Managerial Practices and Organizational Conditions That Encourage Employee Growth and Development

Abstract

This paper focuses on seven major managerial practices and three negative conditions that must be managed to enhance employee growth and development. These managerial practices and conditions have significant potential for human resource development practitioners and performance improvement technologists by providing new perspectives to improve employee performance through employee growth and development activities. Surveys measuring employee perceptions of manager behaviors were administered to 503 MBA and PhD students from the United States, resulting in 463 useable responses. The hypotheses were tested using linear regression and structural equation modeling. Based on the analysis, the researchers found that involving employees in decision making, motivating employees, treating employees as unique individuals, and making certain that managers are effective have the highest influence on employee growth and development.

High‐Performance Work Systems and Work‐Role Performance: A Multilevel Moderated Mediation Model

“…Several empirical studies show a positive relationship between specific human-resource practices, and employee effort (Gilley, Gilley, Jackson & Lawrence, 2015). Walsh and Tseng (1998) have showed that employees' participation has a positive effect on their effort.…”

Enhancing procurement decisions through effective leadership: a case of Libyan Ministry of Defence

“…It is very important that the leadership in the military organization be able to communicate and convince subordinates to ensure the success of any reform initiative to enhance procurement decision and improve overall performance. The leaders must maximize the potential of others and motivate them to achieve common goals and be able to manage individual and group performance with an understanding of group dynamics and team building (Gilley et al, 2015). Leaders that are capable of communicating with staff always succeed in implementing reform within the organization (Gilley et al, 2015).…”

“…The leaders must maximize the potential of others and motivate them to achieve common goals and be able to manage individual and group performance with an understanding of group dynamics and team building (Gilley et al, 2015). Leaders that are capable of communicating with staff always succeed in implementing reform within the organization (Gilley et al, 2015). Zohar and Polachek (2014), Dobre (2013) and Morphitou (2017) found that there is a significant relationship between leadership communication in organization and organizational performance.…”

Growth-oriented management and employee outcomes: employee resilience as a mechanism for growth

“…While the careers literature focuses on individuals' impetus for learning, managers play a crucial role in promoting growth in followers, particularly for those who may not have access to other, perhaps more formalized, opportunities for development (Gilley et al, 2015). Some functional line manager behaviors can promote growth through well-studied practices including coaching and feedback for task performance (Sue-Chan et al, 2011).…”

“…Review of the literature While many studies are concerned directly with employer centric outcomes such as engagement and organizational citizenship behavior, studies of managerial behaviors that facilitate employee growth and development are less common (Gilley et al, 2015;Kara et al, 2013). So too are studies on how growth and development can then support further flourishing in employees, such as well-being and engagement (Barrio, 2013).…”