The role of the finance professional in performance management and control

Nevries, Pascal; Payne, Rick

doi:10.4324/9781315691374-9

“…For the purposes of this study, leaders in financial roles refer to those working in South African organisations' financial departments, dealing with day-to-day financial operations, administration, and management. These leaders' work environment is characterised by working extended hours under constant pressure to meet deadlines and ensuring the effective management of company finances and the latter's adherence to financial compliance requirements (Nevries and Payne, 2017). It is also expected of them to recover quickly from setbacks and to function optimally when faced with severe adversity, such as the recent downgrade of South Africa's sovereign credit rating to junk status or dealing with accusations of corruption (Cameron, 2017).…”

Section: Financial Rolesmentioning

confidence: 99%

The Role of Emotional Intelligence in the Experience of Burnout among South African Leaders Working in Financial Roles

Jooste¹,

Coetzee²

2022

IJWOE

0

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South African leaders serving a financial role within the corporate sector are prone to experience burnout due to the nature of their jobs. These leaders are also usually not inclined to regulate and manage emotions effectively. The purpose of this study was to determine the role of emotional intelligence in the experience of burnout. Quantitative data was obtained from financial leaders (n = 100). First, it was determined who were suffering from burnout. This was followed by MANOVAs to determine if these groups differed with regards to the display of emotional intelligence. Thereafter, stepwise regression analysis was performed to determine the extent to which emotional intelligence could predict the occurrence of burnout. Findings suggested that financial leaders who measure high on emotional intelligence were less at risk of experiencing burnout. It was also discovered that emotional self-management and emotional management of others were significant predictors of burnout.

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“…For the purposes of this study, leaders in financial roles refer to those working in South African organisations' financial departments, dealing with day-to-day financial operations, administration, and management. These leaders' work environment is characterised by working extended hours under constant pressure to meet deadlines and ensuring the effective management of company finances and the latter's adherence to financial compliance requirements (Nevries and Payne, 2017). It is also expected of them to recover quickly from setbacks and to function optimally when faced with severe adversity, such as the recent downgrade of South Africa's sovereign credit rating to junk status or dealing with accusations of corruption (Cameron, 2017).…”

Section: Financial Rolesmentioning

confidence: 99%

The role of emotional intelligence in the experience of burnout among South African leaders working in financial roles

Jooste¹,

Coetzee²

2022

IJWOE

1

0

View full text Add to dashboard Cite

South African leaders serving a financial role within the corporate sector are prone to experience burnout due to the nature of their jobs. These leaders are also usually not inclined to regulate and manage emotions effectively. The purpose of this study was to determine the role of emotional intelligence in the experience of burnout. Quantitative data was obtained from financial leaders (n = 100). First, it was determined who were suffering from burnout. This was followed by MANOVAs to determine if these groups differed with regards to the display of emotional intelligence. Thereafter, stepwise regression analysis was performed to determine the extent to which emotional intelligence could predict the occurrence of burnout. Findings suggested that financial leaders who measure high on emotional intelligence were less at risk of experiencing burnout. It was also discovered that emotional self-management and emotional management of others were significant predictors of burnout.

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As Capacidades Geradoras de Valor da Controladoria

Brescovici

¹

,

Garrido

²

,

Monticelli

³

2022

CGG

0

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Objetivo: Propor a controladoria como uma capacidade geradora de valor às organizações, pelo estudo da evolução das suas funções organizacionais, reunindo-as sob a forma de capacidades, apresentando o impacto sobre o desempenho organizacional. Método: Quantitativo concebido em duas etapas: uma exploratória baseada no modelo conceitual das capacidades da controladoria e outra de caráter descritivo, com base em estatística multivariada e uma escala de mensuração propondo hipóteses de relação com desempenho organizacional a partir de uma amostra de 120 empresas. Originalidade/Relevância: O estudo aproxima dois corpos teóricos diferentes em sua temática – controladoria e estratégia – propõe de modo inédito as capacidades analíticas, planejamento e controle, como capacidades da controladoria, testando suas relações como o desempenho organizacional. Resultados: Os resultados suportam as capacidades da controladoria e demonstram a geração de valor destas capacidades por meio da sua relação positiva e significante com o desempenho organizacional. Contribuições teóricas/metodológicas: A ampliação do conceito da controladoria para a gestão estratégica e para a geração de valor às organizações, indo além da contribuição restrita ao âmbito contábil e financeiro.

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The role of the finance professional in performance management and control

Cited by 3 publications

References 1 publication

The Role of Emotional Intelligence in the Experience of Burnout among South African Leaders Working in Financial Roles

The Role of Emotional Intelligence in the Experience of Burnout among South African Leaders Working in Financial Roles

The role of emotional intelligence in the experience of burnout among South African leaders working in financial roles

As Capacidades Geradoras de Valor da Controladoria

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