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  • 1
    Electronic Resource
    Electronic Resource
    Management Performance from Different Perspectives: Do Supervisors and Subordinates Agree (1994)
    Bradford : Emerald
    Journal of managerial psychology 9 (1994), S. 22-29 
    Details
    ISSN: 0268-3946
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Psychology , Economics
    Notes: Examines the relationships between subordinates' ratings ofboss-subordinate relationships and supervisors' overall performanceratings. Data were collected from 3,232 managers (499 work groups) in alarge North American information systems firm. Shows that supervisor andsubordinate performance ratings were significantly, but nothighly-related. Moderators of this relationship included agreement amongsubordinates, organizational level, and function. The results haveimplications for the likely value of upward feedback to managers indifferent units and the need to educate supervisors in broader aspectsof subordinate performance.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02683949410059280
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  • 2
    Electronic Resource
    Electronic Resource
    An employee reward and recognition process (1997)
    Bradford : Emerald
    The @TQM magazine 9 (1997), S. 328-335 
    Details
    ISSN: 0954-478X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reward and recognition systems for individual employees remain one of the controversial areas of quality management. Previous discussions on this aspect of quality management, although recognizing their importance, often attribute failure of the system to the method of implementation. This company has made several attempts to develop a process of employee reward and recognition with little success and the various systems lost their prestige among employees. Through the company's quality committee a new process for employee reward and recognition based on an unbiased assessment by managers, fellow employees and internal customers has been developed. Describes the reward and recognition process developed by the company, including a description of the categories used in the process, overviews of the process in place for acceptance and review of nominations and descriptions of the recognition for awards.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09544789710178587
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  • 3
    Electronic Resource
    Electronic Resource
    Social factors that impact women's practice of breast self-examination: A challenge to the transfer of training literature (2004)
    Bingley : Emerald
    Journal of European industrial training 28 (2004), S. 538-549 
    Details
    ISSN: 0309-0590
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The purpose of the qualitative study was to understand how social factors might help or hinder the training transfer process. Specifically, this qualitative research looked at the meanings a group of women attached to social factors that might influence their practice of breast self-exam. Implications for transfer of training are suggested.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/03090590410549966
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  • 4
    Electronic Resource
    Electronic Resource
    Adopting reflexive capability in international briefing (2005)
    Bingley : Emerald
    Facilities 23 (2005), S. 295-318 
    Details
    ISSN: 0263-2772
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Architecture, Civil Engineering, Surveying
    Notes: Purpose - The aim of the paper is to investigate the architectural firm's role in the briefing process on international projects and to identify the strategies of successful firms to overcome barriers. Design/methodology/approach - A model is developed based on a critique of briefing models and international design management theory. The development of a reflexive capability model borrows cultural theory concepts of capital and reflexivity. The model is based on maximizing reflexive capability through the management of social, cultural and intellectual capital. Two case studies of architectural firms identify barriers during the briefing process and strategies to overcome these barriers. Data collection involved 16 interviews with senior management and design team staff. Findings - There are various barriers and strategies used to achieve success in the briefing process. However, the management of a firm's capital is key to successful briefing on international projects and is a characteristic of reflexive practice. Reflexivity is based in a positive interpretation of change, and a continual responsiveness to change by participants in a system. The study provides useful information on management of the design and briefing stages of international projects. Research limitations/implications - The study is limited by the number of case studies used and the difficulty of generalisability of findings. Practical implications - The research is that it provides useful information about how to approach constant change during briefing for the architects and clients who work on international projects. Originality/value - The model is original and has value as it assists in explaining why some firms are more successful than others. The case studies provide new knowledge on international projects and the briefing process. The value of the paper is for the academic community, professionals in the built environment and clients involved in international projects.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02632770510600263
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  • 5
    Electronic Resource
    Electronic Resource
    Relationships between employee attitudes, customer satisfaction and departmental performance (1996)
    Bradford : Emerald
    The @journal of management development 15 (1996), S. 62-75 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Describes how relationships were studied between employee attitudes, customer satisfaction, productivity, and administrative effectiveness at two points in time in a computer-hardware customer-service organization - 281 employees from 92 departments participating at time 1, and 215 employees from 87 departments participating in a follow-up survey ten months later. Performance and customer satisfaction were associated with employees believing that they have input in evaluating success and have confidence in the management team. Employee attitudes accounted for significant and practically meaningful proportions of variance in performance. The ability of attitudes to predict unit performance and customer satisfaction increased over time. Discusses the results in terms of the value of upward feedback for increasing employee sensitivity to managerial and unit performance and for enhancing managers' attention to behaviours that influences departmental performance and customer satisfaction.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621719610107827
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  • 6
    Electronic Resource
    Electronic Resource
    Does 360-degree feedback work in different industries?: A between-industry comparison of the reliability and validity of multi-source performance ratings (1998)
    Bradford : Emerald
    The @journal of management development 17 (1998), S. 177-190 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In order to determine the usefulness of multi-source rating in different types of organizations, this study explored differences among organization types in four areas: leniency, interrater agreement, relationships between these ratings and effectiveness, and the relationship between agreement and effectiveness. Used self, subordinate, peer, and supervisor ratings for 1,080 target managers in six types of organizations: education, military, government, manufacturing, finance, and health. Interrater agreement was measured in three ways: an index of variance, a point-difference categorization method, and categories of self-other agreement. Results indicated that a leniency bias was present in educational institutions, after controlling for demographic characteristics. Interrater agreement was lowest in government agencies and highest in education and manufacturing organizations. In private sector organizations, more poor-performing managers tended to over-estimate their performance relative to the perceptions of others. Interrater agreement was positively related to effectiveness especially in education and finance organizations. Results suggest that multi-source feedback may work differently in different types of organizations, and such differences may need to be taken into account by researchers, practitioners, and feedback recipients.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000004487
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  • 7
    Electronic Resource
    Electronic Resource
    Principled leadership and business diplomacy: A practical, values-based direction for management development (1999)
    Bradford : Emerald
    The @journal of management development 18 (1999), S. 170-192 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper introduces the concept of business diplomacy as a way to implement values-based, ethical leadership. Drawing on the Japanese concept of kyosei, business diplomats take responsibility for themselves and others and treat people with respect and kindness while they simultaneously attempt to be entrepreneurial, add business value, and make a profit. This paper reviews the strategies and tactics of business diplomacy and provides case examples of how to be diplomatic and ethical in difficult situations. The paper concludes with recommendations for how to establish an organizational culture based on business diplomacy.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621719910257783
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  • 8
    Electronic Resource
    Electronic Resource
    The impact of 360-degree feedback on planning for career development (1999)
    Bradford : Emerald
    The @journal of management development 18 (1999), S. 676-693 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This study focused on the relationship between 360-degree (multi-source) survey feedback to managers and subsequent selection of development goals. We hypothesized that performance ratings would be negatively related to setting development goals, that supervisor ratings would have a greater effect than ratings from peers or subordinates in the selection of developmental goals, and that self-other discrepancies would be related to goal selection. Data from 2,163 managers showed that multi-source feedback contributed to the selection of developmental goals. However, contrary to expectations, subordinate ratings were most important to goal setting compared to ratings from any other sources. Direct feedback itself affected goal selection, not its relationship to self-perceptions. For several goals, the relationship between performance ratings and goal selection was stronger for lower level managers. Implications of the results for the practice of 360-degree feedback and related research are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621719910293774
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  • 9
    Electronic Resource
    Electronic Resource
    Expansive leadership in the age of digital technology (2002)
    Bradford : Emerald
    The @journal of management development 21 (2002), S. 404-416 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article examines the demands of emerging technologies, particularly electronic and mobile enterprises, for executives who are externally and internally expansive. Expansive leaders are people who are avid continuous learners. They may have an external focus (learning and developing technology, organizations, and work teams) and/or an internal focus (developing themselves and their relationships with others). The paper offers diagnostic questions for assessing situations and individuals, and offers recommendations for management development interventions to enhance individual expansiveness and facilitate the value of expansive leadership.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710210430597
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  • 10
    Electronic Resource
    Electronic Resource
    Discussing multisource feedback with raters and performance improvement (2004)
    Bradford : Emerald
    The @journal of management development 23 (2004), S. 456-468 
    Details
    ISSN: 0262-1711
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper hypothesized that ratees who share their multisource feedback with raters and ask for suggestions would improve more than other ratees. The participants were 5,335 ratees in a large, global corporation who received multisource feedback. Nine months after the initial survey, there was a follow-up survey in which raters indicated whether the feedback recipient had shared the feedback and asked for suggestions. One year after the initial survey, there was a second multisource feedback survey. It was found that sharing feedback and asking for suggestions accounted for only a very small (albeit statistically significant) proportion of variance in improvement over time. This paper discusses factors that may affect the impact of sharing feedback and asking for suggestions following multisource feedback.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02621710410537065
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