This paper is based on a 1983 attitudinal survey of Iowa public employees examining the effect of job (job challenge, role clarity, and performance appraisal fairness) and work environment (personal significance, supervisory relationship, and employee freedom), characteristics — used here as indicators of humanistic management — on organizational success (perceptions of organizational effectiveness, public responsiveness, and job satisfaction). The results document three findings: (1) organizations are perceived as being successful, (2) job and work environment characteristics are viewed as favorable, and (3) an across-the-board, albeit moderate, relationship between organizational success and humanistic management practices is perceived to exist.
Strategic human resource management enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice and participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using ordinal regression analyses of data from a survey of North Carolina county social service directors and supervisors, this study examines the extent to which strategic human resource management is perceived to affect outcome assessments (or performance measurements) for welfare reform. Although strategic human resource management practices are perceived to be present, with training and employment security having notable impacts, they clearly are not a predominant feature in North Carolina counties.
Although research has extensively examined work-family issues in the private sector, little is known about sector-related differences. Here, we used data from the 2002 National Study of the Changing Workforce and multiplegroup structural equation modeling to compare the levels and mechanisms through which work pressure and 3 workplace social resources (i.e., workfamily culture, supervisor support, and coworker support) are related to work-family conflict in the public and private sectors. First, work-family culture affected work-family conflict directly in the private sector and indirectly, through reduced work pressure, in the public sector. Moreover, work-family culture had a much stronger impact on supervisor support in the private sector. Second, public sector employees perceived higher levels of supervisor and organizational support while experiencing higher levels of work pressure. The study illustrates the necessity of differentiating between the 2 sectors of employment when studying work-family relationships.
Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using a survey of North Carolina county social service professionals, this study examines (1) the extent to which strategic human resource management is perceived, (2) the relationship of these SHRM practices to demographic variables such as age, ethnic status, sex, education, supervisory status and tenure, and county population, and (3) the relationship between SHRM and outcome assessments for welfare reform (unemployment change and organizational report card measures). While SHRM practices are perceived to be present in North Carolina counties, they clearly are not a predominant feature. Weak demographic influences, especially in terms of population and supervisory status and tenure, are evident. Especially disturbing are the influences those demographic influences have on employment security. Few relationships are found (and those only weak) involving outcome assessments.
This paper examines supervisor attitudes towards management practices (work group rela tionships, relationships with their own supervisors, performance appraisal systems, and organizational commitment) and their relationship to the supervisor's own sense of manage rial involvement (as measured through Organizational Trust and Change Orientation scales). Using regression analysis, a relationship between "organizational humanist" management practices (especially with respect to intergroup relationships and job challenge) and manage rial involvement is confirmed.
ByWho motivates the motivator? Peter Drucker (1974; p. 400) has noted Dennis M. Daley mat motivation is among the prime tasks of management. Yet, we tend to assume that managers are ipso facto already motivated, that they are not themselves subject to the same maladies which call forth our efforts at motivating others. In order to motivate others managers must first them selves be involved.
This paper examines the effect of management practices attitudes on a manager's own sense of involvement (as measured in terms of percep tions regarding Organizational Trust and Change Orientation).To what extent are organizational commitment, the relationships with their own supervisors, workgroup relationships, and performance appraisal systems perceived to influence a manager 7 s own involvement or loyalty?
The Uninvolved ManagerThe uninvolved manager can pose a serious organizational problem. Whereas the uninvolved worker is "merely" less productive than they could be (for information on the uninvolved worker see Crawford, Thomas and Fink, uninvolved manager 7 s reduced productivity "trickles down the hierarchy," setting a bad example for their subordinates in their failure to manage.
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