesizes a guiding frame for developing managers in some of the behavioral skills needed to handle complexity at the workplace. Toward this end, useful tips are offered for putting together a short training workshop where the CVF is rediscovered as a unique developmental tool.
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John Kammeyer-Mueller, Hui Liao and Richard D. Arvey
Scholars studying downsizing and performance often concentrate on one aspect of the phenomenon at a time without addressing the totality of factors influencing organizations. The…
Abstract
Scholars studying downsizing and performance often concentrate on one aspect of the phenomenon at a time without addressing the totality of factors influencing organizations. The result is that some proclaim improvements from cost trimming and strategic focus, while others assert deterioration in performance due to employee resentment and negative societal reactions. This review integrates disparate findings using the stakeholder theory of the organization, developing a model relating organizational actions to stakeholder evaluations and reactions, which ultimately affect profitability and survival. Research propositions are developed based on evidence from a wide variety of literature bases, including organizational behavior, management, sociology, finance, and medicine. Additionally, implications of this model for future theory and research regarding organizational downsizing are developed.
Elizabeth T. Welsh, Deshani B. Ganegoda, Richard D. Arvey, Jack W. Wiley and John W. Budd
This paper aims to examine the relationship between CEO compensation and employee attitudes.
Abstract
Purpose
This paper aims to examine the relationship between CEO compensation and employee attitudes.
Design/methodology/approach
Based upon equity/organizational justice theories and the CEO compensation literature, hypotheses were developed which suggest that executive compensation and employee attitudes will be related. These hypotheses were tested by linking a large‐scale survey of employee attitudes to CEO compensation data for public companies based in the USA.
Findings
Employee attitudes appear to be related to some measures of CEO compensation, although sometimes the relationship that was found was negative and sometimes it was positive, but in all cases the effect size was quite small. Specifically, change in CEO salary was negatively related to evaluation of senior management and general satisfaction. However, change in total CEO compensation was positively related to evaluation of senior management and general satisfaction, while CEO bonus level was positively related to general satisfaction.
Research limitations/implications
Limitations of this study include the inability to show a causal relationship, limited external validity, equations that explain only a small amount of variance and attitudinal measures that are single source. Future research which helps understand what employees know and why differences across organizations exist would be helpful.
Practical implications
From an employee attitude perspective, changing performance‐based components of CEO compensation (e.g. bonus) is better than changing CEO salary. However, if salary is going to be increased, a communication plan for employees should be developed.
Originality/value
Whether executive compensation has an impact on employees' attitudes has not been explored previously.
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Laurie Larwood, Sergei Rodkin and Dean Judson
The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This…
Abstract
The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This article develops an adult career model based on the acquisition of technological skills and gradual skill obsolescence. The model suggests the importance of retraining and provides practical implications to the development of retraining programs. Suggestions for future research are also offered.
Carolyn MacCann, Gerald Matthews, Moshe Zeidner and Richard D. Roberts
This article provides a review and conceptual comparison between self‐report and performance‐based measures of emotional intelligence. Analyses of reliability, psychometric…
Abstract
This article provides a review and conceptual comparison between self‐report and performance‐based measures of emotional intelligence. Analyses of reliability, psychometric properties, and various forms of validity lead to the conclusion that self‐report techniques measure a dispositional construct, that may have some predictive validity, but which is highly correlated with personality and independent of intelligence. Although seemingly more valid, performance‐based measures have certain limitations, especially when scored with reference to consensual norms, which leads to problems of skew and restriction of range. Scaling procedures may partially ameliorate these scoring weaknesses. Alternative approaches to scoring, such as expert judgement, also suffer problems since the nature of the requisite expertise is unclear. Use of experimental paradigms for studying individual differences in information‐processing may, however, inform expertise. Other difficulties for performance‐based measures include limited predictive and operational validity, restricting practical utility in organizational settings. Further research appears necessary before tests of E1 are suitable for making real‐life decisions about individuals.
Ho Kwan Cheung, Eden King, Alex Lindsey, Ashley Membere, Hannah M. Markell and Molly Kilcullen
Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace…
Abstract
Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace discrimination remains a persistent problem in organizations. This chapter provides a comprehensive review and analysis of contemporary theory and evidence on the nature, causes, and consequences of discrimination before synthesizing potential methods for its reduction. We note the strengths and weaknesses of this scholarship and highlight meaningful future directions. In so doing, we hope to both inform and inspire organizational and scholarly efforts to understand and eliminate workplace discrimination.
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Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier…
Abstract
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.
Sandra A. Lawrence, Ashlea C. Troth, Peter J. Jordan and Amy L. Collins
Research in industrial and organizational psychology demonstrates that the regulation of negative emotions in response to both organizational stressors and interpersonal workplace…
Abstract
Research in industrial and organizational psychology demonstrates that the regulation of negative emotions in response to both organizational stressors and interpersonal workplace interactions can result in functional and dysfunctional outcomes (Côté, 2005; Diefendorff, Richard, & Yang, 2008). Research on the regulation of negative emotions has additionally been conducted in social psychology, developmental psychology, neuropsychology, health psychology, and clinical psychology. A close reading of this broader literature, however, reveals that the conceptualization and use of the term “emotion regulation” varies within each research field as well as across these fields. The main focus of our chapter is to make sense of the term “emotion regulation” in the workplace by considering its use across a broad range of psychology disciplines. We then develop an overarching theoretical framework using disambiguating terminology to highlight what we argue are the important constructs involved in the process of intrapersonal emotion generation, emotional experience regulation, and emotional expression regulation in the workplace (e.g., emotional intelligence, emotion regulation strategies, emotion expression displays). We anticipate this chapter will enable researchers and industrial and organizational psychologists to identify the conditions under which functional regulation outcomes are more likely to occur and then build interventions around these findings.
Sara Bonesso, Fabrizio Gerli, Anna Comacchio and Laura Cortellazzo
Research has extensively underlined the positive impact of emotional, social and cognitive competencies on leadership effectiveness. Despite the fact that literature acknowledges…
Abstract
Research has extensively underlined the positive impact of emotional, social and cognitive competencies on leadership effectiveness. Despite the fact that literature acknowledges that these competencies can be learned from different experiences over a person’s lifetime, research has mainly focused on leadership development in adulthood. Through the case study of the Ca’ Foscari Competency Centre, this chapter advances the understanding on how higher education can favour leadership development at the early stage, in terms of identity formation and self-regulation, through the implementation of the intentional change theory, considering that this learning process varies according to different developmental trajectories.
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Scott J. Allen, Marcy Levy Shankman and Rosanna F. Miguel
Emotionally intelligent leadership (EIL) theory combines relevant models, theories, and research in the areas of emotional intelligence (EI) and leadership. With an intentional…
Abstract
Emotionally intelligent leadership (EIL) theory combines relevant models, theories, and research in the areas of emotional intelligence (EI) and leadership. With an intentional focus on context, self and others, emotionally intelligent leaders facilitate the attainment of desired outcomes. The 21 capacities described by the theory equip individuals with the knowledge, skills, abilities, and other characteristics to achieve desired results. The purpose of this article is to propose an integrative, process-oriented EIL theory to provide a framework for conceptualizing and integrating future research and practice. The authors review and organize research and theory in emotional intelligence and leadership within the context of higher education, introduce the EIL model, and provide suggestions for future research. The article concludes with practical implications for leadership development in the context of higher education.