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By adopting the insider perspective based on participant observations, this article explores a new dimension of management ideals in South Korea. In particular, it proposes an important cultural context extension to the conventional collectivism paradigm that is often used to explain Korean management. By introducing the termyongo, which denotes exclusive and informal social networks based on (pseudo-) family, university alumni, and regional connections, challenges for management practices can be reported, including, for example, the difficulties that foreign managers face in accessing these networks to establish high-trust ties and influence business decisions. [ABSTRACT FROM AUTHOR]

In order to achieve safe conditions at workplace should correctly understand the concept of Hazard. In the hazard conceptual and common definition this means that dangerous event or situation that may lead to an emergency or disaster. It could also be a biological, chemical, or physical agent in (or a property of) an environment that may have an adverse health effect, or may cause injury or loss. As such, a hazard is a potential and not an actual possibility. Nowadays, all industrial managers try to achieve higher levels of safety knowledge and move to have a safer workplace (so most of the industrials and engineers are familiar with the concept of hazard even though this knowledge is not quite perfect). However, the volume of definitions and guidelines make this motion be stopped and caused confusion the management. Moreover in order to achieve a safer industry it is needed to know hazard better and use of more suitable methods to evaluate hazard and risk assessment in order to cover all bad condition in work place, activity and so on, and finally eliminate them to have safer industry. Then we need a more comprehensive look to define these concepts. In this study, we define new concept of hazard as visible and invisible hazard with more comprehensive look on-site Athletics Hall Boroujen in west Iran. We could innovatively, identify this group of hazard that means Neglected-Invisible Hazard (NIH) due to more focus on visible hazard. [ABSTRACT FROM AUTHOR]

This paper presents organizational trust as antecedent for organizational effectiveness. The main discussed problem, after trust perspectives interpretation presentation (rational and identification), is linked to the way in which trust can be built in organizations by managers, starting from managing the interpersonal trust. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study was to determine the attitudes towards budgets by owner/managers of SME's and investigate whether the issues raised in the literature continued to be relevant. Methodology: The database used in the study consisted of 68 responses from SME owner/managers in Australia. The theory of planned behaviour was used as a model for establishing the variables and their respective relationship to derive the attitude towards budgets. Two groups were identified, group 1 were non users of budgets and group 2 were users of budgets. The attitude towards budgets was examined using the t-test for variance between the groups. Findings: Group1 was found to have a negative attitude towards budgets (-0.06) and group 2 was found to have a positive attitude towards budgets (0.25). The results support the relationship between the variables in the theory of planned behaviour model. The difference between the groups was found to be statistically significant at α 0.001. Implications: This study contributes to the theoretical development of the application of the theory of planned behaviour for evaluating decisions by owner/managers in SME's. [ABSTRACT FROM AUTHOR]

General management principles require special adaptation of the tourism industry, according to its particularities; the service is the central element in the hospitality industry. A responsible and sustainable management of all tourist activities including hospitality industry requires clear to increase, because tourists have growing expectations in terms of comfort and quality. Starting from highlighting current issues and targeting sustainable development, the paper aims to: * Analyze hospitality industry and its role; * Implement sustainable development practices in the hotel industry in Romania; * To reveal some proposals for improvement of service quality. In conclusion, in order to ensure efficient and friendly service Cali, managers need to monitor customer satisfaction and identify needs and expectations. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine the impact of new public management (NPM) style practices on public sector managers and in particular on the stress experienced by managers in the UK National Health Service (NHS). Although, ostensibly NPM liberates public sector managers to act more like managers in the private sector, the authors argue that it can also lead to negative work outcomes and high levels of stress. Design/methodology/approach – The authors used a multi-method approach, including 33 focus groups and 15 interviews involving 193 middle- and front-line managers in five NHS organisations; together with a survey of 611 managers in the same organisations. Direct and mediation effects were tested using structural equation modelling; qualitative data are used to illustrate the quantitative results. Findings – An indirect effect, but no direct effect, of NPM use on stress experienced by managers was demonstrated. The relationship between NPM use and stress was fully mediated by a series of work outcomes, suggesting that the introduction of NPM leads to expanding responsibilities, constant pressure to meet deadlines and extended working hours, which in turn leads to high levels of stress. Originality/value – This paper builds on literature that questions the appropriateness of introducing private sector principles into the management of the public sector, by demonstrating a relationship between the introduction of NPM and high stress experienced by managers. The use of a multi-method design allows both the relationship to be demonstrated and its nature to be explored. [ABSTRACT FROM AUTHOR]

Copyright of China Journal of Social Work is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper proposes a management system based on certain rule set implemented by Modified Mild Intrusive Genetic Algorithm (MMIGA) that will optimize the load allocation to match the house owner affordable solar system inverter. The algorithm optimized load allocation in real time in both sufficient and insufficient supplies of energy. A daily load discrimination profile is first established followed by the development of priority matrix for the respective time of the day; MMIGA is then used to intelligently evolve a sequence of bits, which are then implemented by the hardware while observing certain set of rules. The result shows that about 98.88% allocation was obtained in the sufficient case scenario while 99.84% allocation was achieved in the insufficient scenario. The proposed algorithm meets the objective of being cost effective, smart, simple to use and can be severally applied to different load profiles. [ABSTRACT FROM AUTHOR]

Finding successors for private enterprises has become an urgent problem in recent years, partially because those firms' owners lack trust in professional managers. Previous research on agents focuses on preventing opportunistic behavior and neglects the value of their entrepreneurship. In our research, professional managers' credit is divided into three dimensions: personal credit, professional credit and operational credit. Using a sample of 379 firm owners from 27 provinces in China, we find that credit and its detailed dimensions are positively related to private owners' trust in professional managers. We also found that a rigorous and effective credit identification mechanism positively moderate the above relationships. Furthermore, trust affects professional managers' work performance in a positive way. Accordingly, we advise that (1) professional managers' credit assessment system should be established and improved; (2) professional managers and enterprise owners should attach importance to enhancing professionalism and promoting rigorous credit identification mechanisms; (3) the closed-loop of the credit-trust psychologically interactive mechanism based on credit mechanisms and credit identification mechanisms should be put to use. [ABSTRACT FROM AUTHOR]

Purpose - The relationship between managerial coaching and team performance may be mediated by team reflection because coaching is often thought to lead to reflection, which has been found to lead to improved performance. In contrast, this relationship might be moderated by team reflection, because poorly reflective teams are more likely to depend on coaching than highly reflective teams. The purpose of this paper is to test these rival hypotheses. Design/methodology/approach - The authors employed a longitudinal survey method at two points in time in two long-term care organizations. Team members were asked to rate the level of managerial coaching and team reflection. Team managers were asked to evaluate team performance. Findings - Team reflection turned out to be a moderator and not a mediator in the relationship between managerial coaching and team performance. Only the performance of poorly reflective teams benefits from managerial coaching. Practical implications - Excessive coaching of highly reflective teams may be a waste of the energy and time of both managers and teams and may even harm team efficiency. Therefore, team managers would be wise to estimate the team's level of reflection in order to adjust their coaching interventions accordingly. Future research should explore how managers can be supported in making a valid assessment of the team's reflective capabilities and in adjusting their coaching interventions accordingly. Originality/value - This paper sheds light on the relationship between managerial coaching and team performance by testing contradicting explanations regarding the role of team reflection. [ABSTRACT FROM AUTHOR]

We introduce a new way to measure the forecast effort that analysts devote to their earnings forecasts by measuring the analyst's general effort forallcovered firms. While the commonly applied effort measure is based on analyst behaviour for one firm, our measure considers analyst behaviour for all covered firms. Our general effort measure captures additional information about analyst effort and thus can identify accurate forecasts. We emphasise the importance of investigating analyst behaviour in a larger context and argue that analysts whogenerallydevote substantial forecast effort are also likely to devote substantial effort to a specific firm, even if this effort might not be captured by a firm-specific measure. Empirical results reveal that analysts who devote higher general forecast effort issue more accurate forecasts. Additional investigations show that analysts' career prospects improve with higher general forecast effort. Our measure improves on existing methods as it has higher explanatory power regarding differences in forecast accuracy than the commonly applied effort measure. Additionally, it can address research questions that cannot be examined with a firm-specific measure. It provides a simple but comprehensive way to identify accurate analysts. [ABSTRACT FROM AUTHOR]

Among firms that meet or beat earnings expectations, we find that cuts to R&D spending are more prevalent in Q4 relative to other interim quarters. This is consistent with the relative costs of real-activities management (accruals-based earnings management) decreasing (increasing) in Q4 due to the annual audit. More importantly, we find that the subsequent reversal of such R&D cuts is more prevalent and economically more significant following Q4 cuts relative to the reversals that follow cuts in other interim quarters. Our findings suggest that examination at the quarterly level (rather than annual level) lends new insights into the current debate regarding the prevalence of potentially value-destroying R&D cuts that managers make. Indeed, our findings suggest that some cuts may merely be temporary deferrals of R&D outlays. [ABSTRACT FROM AUTHOR]

Purpose ? The purpose of this paper is to identify an important and often overlooked approach to talent development: managers who apply everyday psychology with their people to drive significant growth. Design/methodology/approach ? This paper is based upon: years of consulting with managers, indentifying how to grow people in significant ways; original research of the practices of Exceptional Development Managers; and expert recommended approaches. Findings ? Companies undervalue the important role managers can play in talent development. Managers are well positioned to significantly develop people, yet most do not. This paper describes the five actions managers can take using everyday psychology to help drive employees? development. Practical implications ? While every company strives for a fully skilled workforce, for the majority, this is far from reality. With greater investments being made to companywide talent development, it is wise to also invest in equipping managers to turn everyday work into everyday development for their employees. Because the development breakthroughs can be daunting, managers who know how to practically apply everyday psychology have a significant edge. HR departments, company leadership, and individual managers can benefit greatly from leveraging these practices. Originality/value ? Manager?s involvement in employee development is not new, this just has not gone far enough. Frequently employee development is viewed as needing to be a sideline to getting results. Further, companies are often not relying on the development driven by managers to make a significant impact on their talent development objectives. Yet, managers are key to developing people, and making psychological principles readily adaptable by managers unlocks their path forward. [ABSTRACT FROM AUTHOR]

Judicial managers, as a particular category of public managers, have the challenging mission of leading the courts using successful methods and techniques used by the private sector, and in the same time strictly respect the limitations and requirements imposed by law and as well they have to take into account the judicial organization's characteristics and the special status of the magistrates who activate in this system. In this context, outlining the successful manager's profile in field of justice gets special valences and requires a multiple perspective approach. Clearly, the quality in the judicial organizations is decisively linked to the way managers use their own skills, knowledge, conducts and attitudes in order to create an appropriate organizational environment for professional development and complete involvement of staff. Moreover, they must assume the role of a leader and provide the positive personal example to motivate and inspire the subordinates. [ABSTRACT FROM AUTHOR]

Focusing on the case of multinational enterprises (MNEs), this article argues we have reason to reject assigning human rights obligations to business enterprises and their managers. The article begins by distinguishing business and human rights from the more general topic of corporate responsibility. Following Buchanan (2013), the article takes the ideal of status egalitarianism to be central to human rights. Status egalitarianism holds that all members of society stand as moral equals in relation to one another and that the state has a duty to recognize and protect that equal standing both in its dealings with citizens and in their dealings with one another. To assign human rights obligations to MNEs and their managers risks undermining this ideal. The article situates this argument in relation to the United Nations “Protect, Respect and Remedy” Framework by discussing the way in which MNEs can be complicit in state failures to protect citizens. [ABSTRACT FROM AUTHOR]

Using a person-centered approach, we identified managers' ( N = 321) motivational profiles and tested a model of the antecedents and consequences of these profiles. The profiles were based on four motivational types delineated by self-determination theory (i.e., external, introjected, identified, intrinsic). Latent profile analysis revealed six distinct motivational profiles. One of these was a self-determined profile (high identified and intrinsic motivation, moderately low introjected motivation, and low external motivation). Four other profiles combined average levels of external motivation with either very low, low, moderately low, or high internal (i.e., introjected, identified, and intrinsic) motivation. The final profile involved moderately high levels of all four motives. The antecedents of profile membership examined were perceived supervisor support and perceived organizational politics. The career-related outcomes of profile membership were work attitudes and promotability. The self-determined and high internal motivation profiles were associated with the most favorable work attitudes, followed by the moderately high motivation profile. The low internal motivation profiles were associated with the least favorable attitudes. Promotability did not differ across the profiles. With respect to the antecedents, low levels of supervisor support and high levels of politics increased the odds that a manager would exhibit profiles that were less desirable than the self-determined profile. Our findings provide initial information about managers' motivational profiles, as well as the antecedents and consequences of these profiles. Further, these results demonstrate the promise of a person-centered approach for advancing motivation research and management development. [ABSTRACT FROM AUTHOR]

The purpose of this investigation was to evaluate the moderating effect of the supervisor's perceived insincerity of their subordinate's influence attempts on the relationship between supervisor perceptions of supervisor-subordinate similarity, liking, and influence, and the outcomes of performance and promotability. Data on 203 subordinates from 59 managers of a state agency were used to test the study hypotheses. The results indicate that the relationships between promotability and similarity and liking, and between performance and liking were attenuated by supervisor perceptions that the subordinates were insincere in their influence attempts. Implications for the importance of sincerity in interactions with others and directions for future research are offered. [ABSTRACT FROM AUTHOR]

Program Managers must ensure that cybersecurity be given careful consideration throughout the system lifecycle. Specifically this includes identifying cybersecurity requirements early in the acquisition lifecycle and taking advantage of opportunities to conduct cybersecurity testing as a key element of Developmental Test and Evaluation (DT&E) in advance of Operational Test and Evaluation (OT&E). The Deputy Assistant Secretary of Defense (DASD) Developmental Test and Evaluation (DT&E) has collaborated with key systems engineering stakeholders to develop disciplined processes that will assist program managers (PMs) in implementing an incremental and iterative phased approach to develop cyber secure systems. A skilled workforce is needed to plan and execute this approach to characterize attack surfaces, identify and close exposed vulnerabilities, and conduct adversarial assessments to evaluate system resiliency in an operational context. Cybersecurity T&E infrastructure resources are being leveraged by PMs to produce the data required to inform systems engineering and prove-out system resilience. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to analyze the effect of managers' incentive bonuses on both accrual and real earnings management. Design/methodology/approach -- First, the authors investigate the relationship between managers' bonuses and both accrual earnings management (measured by a modified Jones model) and real earnings management (measured by Roychowdhury proxies). Next, the authors examine whether management has any preferences for earnings management methods to enhance its bonuses. Finally, the authors investigate the possible effects of earnings management on future operating performance. The sample consists of compositional data in the period from 2006 to 2012. Findings -- The authors find a negative relationship between real earnings management and managers' bonuses and detect that managers prefer to use accrual earnings management to earn more bonuses. The results also show that real earnings management will reduce a firm's performance in future periods, and on the other hand that increasing managers' bonuses links to improvement of the firm's future performance. The results suggest that managers are typically aware of the negative effects of real earnings management on the firm's future performance and thus prefer to improve the firm's performance in securing their bonuses when their ability to manage accruals is constrained. Originality/value -- The implications of this paper provide further evidence on how managers' bonuses affect their discretion in using accrual and real earnings management. This finding is important to investors and regulators. [ABSTRACT FROM AUTHOR]

In this paper we analyze the relations between the dimensions of emotional intelligence (EI), conceptualized as constructive thinking according to the cognitive experiential theory (Epstein, 1994), and the Transformational Leadership (TL) theory, based on Sashkin's model (1998). The results obtained after applying the Constructive Thinking Questionnaire by Epstein (2003), as a measure of EI, and the Leadership Behaviour Questionnaire by Sashkin (1998), as a measure of LT, to a sample of 190 middle managers in a large service organization, show the positive relationship between EI and TL. A stepwise regression analysis indicated that Efficacy and Superstition, two of the EI dimensions, have significant relationships with LT (28% of the explained variance). Implications of these results when designing development activities in the field of leadership are discussed. [ABSTRACT FROM AUTHOR]

Conflict means a clash of opinions in the simplest term. It is clear that clash of opinions will be everywhere if human is there and this will cause conflicts. In that case, it is possible and should be expected there will be conflicts in the organizations in which many different people work together, have different cultures and world views, with different education and equipments, different expectations and purposes. Firstly, this study defines conflict and conflict in the organization. It tries to emphasize the importance of the issue of conflict in the organization by focusing on reasons, sources, types and phases of the conflicts. The cause-effect relations are examined and suggestions for both managers and academicians are provided. [ABSTRACT FROM AUTHOR]

This research considers the role, activities and contribution of HR and managers in six closely related themes that should be addressed to maintain high workplace productivity in a complex business environment in which there are many competing interests. Previously a reward approach was simple with two main streams pay and benefits. In New Zealand HR practitioners have been exposed to global competition creating the need for their roles, goals and activities to be recognised in adding value in organisations to be successful. The outcomes of this research shed light on when is an employer an employer of choice, employee empowerment, employee engagement, rewards based on individual and the whole organisation's performance including the remuneration component that is a reward system classifiable into monetary- and in-kind payments. [ABSTRACT FROM AUTHOR]

This study contributes to understand the managerial effectiveness perception of executives in selected service centers of Punjab by assessing and validating the related constructs that have been developed and standardized. Employing a standardized scale, a diverse sample was collected from executives of service centers of UT, and a total of 100 responses was collected and evaluated using principal component analysis to provide a clearer picture of the construct of managerial effectiveness perception of Indian managers at different levels of hierarchy. The results of the study provide a comprehensive and fresh in-depth view of managerial effectiveness in selected Indian organizations as the results of the present study are somewhat different from those gained with the original scale. An important finding of the study is reassembling of the variables / items of the original scale with the significant value and correlation pattern for perception of managerial effectiveness. These observations ensure for human resource management (HRM) policy and practices in contemporary Indian service organizations. [ABSTRACT FROM AUTHOR]

This paper examines undergraduate business students' perception of corporate social responsibility ( CSR) in cases in which they have not attended any specific course either dealing with CSR or providing training in ethics. A survey was conducted of 535 Spanish business students as future managers. The results show that the stakeholders' perspective deserves a huge attention for those students considering what the keys of business success are. Significant differences in perception were nevertheless identified when a multifactorial analysis was undertaken. Female students are more concerned about CSR issues. The maximization of value for shareholders is less valued by second- and third-year students than by first-year ones. The findings point to a number of important orientations for the future development of university curriculum. [ABSTRACT FROM AUTHOR]

Scholars have long debated whether leader's integrity affects managerial decision making with respect to social responsibility. In this paper, we propose a model in which transformational leadership mediates integrity and corporate social responsibility ( CSR) and examine the relationship between these concepts. A survey of 170 senior managers from 50 organizations was conducted. Results indicate that integrity is a predictor of transformational leadership behavior and that transformational leaders' behaviors are linked to CSR practices. It was also found that leaders rated with higher integrity are engaged in CSR because they exhibit more transformational leadership behaviors. These findings add to the extant literature by demonstrating that integrity is important as transformational leaders engage more actively on 'responsible' behaviors. Practical implications call for an understanding among corporate leaders of the benefits of integrity and how it relates to transformational leadership. Organizations can improve their selection and leadership development processes by focusing on these two dimensions. [ABSTRACT FROM AUTHOR]

Dividend policy is one of the key elements of financial management, a task and a responsibility for the company's managers. By dividend policy we refer to the way in which managers decide the size and the distribution method of dividends to shareholders. The main objective of this study is the identification of the behavior of companies listed on the Bucharest Stock Exchange in the period 2005-2012, in terms of dividend policy practiced, be it an invariable dividend, an invariable distribution rate or a residual dividend policy. As a summary, the policies set forth by financial theory do not apply in the practice of companies listed on the Bucharest Stock Exchange, excluding residual dividend policy. The lack of dividend is a signaling instrument of real performances of companies. In these circumstances the absence of attractiveness for companies listed on the stock does not seem to be something surprising. [ABSTRACT FROM AUTHOR]

In this paper, we model two drivers that underlie the economic trade-off that shareholders face in designing incentives for optimal effort allocation by managers. The first driver is the presence of a performance-reporting task, by which we mean managers may exert effort to improve the precision of their performance measures. The second is limited managerial attention, where performing one task may have an adverse effect on the cost efficiency of performing another. We show that the subtle interactions of the two drivers may alter the characteristics of incentive provision. First, the interaction may lead to a positive relation between the strength of the incentive and the variance of the performance measures. Second, the interaction may cause an informative performance signal to not be used in equilibrium incentive contracts. In particular, it is possible that the principal will not use a signal whose precision can be improved by the manager in order to discourage the manager from diverting attention to the performance-reporting task. Finally, we apply the model to a project-selection setting and show that, in order to induce the agent to choose higher risk, higher return projects, the principal may need to raise the bonus rate when the choice of project is unobservable. [ABSTRACT FROM PUBLISHER]

The study explored the relationship between individuals' personality preferences (as measured by the Myers-Briggs Type Indicator, Form M) and their psychological career resources (as measured by the Psychological Career Resources Inventory) and whether the personality types differed significantly in terms of their psychological career resources. The participants were a non-probability sample (N = 81; females = 74%, blacks = 78%) of managerial-level staff from five fast food franchise restaurants in the Western Cape, South Africa. Quantitative statistical procedures were used to explore the association between the participants' personality preferences and psychological career resources. Findings suggest introverted and extraverted personality type preferences to be significantly associated with the participants' psychological career resources. Major differences were observed for the introverted sensing feeling perceiving (ISFP), extraverted sensing feeling judging (ESFJ), introverted sensing feeling judging (ISFJ), extraverted sensing thinking judging (ESTJ) and introverted sensing thinking judging (ISTJ) personality types in their relationship to the career preference of variety/creativity, need for career growth/development, their self/other skills and social connectivity. [ABSTRACT FROM AUTHOR]

Industrial energy efficiency has raised to the top of European energy policy agenda, and particular efforts should be placed to tackle the barriers to energy efficiency of small and non-energy intensive industrial users. To enhance the adoption rate of a specific industrial energy efficiency measure, it is crucial to properly evaluate the barriers. Without a proper level of detail - considering both the measure's specificity and the evaluation's perspective - company managers are hampered when making investment decisions, and policymakers are prevented from developing the most effective policies. The paper aims at highlighting that the value of a given intervention-dependent barrier may differ when evaluating it at the company level, by technology area, or with respect to a specific measure. To achieve this objective, an exploratory investigation of Italian small and medium-sized enterprises into the metalworking sector has been performed with respect to selected cross-cutting technologies. Although general barriers appear as most relevant at the company level, large differences appear when considering intervention-dependent barriers by technology area as well as at the energy efficiency measure level. The research presents innovative results, as the literature and policymakers have not accounted so far for how the value of barriers can effectively vary with respect to a single measure, but have only considered barriers at company level. Additionally, the paper highlights that differences can be appreciated when evaluating the intervention-dependent barriers according to some firm characteristics (i.e. size, production complexity, and innovativeness). The study concludes with suggestions for policymakers as well as industrial decision-makers. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to expand the research into the "micro-level" of the effects of evidence-based activity on organisational change by focusing on an economic development agency's (EDA's) effort to spread the use of standardised measurements to improve accountability for the use of public funds. Design/methodology/approach -- The authors interviewed 19 key managers and staff of a large British EDA. Participant comments revealed concerns deeper than the technical measurement issuethe agency brought in to study. The authors reconceptualised these concerns using the notion of a centre of calculation. Findings -- Although the EDA focused on standardised measurement as a technical issue, the authors find organisational issues such as the need to reconcile differing perceptions of the importance of measurement, a desire to improve organisational learning and a tension between analysts and project managers impeding accountability efforts and delaying agency growth. Research limitations/implications -- Findings are based on interviews at one agency. The experience, however, suggests these issues are common to public agencies. Practical implications -- This model reveals technical concerns as part of more complex organisational issues -- an understanding that may help public agencies better focus their accountability and development efforts. Originality/value -- The model the author's introduced informs studies of evidence-based policymaking at the intra-organisational level by showing that the technical aspects of agency work are part of a larger social concern. It also shows how standardisation for the sake of accountability paradoxically helps build agency power. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to explore the relationships between transformational leadership and post-acquisition performance, introducing into the analysis the mediating effect of employee attitudes toward changes, in the specific context of a transitional economy. Design/methodology/approach -- The data were collected from 208 employees (including 91 managers) from ten acquired companies in Serbia. Using exploratory factor analysis, two dimensions of transformational leadership were identified in the context of a transitional economy: the first one refers to inspiring and stimulating the employees, and the second dimension refers to responding to employee problems. Multiple regression analysis was used to test the research hypotheses. Findings -- The results of the analysis indicate that inspiring and stimulating employees has an indirect impact on post-acquisition performance through the mediating effect of employee attitudes toward changes, whereas responding to employee problems has both direct and indirect impacts on post-acquisition performance. Practical implications -- The results of study may be significant for managers involved in the processes of mergers and acquisitions and may aid them in obtaining adequate levels of employee commitment and trust, which are needed to achieve challenging goals and to improve post-acquisition performance. Originality/value -- The research of the mediating effect of employee attitudes on post-acquisition performance contributes to a better understanding of the relationships between transformational leadership and post-acquisition performance. Research in transitional economies related to subject matter is limited, while in Serbia in particular, there is no prior empirical work on the impact of transformational leadership on post-acquisition performance. [ABSTRACT FROM AUTHOR]

The article discusses the laws that govern the relationships between fashion models and modeling agencies in places such as New York, and it mentions a lack of continuity between New York's employment laws and the state's modeling industry. Contractual relationships are mentioned, along with a comparison of the modeling industry laws in California and France. The legal rights of modeling agents, managers, and independent contractors are examined, along with The Model Alliance group.

Purpose – The purpose of this paper is to focus on an inward drive and commitment toward ethical discovery, which the authors refer to as the competency of moral curiosity. When directed toward moral decision making, the authors believe this ability can help managers effectively respond to their ethical challenges and contribute to an organizational environment that supports ethical performance. Design/methodology/approach – After presenting insights from the literature on curiosity and establishing its relevance, the authors describe a specific experiential learning tool designed to cultivate moral curiosity in organizational settings. The authors conduct a field study using this process to explore how moral curiosity can be strengthened through experiential practice. Findings – Results from the field study suggest that engagement in balanced experiential inquiry, a process that asks managers to reflect on their salient ethical dilemmas and then engage in both individual and collective meaning making, positively influenced participants’ curiosity toward moral decision making. Research limitations/implications – Limitations include challenges inherent to the field-study design, including lack of a control group and limited ability to predict long-term impacts of the intervention. Despite these concerns, the study has useful implications for managerial training and development. In particular, providing safe spaces where managers can discuss their ethical dilemmas is an important element of supporting their development into morally curious leaders who are interested in pursuing business ethics. Practical implications – Findings suggest that providing safe spaces where managers can discuss their ethical dilemmas is an important element of supporting their development into morally curious leaders who are interested in pursuing business ethics. Originality/value – The paper contributes to the research literature on ethics training and education for managers. The authors introduce the construct of moral curiosity as a competency that can be developed through experiential practice in organizational settings. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this study is to examine the changes in global worker preferences for job attributes and incentives at the national cultural level, knowledge that is key to the architecture of effective human resource systems. Design/methodology/approach -- A Bayesian latent growth curve (LGC) model was used to test data from the World and European Values Surveys from the time periods 1981 to 2005. Findings -- Results (based on Bayesian LGC analysis) indicate that employee-related beliefs about what is attractive in a job do change considerably over time, with pay, then employment security having the highest priorities. Equally important, demand for good pay and a job that matches one's abilities are the fastest growing global worker desires. Originality/value -- These findings of national culture's active evolution in the workplace indicate a need for scholars, leaders in practice -- especially human resource managers -- to rethink our cultural conceptualizations for model building and global job design and reward systems. [ABSTRACT FROM AUTHOR]

This paper uses a range of theories to compare the use of internal networks for seeking the next innovative idea by two countries experiencing different examined the effect of variation in macroeconomic conditions to determine motivational differences between SME owners/managers in Australia and Italy. The paper used interviews from SME owner/managers from Italy and Australia. The findings confirm a small generational cohort impact across the two countries in affecting how SMEs owner/managers perceive information from their employees. However, the strongest predictor of whether information from employees was perceived as a potential innovation is the norms of the SME owner/manager, irrespective of the country. [ABSTRACT FROM AUTHOR]

This paper evaluates the behavior of a manager in a period of time as a sample and gives detailed results and analysis in relation with organizational goals. It uses computer software to record daily activities with some details. In order to improve a manager's behavior in relation with organizational goals TMIM was designed. TMIM measures and evaluates the time spent by the managers to improve the way of allocating their time to the organizational expectations. This model considers the time spent by managers to organizational goals and in the meantime considers the attention they pay to continuous improvement as a strong tool of productivity as well. In this model "the main activities and key processes of the organization", "the way of communications" and, "departments and personnel" are determined first. Then, the time a manager spends to handle the organizational processes in relation with departments and personnel through a compatible communication is measured. Finally, spent times are analyzed and time management solutions are presented. The designed model was performed in an electric service providing company through figuring out the characteristics of the managerial behavior by recording and analyzing four years experiences. Before performing this model, time allocation by the managing director was not compatible with the organization's missions and goals. After performing TMIM; analyzing results; and giving feedback, new time allocation led to obvious improvements and managerial effectiveness as a result of the manager's performances. [ABSTRACT FROM AUTHOR]

The study investigates the concept of work-life balance (WLB) policies and practices in three sectors of the Nigerian Economy namely the Banking, Educational and Power Sector. The types of WLB initiatives available in the three sectors were explored and the barriers to implementation of the WLB initiatives were identified. This research implored quantitative methods to investigate the work-life balance practices in three sectors of the Nigerian Economy. This was achieved using an in-depth case study analysis of these sectors. The data set comprised of responses from both managers and employees in the Banking sector with five hundred and eighty six copies of the questionnaire retrieved. The Educational sector comprised of both managers and employees with five hundred and thirty one copies of the questionnaire retrieved; while five hundred and seven copies retrieved from the Power Sector. The findings reveal that there is diversity in terms of how respondents perceive the concept of Work-Life Balance. There is a wide gap between corporate WLB practices and employees' understanding of the concept; the paper suggests some policy implications which would aid the implementation of WLB policies in the studied sectors. This study also suggests direction for future research. [ABSTRACT FROM AUTHOR]