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Article
Publication date: 24 January 2023

Patrick Gallagher, Stephen Christian Smith, Steven M. Swavely and Sarah Coley

Against the backdrop of a competitive hiring market and historically high rates of quitting, the current research examines a factor that could support talent retention in…

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Abstract

Purpose

Against the backdrop of a competitive hiring market and historically high rates of quitting, the current research examines a factor that could support talent retention in organizations: employees’ feelings of connectedness to their top executives. The authors examined the relationship between workers’ feelings of executive connectedness and job attitudes relative to other antecedents and its predictive power for quitting over and above manager and team connectedness.

Design/methodology/approach

In Study 1, the authors measured the relative predictive power of executive connectedness, along with 14 other antecedents, for the outcome of job attitudes in ten samples totaling over 70,000 observations, including two longitudinal samples. In Study 2, the authors used path analysis to test the relationship between executive connectedness and actual quitting, controlling for workers’ feelings of connectedness to their manager and teammates, in two (related) longitudinal samples.

Findings

Executive connectedness was robustly related to concurrent and future job attitudes, and it outranked manager variables in all samples. Executive connectedness predicted quitting, even when controlling for manager and team connectedness; this effect was mediated by job attitudes in one of two samples.

Practical implications

Executive connectedness could be an underutilized resource for understanding and possibly improving employee attitudes and retention. Executives should not delegate all responsibility for employee attitudes and retention to managers.

Originality/value

This research is to the authors' knowledge the first to systematically test the unique predictive validity of employees’ feelings of connectedness to executives for important outcomes. The results suggest that executive connectedness may be an important factor in employees’ workplace experience.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 10 no. 3
Type: Research Article
ISSN: 2051-6614

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Book part
Publication date: 30 June 2023

Federico Lega and Pia Kreutzer

Abstract

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Building and Improving Health Literacy in the ‘New Normal’ of Health Care
Type: Book
ISBN: 978-1-83753-336-7

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Article
Publication date: 1 February 1995

R. Ray Gehani

For corporations competing in a global marketplace, time‐basedmanagement of their technology is becoming a significant resource.However, the concept of time in management of…

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Abstract

For corporations competing in a global marketplace, time‐based management of their technology is becoming a significant resource. However, the concept of time in management of technology‐driven industrial organizations is not new. Classical management theorists like Frederick Taylor and others used time‐based management in “scientific” management of operations or for planning, organizing, scheduling, and controlling. However, due to opening of international barriers, fast changing technologies, and rapidly shrinking product life cycles, time‐based management is acquiring an increasing significance in its tactical and strategic roles. Develops a comprehensive taxonomy of time‐based management based on its three dimensions: form, origin and application. Discusses trade‐offs and linking of time‐based management with other strategic criteria, such as quality, performance, and delivery. Outlines six specific ideas for implementation of agility‐based strategy. Discusses some managerial implications for optimal utilization of time‐based management.

Details

International Journal of Operations & Production Management, vol. 15 no. 2
Type: Research Article
ISSN: 0144-3577

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