Indian research shows managers fail to distinguish between different performance measures, but show a concern for overall performance

Purpose The purpose was to study the inter-dimensionality of three underlying dimensions -Task Performance (TP), Interpersonal Facilitation (IPF), and Job Dedication (JD) in. the Indian public sector, as seen by managers. Design/methodology/approach The study was based on a pen and paper survey with 162 managers from 13 PBUs in Bhubaneswar, capital of Odisha, a state in eastern India. Most have over 2,000 employees. The respondents were from a mixture of management levels, including junior management (52%), middle management (41%) and senior management (7%). They filled in 621 forms between them, 588 of which were usable. The questionnaire used had 22 items across the three dimensions. Findings The results showed that PSU managers do not perceive a difference between the performance measures, but that their ratings do not reflect that differentiation. Instead, they showed a concern for overall performance. Originality/value The authors said their study was the first to explore the perception of PSU managers on performance dimensionality in an Indian context.

Vielfalt in der Arbeitswelt

Anyone involved in occupational science or diversity management will notice that diversity in the world of work is being perceived and analysed in an increasingly nuanced way. This involves various dimensions of diversity in different functions, company sizes and industries. This volume brings together various contributions, all of which deal with diversity in the world of work. They address unconscious bias in personnel selection, introverts in leadership situations, sensation seekers in organisations, the motivation of employees in the gig economy, female leaders in middle management, and diversity as an organisational imperative.

Employee onboarding and satisfaction in US manufacturing companies

Purpose The purpose of this study was to identify primary issues related to employee onboarding and satisfaction in US-based manufacturing companies. Design/methodology/approach In total, 19 focus groups using semi-structured interviews with senior management, middle management, tenured employees and new employees were conducted with personnel from five manufacturing companies located in the Midwest USA. Onboarding procedures, training manuals, employee satisfaction surveys and performance evaluations were subsequently reviewed. Findings Insufficient onboarding, poor communication and a perceived lack of support were reported as satisfaction concerns by manufacturing employees. In addition, management had vastly differing perspectives regarding the work environment when responses were contrasted with those from new or tenured employees. Originality/value This paper reveals contributing factors that influence satisfaction early and throughout an employee’s tenure with small- to medium-sized US manufacturing companies.

A qualitative study of hospital clinical staff perceptions of their interactions with healthcare middle managers

PurposeThe authors explored clinical staff perceptions of their interactions with middle management and their experiences of the uncongeniality of their working environment.Design/methodology/approachSemi-structured interviews of clinical staff from an Australian public health service's Emergency, Surgery and Psychiatry departments. Volunteer interview transcripts were inductively coded using a reflexive thematic content analysis.FindingsOf 73 interviews, 66 participants discussed their interactions with management. Most clinicians considered their interactions with middle management to be negative based on a violation of their expectations of support in the workplace. Collectively, these interactions formed the basis of clinical staff perceptions of management's lack of capacity and fit for the needs of staff to perform their roles.Practical implicationsStrategies to improve management's fit with clinicians' needs may be beneficial for reducing uncongenial workplaces for healthcare staff and enhanced patient care.Originality/valueThis article is among the few papers that discuss interactions with management from the perspective of clinical staff in healthcare. How these perspectives inform the perception of workplace uncongeniality for clinicians contributes greater understanding of the factors contributing to adversarial relationships between clinicians and managers.

Risks and fraud: A theoretical approach

Objective. To explain fraud occurrence —under three theoretical models— and apply it to the organization’s hierarchy. Methodology. Based on the IIA risk outlook for 2021, an exploratory theoretical scope of analysis was constructed. Risks were considered under the umbrella of three fraud theories: Triangle of Cressey; Diamond of Wolfe and Hermanson; and Pentagon of Crowe. Results. Fraud occurrence may be explained by the perpetrator’s position across the hierarchical organization chart: where it is stressed that arrogance from the Pentagon fits the top management position; competence from the Diamond fits the middle management; and need, opportunity and pressure from the Triangle fit mainly the lower management. Conclusions. Fraud was considered under three main models, concluding that it may be explained through different worker motivations related to their management position in the company.

Reflection on leadership behavior: potentials and limits in the implementation of stress-preventive leadership of middle management in hospitals – a qualitative evaluation of a participatory developed intervention

Background Mental health and stress prevention aspects related to workplace in hospitals are gaining increasingly more attention in research. The workplace hospital is characterized by high work intensity, high emotional demands, and high levels of stress. These conditions can be a risk for the development of mental disorders. Leadership styles can hinder or foster work-related stress and influence the well-being of employees. Through leadership interventions, leaders may be encouraged to develop a stress-preventive leadership style that addresses both, the well-being of the leaders and of the subordinates. A comprehensive qualitative description of leaders’ experiences with interventions on the topic of stress-preventive leadership is yet missing in the literature. Therefore, we address leaders of middle management regarding the development of stress-preventive leadership styles through supporting interventions. The research questions are: How do leaders of middle management perceive their leadership role in terms of effectiveness in stress prevention? Which potentials and limits in the implementation of stress-preventive leadership are experienced? Methods The study follows a qualitative research design and content analysis. We conducted individual interviews with leaders of middle management (n = 30) of a tertiary hospital in Germany for the participatory development of an intervention. This intervention, consisting of five consecutive modules, addressed leaders of middle management in all work areas within one hospital. After participation in the intervention, the leaders were asked to reflect on and evaluate the implementation of the contents learned within focus group discussions. Overall 10 focus group discussions with leaders (n = 60) were conducted. Results The results demonstrate that leaders of middle management perceived potentials for a stress-preventive leadership style (e.g., reflection on leadership role and leadership behavior, awareness/mindfulness, and conveying appreciation). However, limits were also mentioned. These can be differentiated into self-referential, subordinate-related, and above all organizational barriers for the implementation of stress-preventive leadership. Conclusions Some of the organizational barriers can be addressed by mid-level leadership interventions (e.g., lack of peer-exchange) or possibly by adapted leadership interventions for top management (e.g., lack of stress-preventive leadership styles in top level management). Other organizational limits are working conditions (e.g., staff shortage) that can only be influenced by health policy decisions.

An Analysis of the Processes that Ensure Success in ERP Implementations - A Case Study in a Public Sector Organisation

<p>Companies adopt and implement Enterprise Resource Planning (ERP) systems to streamline their business processes, enhance functionality and reporting and ultimately to increase efficiency. ERP implementations are highly complex projects. This paper analyses those factors that need to be considered and understood for a successful implementation. ERP implementation chances of success can be increased by ensuring the ERP project receives a high level of executive and project sponsor support. Top and middle management commitment and leadership and good, clear communication should also be paid particular attention to by any organisation gearing up to undertake such an initiative.</p>

An Analysis of the Processes that Ensure Success in ERP Implementations - A Case Study in a Public Sector Organisation

<p>Companies adopt and implement Enterprise Resource Planning (ERP) systems to streamline their business processes, enhance functionality and reporting and ultimately to increase efficiency. ERP implementations are highly complex projects. This paper analyses those factors that need to be considered and understood for a successful implementation. ERP implementation chances of success can be increased by ensuring the ERP project receives a high level of executive and project sponsor support. Top and middle management commitment and leadership and good, clear communication should also be paid particular attention to by any organisation gearing up to undertake such an initiative.</p>

Quality Education or Defense of Accreditation? The Struggle of a University Professor Leading an Education Committee

This case illustrates Professor Saitoh’s struggles in a middle-management position leading an education committee called the Assurance of Learning (AOL) Committee at a business school in Japan. The committee assessed students’ learning outcomes and provided suggestions for curriculum improvement. The school was accredited by the Association to Advance Collegiate Schools of Business (AACSB), and AOL played an important role in defending that accreditation. However, some faculty members shared dissatisfaction with AOL for various reasons. This case may provide practical and theoretical implications in developing potential middle-level leaders managing committees in higher education.

The Prevention of Occupational Heat Stress in Sugarcane Workers in Nicaragua—An Interpretative Phenomenological Analysis

Background: Chronic kidney disease of non-traditional origin (CKDnt) is an ongoing epidemic that has taken the lives of tens of thousands of people in Mesoamerica, also affecting other tropical geographies. Occupational heat stress, which will increase worldwide as climate change persists, has been identified as a primary trigger of kidney injury and reduced renal function. At Nicaragua's largest sugarcane mill, the water, rest, and shade (WRS) intervention has proven to reduce the risk of heat stress and kidney injury effectively as assessed by the research and policy NGO La Isla Network (LIN) and their academic partners, who have worked with the sugar mill to improve the design of their intervention system. However, discrepancies between intervention design and implementation have been found. This study explores the perceptions of the WRS intervention in the company from the perspective of positions responsible for the workers' environment and heat stress prevention implementation.Methods: A qualitative design was used in the study. Twenty-one key informants of low and middle management, field assistants, and two members from LIN took part in the study. Semi-structured interviews were used to collect the data. Interviews' transcriptions were analyzed using interpretative phenomenological analysis (IPA).Results: Four main themes were developed in the analysis of the data: “A worthwhile struggle,” “Culture of care”, “Traditional production culture Vs. Culture of care,” and “The importance of the formalization of care.” Each theme contained sub-themes, all of which were further discussed in the light of organizational psychology.Conclusion and Implications: Discretionary differences resulting in low and middle management prioritizing production over health protection appeared to relate to a fair part of the implementation challenges and indicate that more efforts are needed to align operations' production and health goals. Education enhancement might be necessary, while further focus on health metrics for performance assessment might offer an opportunity to level perceived incentives and value of health and production.