Myths and misconceptions in current engineers’ management practices

Petroni, Alberto

doi:10.1108/13527590010731943

Cited by 5 publications

(3 citation statements)

References 16 publications

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“…The current result is consistent with the study of Alzayed and Murshid (2017) which showed low levels in Kuwait while another study (Wen et al , 2018) found that around half of the employees sampled intended to resign. Many studies reported that the employees who are not rewarded or recognized for their hard work and efforts may experience a higher rate of turnover in their organizations (Maslach et al , 2001; Petroni, 2000).…”

Section: Discussionmentioning

confidence: 99%

Negative behaviors among employees: the impact on the intention to leave work

Durrah

Chaudhary²

2020

WJEMSD

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PurposeThis study examines the effect of three negative behaviors namely alienation behavior, cynicism behavior and silence behavior on employees’ intention to leave work in the telecommunication sector in the Sultanate of Oman.Design/methodology/approachUsing a simple random sampling technique, data was collected using a questionnaire from 204 employees working in two leading telecommunication service providing agencies (Omantel and Ooredoo) in Oman. The collected data was analyzed using structural equation modeling (SEM) through AMOS software.FindingsThe findings of the study indicate a significant effect of both cynicism behavior and work alienation behavior on employees’ intention to leave work while silence behavior did not appear to affect employees’ intention to leave work.Practical implicationsThe research suggests that the policymakers are required to take corrective measures and implement policies and work practices that ensure employees’ sincere engagement to work.Originality/valueThe findings contribute to the knowledge regarding the effect of employees’ negative behavior on the intention to leave work. The work is novel in the context of studying the effect in the Sultanate of Oman.

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Section: Discussionmentioning

confidence: 99%

Negative behaviors among employees: the impact on the intention to leave work

Durrah

Chaudhary²

2020

WJEMSD

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“…However, on the other hand, they are usually accused of being unreflective with respect to the broader implications of their work [11]. In his study, [49] suggests that engineers are generally dissatisfied and largely demotivated. Causes for the latter revolves around inadequate rewarding systems, improper utilization of technical personnel, and, probably the most evident since forever: a lack of awareness of engineering's nature which is considered to be an intrinsic creative duty [6], [44], [48], [49].…”

Section: B Motivating Engineers To Share Knowledgementioning

confidence: 99%

Knowledge sharing among engineers: An empirical examination

Contreras-Pacheco

Claasen

Nishant

2017

2017 IEEE Technology &Amp; Engineering Management Conference (TEMSCON)

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We study knowledge sharing among engineers to develop a nuanced understanding of the role of meaningful work and organizational identification by integrating the knowledge management framework, the job characteristics model and organizational identity theory. Using a cross-sectional survey of 168 engineers with managerial responsibilities from several industries in Colombia, we tested a structural equation model. Results show that a meaningful work is related with knowledge sharing, but is mediated by organizational identification. Furthermore, we found that the way to obtain knowledge donating is preceded by knowledge collecting. These associations provide insight into engineers' attitudes towards sharing knowledge as a way to differentiate profiles in the organizational environments and promote further research in this regard. Practical implications revolve around the justification for working on practices that not only foster meaningfulness in the workplace, but also organizational identification in order to obtain adequate levels of organizational knowledge sharing. Finally, since most studies have been carried out in developed countries, this study also contributes to a better understanding of the topic in previously unexplored contexts, in this case emerging economies.

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“…Today, however, technical managers define general goals and objectives, create a favorable working environment (James, 2002), (Jassawalla & Sashittal, 2000), (Petroni, 2000). They perform two important functions: introduce changes and carry out managerial functions.…”

Section: Theoretical Framework and Research Methodsmentioning

confidence: 99%