This document is the oral defense presentation for Claude B. Tanoe's quantitative study examining the relationships between senior leader attrition, leadership competency, and organizational effectiveness in the federal government. The presentation outlines the problem statement, purpose, theoretical framework, research design, questions, population/sample, data collection/analysis, findings, conclusions and implications, limitations, and recommendations of the study. It also includes an introduction, outline, and concludes by asking for any questions.
The document is a mid-candidature review for Nathan Eva's PhD thesis examining the relationship between servant leadership and job satisfaction, moderated by decision making processes and organizational structure. It outlines 8 hypotheses regarding how involvement, dominance, formalization, and centralization impact the servant leadership to job satisfaction relationship. It describes a 2-part study using experiments and an organizational survey to test the hypotheses. Preliminary results from Study 1 provide support for some hypotheses and contradictions for others.
Internal attitude survey and workers commitment in nigerian banking industryAlexander Decker
This document summarizes a study that examined the relationship between internal attitude surveys and workers' commitment in the Nigerian banking industry. The study found that internal attitude surveys had a significant positive association with workers' continuance commitment and normative commitment, but no significant association with affective commitment. This suggests that when management is aware of employee attitudes and addresses issues, employees will feel obligated to remain with the organization and be less likely to leave due to sunk costs. The document provides background on internal attitude surveys, the three components of workers' commitment, and the potential relationship between surveys and commitment.
Impact of Abusive Supervision on Employee Turnover Intention: The Moderating ...ijtsrd
The research was aimed to find out the impact of abusive supervision on turnover intention and to see how the moderating role effect by the abusive supervision and leads toward turnover intention i.e. emotional exhaustion. A total of 60 responses were gathered for the analysis of the study. The analysis has to be done through filling up questionnaires from the respondents. Statistical package of social sciences (SPSS) was implemented to get the result. The result finds that emotion exhaustion moderates the relationship between the dependent and independent variable. The nexus between abusive supervision and turnover intention turn out to be positively significant. An optimistic relation was found between the abusive supervision and the moderating variable. Mr. Sher Alam Khetran | Mr. Sikandar Wali | Dr. Muhammad Yar Khan | Ms. Jawaria Mushtaq"Impact of Abusive Supervision on Employee Turnover Intention: The Moderating Effect of Emotional Exhaustion" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11275.pdf http://www.ijtsrd.com/management/business-administration/11275/impact-of-abusive-supervision-on-employee-turnover-intention-the-moderating-effect-of-emotional-exhaustion/mr-sher-alam-khetran
The survey found that the most important workforce challenges organizations currently face are dealing with different generations of employees and multiple cultures in the workplace. Nearly all organizations expect that employee engagement, retention, and recruitment will be key HR challenges in the next 3-5 years. Eight out of 10 organizations currently have an employee recognition program, most commonly recognizing employees for years of service, work that goes above and beyond, and financial performance results. Few organizations measure the ROI of these programs, and most find measuring effectiveness challenging.
Research Methods Assignment - The Relationship among board of director charac...Amany Hamza
This report attempts to critically analyse the research paper:
Dunn, P., & Sainty, B. (2009) The relationship among board of director characteristics, corporate social performance and corporate financial performance, International Journal of Managerial, Finance, Vol. 5 No. 4, 2009 pp. 407-423
This document discusses employee engagement. It begins by defining employee engagement as having psychological presence, passion for work, emotional and intellectual commitment, and discretionary effort. It then discusses the positive consequences of engagement, citing research finding links between engagement and business growth, profitability, and earnings. The document next examines employee engagement in Australia, finding only 18% of Australians love their work and one in five are actively disengaged. It concludes by identifying some key issues in engagement research and defining engagement as having rational understanding, emotional attachment, and motivation to invest discretionary effort.
Employee engagement refers to an employee's level of involvement and enthusiasm for their work. Highly engaged employees feel a strong emotional attachment to their organization and are motivated to help it succeed. Research has found that higher employee engagement leads to improved individual and organizational outcomes such as higher productivity, customer satisfaction, retention rates, and financial performance. Engagement is influenced by factors such as empowerment, meaningful work, good relationships, and rewards for high performance.
Smiling but not with his eyes: Authentic employee voice for inclusive organis...Kevin Ruck
A paper presented by Dr Kevin Ruck at the CIPD Applied Research Conference in Glasgow on 1 December 2017.
The paper is based on qualitative research and identifies three aspects of voice:
1. Active listening: adopting an open mind to what is said by employees
2. Authentic responsiveness: being prepared to seriously consider what is said by employees
3. Safety to speak out: alleviating the fear of retribution.
The document is a mid-candidature review for Nathan Eva's PhD thesis examining the relationship between servant leadership and job satisfaction, moderated by decision making processes and organizational structure. It outlines 8 hypotheses regarding how involvement, dominance, formalization, and centralization impact the servant leadership to job satisfaction relationship. It describes a 2-part study using experiments and an organizational survey to test the hypotheses. Preliminary results from Study 1 provide support for some hypotheses and contradictions for others.
Internal attitude survey and workers commitment in nigerian banking industryAlexander Decker
This document summarizes a study that examined the relationship between internal attitude surveys and workers' commitment in the Nigerian banking industry. The study found that internal attitude surveys had a significant positive association with workers' continuance commitment and normative commitment, but no significant association with affective commitment. This suggests that when management is aware of employee attitudes and addresses issues, employees will feel obligated to remain with the organization and be less likely to leave due to sunk costs. The document provides background on internal attitude surveys, the three components of workers' commitment, and the potential relationship between surveys and commitment.
Impact of Abusive Supervision on Employee Turnover Intention: The Moderating ...ijtsrd
The research was aimed to find out the impact of abusive supervision on turnover intention and to see how the moderating role effect by the abusive supervision and leads toward turnover intention i.e. emotional exhaustion. A total of 60 responses were gathered for the analysis of the study. The analysis has to be done through filling up questionnaires from the respondents. Statistical package of social sciences (SPSS) was implemented to get the result. The result finds that emotion exhaustion moderates the relationship between the dependent and independent variable. The nexus between abusive supervision and turnover intention turn out to be positively significant. An optimistic relation was found between the abusive supervision and the moderating variable. Mr. Sher Alam Khetran | Mr. Sikandar Wali | Dr. Muhammad Yar Khan | Ms. Jawaria Mushtaq"Impact of Abusive Supervision on Employee Turnover Intention: The Moderating Effect of Emotional Exhaustion" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11275.pdf http://www.ijtsrd.com/management/business-administration/11275/impact-of-abusive-supervision-on-employee-turnover-intention-the-moderating-effect-of-emotional-exhaustion/mr-sher-alam-khetran
The survey found that the most important workforce challenges organizations currently face are dealing with different generations of employees and multiple cultures in the workplace. Nearly all organizations expect that employee engagement, retention, and recruitment will be key HR challenges in the next 3-5 years. Eight out of 10 organizations currently have an employee recognition program, most commonly recognizing employees for years of service, work that goes above and beyond, and financial performance results. Few organizations measure the ROI of these programs, and most find measuring effectiveness challenging.
Research Methods Assignment - The Relationship among board of director charac...Amany Hamza
This report attempts to critically analyse the research paper:
Dunn, P., & Sainty, B. (2009) The relationship among board of director characteristics, corporate social performance and corporate financial performance, International Journal of Managerial, Finance, Vol. 5 No. 4, 2009 pp. 407-423
This document discusses employee engagement. It begins by defining employee engagement as having psychological presence, passion for work, emotional and intellectual commitment, and discretionary effort. It then discusses the positive consequences of engagement, citing research finding links between engagement and business growth, profitability, and earnings. The document next examines employee engagement in Australia, finding only 18% of Australians love their work and one in five are actively disengaged. It concludes by identifying some key issues in engagement research and defining engagement as having rational understanding, emotional attachment, and motivation to invest discretionary effort.
Employee engagement refers to an employee's level of involvement and enthusiasm for their work. Highly engaged employees feel a strong emotional attachment to their organization and are motivated to help it succeed. Research has found that higher employee engagement leads to improved individual and organizational outcomes such as higher productivity, customer satisfaction, retention rates, and financial performance. Engagement is influenced by factors such as empowerment, meaningful work, good relationships, and rewards for high performance.
Smiling but not with his eyes: Authentic employee voice for inclusive organis...Kevin Ruck
A paper presented by Dr Kevin Ruck at the CIPD Applied Research Conference in Glasgow on 1 December 2017.
The paper is based on qualitative research and identifies three aspects of voice:
1. Active listening: adopting an open mind to what is said by employees
2. Authentic responsiveness: being prepared to seriously consider what is said by employees
3. Safety to speak out: alleviating the fear of retribution.
This study examined how inclusive leadership behavior affects outcomes through leader-member exchange relationships, and how extraversion and introversion may moderate these relationships. Several hypotheses were tested using survey data from 264 employees. Results showed inclusive leadership positively relates to high quality leader-member exchange and job satisfaction. Leader-member exchange also positively relates to job satisfaction and job performance, partially mediating the inclusive leadership relationships. However, the moderating role of personality traits was inconclusive. Additional findings included relationships between demographic variables and outcomes. The study provides implications for leadership development but limitations suggest expanding research methods and samples.
This research report summarizes findings from a two-year study on employee engagement conducted by the Kingston Employee Engagement Consortium. The study involved collecting data through questionnaires and interviews from eight organizations across different sectors in the UK, with a total of 5,291 questionnaire respondents and around 180 interviews. The report defines employee engagement as having three core facets: intellectual engagement, affective engagement, and social engagement. It finds that overall engagement levels are moderately low in the sample, and explores differences in engagement across contexts and employee groups. Key drivers of engagement are identified as meaningful work, employee voice, management communication and vision, and supportive work environments. The report also links engagement to positive organizational and individual outcomes.
This document summarizes literature related to the relationship between human resources (HR) departments and line managers. It discusses 4 aspects presented in the literature: 1) causes of devolving HR responsibilities to line managers, 2) impact on HR and line managers, 3) problems created, and 4) remedies. Key points include that devolution creates both threats and opportunities for HR specialists, and tensions can exist between HR and line managers due to differing views of HR strategies and competencies. Developing high-quality relationships and improving manager competencies are important for addressing issues around devolution.
The meaning and measurement of employee engagement A review of the literature...Omar Ababneh
This document provides a review of the literature on defining and measuring employee engagement. It discusses several debates in the literature, including whether burnout is the antithesis of engagement, if engagement is a state or trait, and how engagement differs from similar constructs like job satisfaction and organizational commitment. The review examines how engagement has been defined by various researchers and identifies inconsistencies in these definitions. It also analyzes the different approaches that have been used to measure engagement and the limitations of these approaches. The goal of the document is to bring clarity to the conceptualization and measurement of employee engagement.
Organizational citizenship Behavior as Attitude Integrity in Measurement of I...IOSR Journals
Quality of Human Resource represent one of the factor which to increase performance productivity an institution or organization. Therefore, needed Human Resource having high interest because interest or membership will be able to support the make-up of employees performance achievement. During the time at generally in governance institution not yet had officer with adequate interest, proved with still lower officer productivity and is difficult measure officer performance [in] governance institution scope. Performance Management System in a modern concept of human resource management is an objective and transparent performance measurement model of Organizational Citizenship Behavior in giving reward to individual’s sacrifice for organization. Three main elements of individual’s sacrifice performed in Organizational Citizenship Behavior (OCB) are compliance, loyality, and participation.The organization shoud appreciate these attitudes by giving clear job description and brief rewardsystemcriteriato encourage the individual’s job motivation. Combined with theindividual assessment of job description, job grading is used to compile a correct Key Performance Indexand a precise salary component. The aim of this action research is to give a comprehensive solution for Hospital X, in order to determine a Key Performance Indexsmodel, in response to some problems such as jobmotivation, work stress and performance. An interviews with hospital’s director and Human Resources section was conducted to compile the KPI. The results of this research can be recommended to the hospital to make a comprehensive performance assessment consist of the review of employee's job descriptions, Key Performance Indicator (KPI), job grading, specifying fundamental salary based on work,Bonus Scame and score summary
This document is a research report that examines the relationships between financial and non-financial rewards, affective commitment, and employee retention. It reviews literature on different types of rewards and how they may influence affective commitment. The study aims to determine if satisfaction with financial and non-financial rewards is related to affective commitment, and if affective commitment then impacts employees' intentions to stay. It also examines if employees' income moderates the relationship between rewards and commitment. A survey was administered to employees across various organizations to measure rewards, commitment, and intentions. The results will analyze these relationships and help organizations design effective reward systems to improve retention through increased affective commitment.
1. The document summarized a case study about the transformation of SEMCO, a Brazilian company, from being on the edge of bankruptcy to becoming very successful.
2. When Richard Seller joined as CEO in 1980, he changed SEMCO's management approach by implementing self-managed work groups and emphasizing democracy, information sharing, and profit sharing.
3. This new approach improved productivity, quality, and morale while reducing costs and workforce. SEMCO became one of the best companies to work for in Brazil.
(1) Downsizing at British Telecom involved significant workforce reductions from the late 1980s through the mid-1990s as BT restructured and reduced costs in response to industry changes. (2) BT implemented both voluntary and involuntary redundancy programs, with the largest in 1992 accepting over 30,000 applicants which was far more than anticipated. (3) Survivors experienced increased workloads, uncertainty, and stress as well as feelings of anger, guilt, and loss over departed colleagues which negatively impacted morale and commitment if not properly managed.
The document discusses performance management and ways to improve it. It notes that while 87% of organizations have formal performance management schemes, they often promise more than they deliver. It highlights research showing links between better performance management and increased productivity, profits, and lower mortality rates. The document suggests that to be successful, performance management needs clear goals, competent managers, communication, and to differentiate and motivate different levels of performers. It emphasizes setting challenging but achievable goals to drive a high performance culture.
Building team effectiveness through psychometric profiling. a scientific real...Sascha Michel
Psychometric profiling can impact team effectiveness by increasing individual awareness of personality differences, which can create an environment of openness. This improves communication and collaboration within teams. Repeated use of psychometric profiling over the longer term helps maintain awareness of personalities and provides a common framework for understanding conflicts and complex situations. While conducted out of context, psychometric profiling still provides value as a predictor of future behavior in improving overall team effectiveness.
THE INFLUENCE OF LEADERSHIP ROLES AND TEAM BUILDING & PARTICIPATION ON TEAM S...Fung Ping
Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognize the importance and benefits of project teams. One of the outcomes working in a project team is the proliferation of Team Shared Mental Models (TSMM). It is critical to examine the antecedents of TSMM which is the aim of this study as TSMM by itself can contribute to project team learning and others. However, it is unclear from literature whether both leadership roles and team building & participation can influence TSMM concurrently especially in a project setting study whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in nature. This has developed a research model underpinned on Cohen and Bailey’s (1997) Team Effectiveness Framework to empirically analyze how leadership roles and team building & participation can predict TSMM. Cross sectional quantitative research with online survey method was used in this study. Partial Least Squares (PLS) were employed whereby SmartPLS v2 was used to perform path analysis. Based on 201 random sample responses from project managers in Malaysia, findings suggest that leadership roles can influence TSMM indirectly via team building & participation. Knowledge contribution of this study is that project managers should invest extra efforts in team building & participation as it is the main contributor to TSMM. Activities of team building & participation can increase interactions among team members which can help generate more TSMM in order to improve project team learning. Discussion, conclusion and limitations are also included in this article.
Firm Headquarter Location and Management Team Reputation_TW_20131031_20140113Gavin Yeh
1. This study examines the relationship between a firm's headquarter location characteristics and its management team size and reputation (MS&R) using data from Taiwanese firms from 2006-2012.
2. The results show that firms located farther from urban centers, major transportation hubs like railway stations and airports, have smaller management teams and poorer reputations, as measured by the percentage of corporate and non-profit boards that managers sit on.
3. The study also finds that firms located in bigger cities have an advantage over those in northern cities in attracting general managers, but the opposite is true for high-reputation managers.
Brennan, Niamh [2006] Boards of Directors and Firm Performance: Is there an E...Prof Niamh M. Brennan
Reflecting investor expectations, most prior corporate governance research attempts to find a relationship between boards of directors and firm performance. This paper critically examines the premise on which this research is based. An expectations gap approach is applied for the first time to implicit expectations which assume a relationship between firm performance and company boards. An expectations gap has two elements: A reasonableness gap and a performance gap. Seven aspects of boards are identified as leading to a reasonableness gap. Five aspects of boards are identified as leading to a performance gap. The paper concludes by suggesting avenues for empirically testing some of the concepts discussed in this paper.
This document provides a literature review on the role of governance in strategic decision making processes, with a focus on family businesses. It discusses how boards can contribute to strategy through knowledge, skills and networks. Boards can be involved in strategy at different levels, from evaluating proposals to shaping strategic decisions. The literature shows that factors like organizational norms, firm performance and history, and board processes influence board involvement in strategy. However, more research is needed on less formal governance mechanisms like advisory boards and how they function as a practice in strategizing for family firms.
High-involvement work practices (HIWPs) refer to a set of practices that aim to improve employee performance through increased skills, motivation, and involvement. HIWPs include practices like team-based work, extensive training, information sharing, and incentive-based compensation. The document discusses the components, advantages, and effectiveness of HIWPs. It notes that HIWPs can boost employee commitment, skills, decision-making power, and overall firm performance when implemented properly through a bundle of interconnected practices. However, changing to HIWPs can be difficult for organizations and their effects may vary.
The document discusses the concept of employee engagement and organizational engagement. It finds that only 35% of UK employees are actively engaged with their work. Organizational engagement is defined as a social and communicative approach where employees feel informed, have input that is acknowledged, and managers show commitment to organizational values. Several studies cited found that organizational engagement more strongly predicts outcomes and performance than job engagement alone. Key aspects of organizational engagement include employees feeling informed through two-way communication, manager commitment, and opportunities for employees to provide upward feedback.
This document provides an introduction and literature review for a comparative study of employer provided training and organizational performance in the UK and Bangladesh. It discusses relevant theories like human capital theory and Hofstede's cultural dimensions model. For the UK context, it summarizes studies finding mixed results on the relationship between human resource management practices like training and organizational performance. Cultural dimensions show some differences between the UK and Bangladesh that could impact work attitudes and performance.
7011EHR_3155_35437387_52963_Journal_Reflection_-_FinallMomo Scott
The document contains a journal reflection from weeks 4, 5, 6 and 8 of a course. It discusses several topics related to human resource management systems and their impact on organizational performance. Key points include: different HR systems are associated with different organizational structures; high involvement work systems can positively impact performance but depend on factors like industry; and the role of HR is changing and becoming more strategic through partnerships with business units. Cultural factors and global talent management are also addressed.
Effectiveness of performance management systemiaemedu
1) The document discusses the effectiveness of performance management systems and analyzes employee perceptions of an organization's PMS through surveys.
2) It finds that providing training and development to employees can improve performance and that employees are generally satisfied with the current PMS, though some modifications could enhance its effectiveness.
3) Statistical analysis of survey results show relationships between training impacts and PMS satisfaction as well as a correlation between the existing PMS and organizational climate.
Effectiveness of performance management systemiaemedu
1) The document discusses the effectiveness of performance management systems and analyzes employee perceptions of an organization's PMS through surveys.
2) It finds that most employees are satisfied with their current PMS but that training and development opportunities could be improved to enhance employee performance.
3) Statistical analysis shows a correlation between PMS satisfaction and the impact of training on performance, indicating training positively influences employee views of performance evaluations.
GB518M1 Assess accounting information and systems in businessMatthewTennant613
GB518M1: Assess accounting information and systems in business environments.
All competency criteria must be met to earn a B grade and pass this Course Outcome.
A predefined number of mastery criteria must be met to earn an A grade, indicating mastery of
the Course Outcome. See the CLA and Grade Criteria Chart below.
*If work submitted for this Competency Assessment does not meet the minimum
submission requirements, it will be returned without being scored.
Assess accounting information and systems in business
environments
MET NOT YET
MET
Module 1 Lab Part 1
Competency
Explain the purpose and importance of accounting
Module 1 Lab Part 2
Competency
Analyze business transactions and the Accounting Cycle using source
documents
Module 1 Lab Part 3
Competency
Prepare financial statements and explain the importance of periodic
reporting
Module 1 Lab Part 4
Competency
Apply the accounting equation to explain accrual accounting and why it
is useful in periodic reporting
Module 1 Lab Part 5
Competency
Explain the purpose and impact of adjustments
Module 1 Lab Part 6
Competency
Prepare financial statements using an adjusted trial balance
Module 1 Lab Part 7
Mastery
Interpret the accounting equation and each of its components
Module 1 Lab Part 8
Mastery
Analyze financial data using financial ratios
Module 1 Lab Part 9
Mastery
Compute profits using the accrual concept of accounting
Module 1 Lab Part 10
Mastery
Calculate profitability ratios
Module 1 Lab Part 11
Mastery
Complete the Accounting Cycle
Total Competency Criteria:
Total Mastery Criteria:
CLA and Grade Criteria Chart
CRITERIA
CLA
Score
Grade Points
Meets all 6 competency criteria and 3 to 5 of mastery
criteria
5 A 1000
Meets all 6 competency criteria and 1 to 2 of mastery
criteria
4 B 850
Meets 4 to 5 of competency criteria 3
Not Yet
Competent*
0
Meets 3 to 4 of competency criteria 2
Not Yet
Competent*
0
Meets 1 to 2 of competency criteria 1
Not Yet
Competent*
0
Meets 0 competency criteria 0
Not Yet
Competent*
0
No submission NA
Not Yet
Competent*
0
*Not Yet Competent grades convert to an F at term end
1 DSRT 8 7: 2.1 SCHOLARLY ABRSTRACT ASSIGNMENT #1 – QUANTITATIVE
Relati nship Between Female Leadership Styles and Empl yee Engagement
Bibli graphic Citati n
Ghani, F. A., Derani, N. E. S., Aznam, N., Mohamad, N., Zakaria, S. A. A., & Toolib, S. N.
(2018). An empirical investigation of the relationship between transformational,
transactional female leadership styles and employee engagement. Global usiness and
Management Research, 10( ), 724.
Auth r Qualificati ns
Fadhilah Abdul Ghani, Nor Emmy Shuhada Derani, Neezlin Aznam, Norfatihah Mohamad, Siti
Aimi Athirah Zakaria, Siti Norhidayah Toolib
Research C ncern
Most studie ...
Doctoral Dissertation Defense Conilyn Poulsen Judge The Relationship Between ...Coni Judge, PhD
This document summarizes Conilyn Poulsen Judge's dissertation defense on examining the relationship between C-level leader extraversion, measured by enthusiasm and assertiveness, and firm goal achievement. The study found extraversion overall predicted firm goal achievement, but when examining the subscales, assertiveness positively correlated with firm goal achievement while enthusiasm did not. The study advances understanding of extraversion and its subscales in leadership and has implications for selection and development of leaders. Limitations included sampling and measurement methods. Future research opportunities include examining subscales in different contexts and relationships to other personality traits.
This study examined how inclusive leadership behavior affects outcomes through leader-member exchange relationships, and how extraversion and introversion may moderate these relationships. Several hypotheses were tested using survey data from 264 employees. Results showed inclusive leadership positively relates to high quality leader-member exchange and job satisfaction. Leader-member exchange also positively relates to job satisfaction and job performance, partially mediating the inclusive leadership relationships. However, the moderating role of personality traits was inconclusive. Additional findings included relationships between demographic variables and outcomes. The study provides implications for leadership development but limitations suggest expanding research methods and samples.
This research report summarizes findings from a two-year study on employee engagement conducted by the Kingston Employee Engagement Consortium. The study involved collecting data through questionnaires and interviews from eight organizations across different sectors in the UK, with a total of 5,291 questionnaire respondents and around 180 interviews. The report defines employee engagement as having three core facets: intellectual engagement, affective engagement, and social engagement. It finds that overall engagement levels are moderately low in the sample, and explores differences in engagement across contexts and employee groups. Key drivers of engagement are identified as meaningful work, employee voice, management communication and vision, and supportive work environments. The report also links engagement to positive organizational and individual outcomes.
This document summarizes literature related to the relationship between human resources (HR) departments and line managers. It discusses 4 aspects presented in the literature: 1) causes of devolving HR responsibilities to line managers, 2) impact on HR and line managers, 3) problems created, and 4) remedies. Key points include that devolution creates both threats and opportunities for HR specialists, and tensions can exist between HR and line managers due to differing views of HR strategies and competencies. Developing high-quality relationships and improving manager competencies are important for addressing issues around devolution.
The meaning and measurement of employee engagement A review of the literature...Omar Ababneh
This document provides a review of the literature on defining and measuring employee engagement. It discusses several debates in the literature, including whether burnout is the antithesis of engagement, if engagement is a state or trait, and how engagement differs from similar constructs like job satisfaction and organizational commitment. The review examines how engagement has been defined by various researchers and identifies inconsistencies in these definitions. It also analyzes the different approaches that have been used to measure engagement and the limitations of these approaches. The goal of the document is to bring clarity to the conceptualization and measurement of employee engagement.
Organizational citizenship Behavior as Attitude Integrity in Measurement of I...IOSR Journals
Quality of Human Resource represent one of the factor which to increase performance productivity an institution or organization. Therefore, needed Human Resource having high interest because interest or membership will be able to support the make-up of employees performance achievement. During the time at generally in governance institution not yet had officer with adequate interest, proved with still lower officer productivity and is difficult measure officer performance [in] governance institution scope. Performance Management System in a modern concept of human resource management is an objective and transparent performance measurement model of Organizational Citizenship Behavior in giving reward to individual’s sacrifice for organization. Three main elements of individual’s sacrifice performed in Organizational Citizenship Behavior (OCB) are compliance, loyality, and participation.The organization shoud appreciate these attitudes by giving clear job description and brief rewardsystemcriteriato encourage the individual’s job motivation. Combined with theindividual assessment of job description, job grading is used to compile a correct Key Performance Indexand a precise salary component. The aim of this action research is to give a comprehensive solution for Hospital X, in order to determine a Key Performance Indexsmodel, in response to some problems such as jobmotivation, work stress and performance. An interviews with hospital’s director and Human Resources section was conducted to compile the KPI. The results of this research can be recommended to the hospital to make a comprehensive performance assessment consist of the review of employee's job descriptions, Key Performance Indicator (KPI), job grading, specifying fundamental salary based on work,Bonus Scame and score summary
This document is a research report that examines the relationships between financial and non-financial rewards, affective commitment, and employee retention. It reviews literature on different types of rewards and how they may influence affective commitment. The study aims to determine if satisfaction with financial and non-financial rewards is related to affective commitment, and if affective commitment then impacts employees' intentions to stay. It also examines if employees' income moderates the relationship between rewards and commitment. A survey was administered to employees across various organizations to measure rewards, commitment, and intentions. The results will analyze these relationships and help organizations design effective reward systems to improve retention through increased affective commitment.
1. The document summarized a case study about the transformation of SEMCO, a Brazilian company, from being on the edge of bankruptcy to becoming very successful.
2. When Richard Seller joined as CEO in 1980, he changed SEMCO's management approach by implementing self-managed work groups and emphasizing democracy, information sharing, and profit sharing.
3. This new approach improved productivity, quality, and morale while reducing costs and workforce. SEMCO became one of the best companies to work for in Brazil.
(1) Downsizing at British Telecom involved significant workforce reductions from the late 1980s through the mid-1990s as BT restructured and reduced costs in response to industry changes. (2) BT implemented both voluntary and involuntary redundancy programs, with the largest in 1992 accepting over 30,000 applicants which was far more than anticipated. (3) Survivors experienced increased workloads, uncertainty, and stress as well as feelings of anger, guilt, and loss over departed colleagues which negatively impacted morale and commitment if not properly managed.
The document discusses performance management and ways to improve it. It notes that while 87% of organizations have formal performance management schemes, they often promise more than they deliver. It highlights research showing links between better performance management and increased productivity, profits, and lower mortality rates. The document suggests that to be successful, performance management needs clear goals, competent managers, communication, and to differentiate and motivate different levels of performers. It emphasizes setting challenging but achievable goals to drive a high performance culture.
Building team effectiveness through psychometric profiling. a scientific real...Sascha Michel
Psychometric profiling can impact team effectiveness by increasing individual awareness of personality differences, which can create an environment of openness. This improves communication and collaboration within teams. Repeated use of psychometric profiling over the longer term helps maintain awareness of personalities and provides a common framework for understanding conflicts and complex situations. While conducted out of context, psychometric profiling still provides value as a predictor of future behavior in improving overall team effectiveness.
THE INFLUENCE OF LEADERSHIP ROLES AND TEAM BUILDING & PARTICIPATION ON TEAM S...Fung Ping
Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognize the importance and benefits of project teams. One of the outcomes working in a project team is the proliferation of Team Shared Mental Models (TSMM). It is critical to examine the antecedents of TSMM which is the aim of this study as TSMM by itself can contribute to project team learning and others. However, it is unclear from literature whether both leadership roles and team building & participation can influence TSMM concurrently especially in a project setting study whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in nature. This has developed a research model underpinned on Cohen and Bailey’s (1997) Team Effectiveness Framework to empirically analyze how leadership roles and team building & participation can predict TSMM. Cross sectional quantitative research with online survey method was used in this study. Partial Least Squares (PLS) were employed whereby SmartPLS v2 was used to perform path analysis. Based on 201 random sample responses from project managers in Malaysia, findings suggest that leadership roles can influence TSMM indirectly via team building & participation. Knowledge contribution of this study is that project managers should invest extra efforts in team building & participation as it is the main contributor to TSMM. Activities of team building & participation can increase interactions among team members which can help generate more TSMM in order to improve project team learning. Discussion, conclusion and limitations are also included in this article.
Firm Headquarter Location and Management Team Reputation_TW_20131031_20140113Gavin Yeh
1. This study examines the relationship between a firm's headquarter location characteristics and its management team size and reputation (MS&R) using data from Taiwanese firms from 2006-2012.
2. The results show that firms located farther from urban centers, major transportation hubs like railway stations and airports, have smaller management teams and poorer reputations, as measured by the percentage of corporate and non-profit boards that managers sit on.
3. The study also finds that firms located in bigger cities have an advantage over those in northern cities in attracting general managers, but the opposite is true for high-reputation managers.
Brennan, Niamh [2006] Boards of Directors and Firm Performance: Is there an E...Prof Niamh M. Brennan
Reflecting investor expectations, most prior corporate governance research attempts to find a relationship between boards of directors and firm performance. This paper critically examines the premise on which this research is based. An expectations gap approach is applied for the first time to implicit expectations which assume a relationship between firm performance and company boards. An expectations gap has two elements: A reasonableness gap and a performance gap. Seven aspects of boards are identified as leading to a reasonableness gap. Five aspects of boards are identified as leading to a performance gap. The paper concludes by suggesting avenues for empirically testing some of the concepts discussed in this paper.
This document provides a literature review on the role of governance in strategic decision making processes, with a focus on family businesses. It discusses how boards can contribute to strategy through knowledge, skills and networks. Boards can be involved in strategy at different levels, from evaluating proposals to shaping strategic decisions. The literature shows that factors like organizational norms, firm performance and history, and board processes influence board involvement in strategy. However, more research is needed on less formal governance mechanisms like advisory boards and how they function as a practice in strategizing for family firms.
High-involvement work practices (HIWPs) refer to a set of practices that aim to improve employee performance through increased skills, motivation, and involvement. HIWPs include practices like team-based work, extensive training, information sharing, and incentive-based compensation. The document discusses the components, advantages, and effectiveness of HIWPs. It notes that HIWPs can boost employee commitment, skills, decision-making power, and overall firm performance when implemented properly through a bundle of interconnected practices. However, changing to HIWPs can be difficult for organizations and their effects may vary.
The document discusses the concept of employee engagement and organizational engagement. It finds that only 35% of UK employees are actively engaged with their work. Organizational engagement is defined as a social and communicative approach where employees feel informed, have input that is acknowledged, and managers show commitment to organizational values. Several studies cited found that organizational engagement more strongly predicts outcomes and performance than job engagement alone. Key aspects of organizational engagement include employees feeling informed through two-way communication, manager commitment, and opportunities for employees to provide upward feedback.
This document provides an introduction and literature review for a comparative study of employer provided training and organizational performance in the UK and Bangladesh. It discusses relevant theories like human capital theory and Hofstede's cultural dimensions model. For the UK context, it summarizes studies finding mixed results on the relationship between human resource management practices like training and organizational performance. Cultural dimensions show some differences between the UK and Bangladesh that could impact work attitudes and performance.
7011EHR_3155_35437387_52963_Journal_Reflection_-_FinallMomo Scott
The document contains a journal reflection from weeks 4, 5, 6 and 8 of a course. It discusses several topics related to human resource management systems and their impact on organizational performance. Key points include: different HR systems are associated with different organizational structures; high involvement work systems can positively impact performance but depend on factors like industry; and the role of HR is changing and becoming more strategic through partnerships with business units. Cultural factors and global talent management are also addressed.
Effectiveness of performance management systemiaemedu
1) The document discusses the effectiveness of performance management systems and analyzes employee perceptions of an organization's PMS through surveys.
2) It finds that providing training and development to employees can improve performance and that employees are generally satisfied with the current PMS, though some modifications could enhance its effectiveness.
3) Statistical analysis of survey results show relationships between training impacts and PMS satisfaction as well as a correlation between the existing PMS and organizational climate.
Effectiveness of performance management systemiaemedu
1) The document discusses the effectiveness of performance management systems and analyzes employee perceptions of an organization's PMS through surveys.
2) It finds that most employees are satisfied with their current PMS but that training and development opportunities could be improved to enhance employee performance.
3) Statistical analysis shows a correlation between PMS satisfaction and the impact of training on performance, indicating training positively influences employee views of performance evaluations.
GB518M1 Assess accounting information and systems in businessMatthewTennant613
GB518M1: Assess accounting information and systems in business environments.
All competency criteria must be met to earn a B grade and pass this Course Outcome.
A predefined number of mastery criteria must be met to earn an A grade, indicating mastery of
the Course Outcome. See the CLA and Grade Criteria Chart below.
*If work submitted for this Competency Assessment does not meet the minimum
submission requirements, it will be returned without being scored.
Assess accounting information and systems in business
environments
MET NOT YET
MET
Module 1 Lab Part 1
Competency
Explain the purpose and importance of accounting
Module 1 Lab Part 2
Competency
Analyze business transactions and the Accounting Cycle using source
documents
Module 1 Lab Part 3
Competency
Prepare financial statements and explain the importance of periodic
reporting
Module 1 Lab Part 4
Competency
Apply the accounting equation to explain accrual accounting and why it
is useful in periodic reporting
Module 1 Lab Part 5
Competency
Explain the purpose and impact of adjustments
Module 1 Lab Part 6
Competency
Prepare financial statements using an adjusted trial balance
Module 1 Lab Part 7
Mastery
Interpret the accounting equation and each of its components
Module 1 Lab Part 8
Mastery
Analyze financial data using financial ratios
Module 1 Lab Part 9
Mastery
Compute profits using the accrual concept of accounting
Module 1 Lab Part 10
Mastery
Calculate profitability ratios
Module 1 Lab Part 11
Mastery
Complete the Accounting Cycle
Total Competency Criteria:
Total Mastery Criteria:
CLA and Grade Criteria Chart
CRITERIA
CLA
Score
Grade Points
Meets all 6 competency criteria and 3 to 5 of mastery
criteria
5 A 1000
Meets all 6 competency criteria and 1 to 2 of mastery
criteria
4 B 850
Meets 4 to 5 of competency criteria 3
Not Yet
Competent*
0
Meets 3 to 4 of competency criteria 2
Not Yet
Competent*
0
Meets 1 to 2 of competency criteria 1
Not Yet
Competent*
0
Meets 0 competency criteria 0
Not Yet
Competent*
0
No submission NA
Not Yet
Competent*
0
*Not Yet Competent grades convert to an F at term end
1 DSRT 8 7: 2.1 SCHOLARLY ABRSTRACT ASSIGNMENT #1 – QUANTITATIVE
Relati nship Between Female Leadership Styles and Empl yee Engagement
Bibli graphic Citati n
Ghani, F. A., Derani, N. E. S., Aznam, N., Mohamad, N., Zakaria, S. A. A., & Toolib, S. N.
(2018). An empirical investigation of the relationship between transformational,
transactional female leadership styles and employee engagement. Global usiness and
Management Research, 10( ), 724.
Auth r Qualificati ns
Fadhilah Abdul Ghani, Nor Emmy Shuhada Derani, Neezlin Aznam, Norfatihah Mohamad, Siti
Aimi Athirah Zakaria, Siti Norhidayah Toolib
Research C ncern
Most studie ...
Doctoral Dissertation Defense Conilyn Poulsen Judge The Relationship Between ...Coni Judge, PhD
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The document provides details of a research group that conducted a study on the effects of employee commitment on organizational performance. It includes the group members, introduction, problem statement, objectives, significance, and limitations of the study, as well as references cited.
What Makes Leaders Effective? A Stakeholder Approach to Leadership Effective...Denison Consulting
This paper suggests using multiple criteria of effectiveness to improve our understanding of
the relationship between leadership behaviors and effectiveness. Using Denison & Neale’s
(1996) leadership framework, the paper examines twelve leadership roles and three criteria of
effectiveness, as judged by bosses, peers, direct reports, and the leaders themselves.
The document analyzes factors that influence the intentions of educational leadership graduate students in Florida to pursue administrative positions. It finds that most students intend to seek assistant principal positions within two years of graduating, but many plan to wait to gain more experience first. While some factors like gender, credits completed, and age showed no significant relationship with intentions, students with higher self-assessed leadership qualities were more likely to intend to seek positions. The study recommends universities consider creating different degree tracks since some students may not want administrative roles.
This document summarizes Daniel Eadens' research and academic background. It lists the awards and fellowships he has received including a National Academy of Education Postdoctoral Fellowship. It provides details of his published works and publications in progress. It also lists the conferences where he has presented papers including the National Council of Professors of Educational Administration and the Association for the Advancement of Educational Research. The document demonstrates Eadens' extensive experience in educational research and leadership.
This document summarizes research on how intrinsic and extrinsic motivators impact employee engagement. A survey of 122 employees found that intrinsic motivators like meaningful work and a sense of purpose strongly influenced engagement levels. While extrinsic motivators like pay and promotions were also important, two-thirds of employees said intrinsic reasons were their main motivators. The researchers recommend organizations develop balanced reward systems that incorporate employee input to boost engagement. Highly engaged employees are beneficial as they increase productivity and decrease turnover.
Testing Effects of Organizational LearningExample MGT600Prof.docxmattinsonjanel
Testing Effects of Organizational Learning
Example MGT600
Professor Dale Mancini PhD
Table on Context
Abstract
Introduction
Data gathered
Testing method
Hypothesis
Findings
Conclusion
References
Abstract
If outcomes are measured against a standard template to reveal quantitative results, and if outcomes are positive, learning departments say their efforts deliver productive programs – or so the thinking goes (Yeo, 2010).
Organizational learning has been on the rise in organizations and educational facilities over the past years. Organizations have taken to proving employees with e-learning courses that can be done during the course of the work day so as to keep employees abreast of the new policies and procedures. A great deal of educational facilities have adapted online courses and even full curriculums. With this ever growing phenomenon it was only logical that organizations would adapt to this learning method. It has been found to be less time consuming and more cost effective as employees are not taken away from the everyday work flow. The question now raised is just how effective this course of learning is on an individual and organization. Research has been done on this topic but has it proven to be effective or non-effective?
3
Introduction
Research is simply the process of finding solutions to a problem after a thorough study and analysis of the situational factors (Sekaran, 2009).
The process of research involves gathering data, analyzing and testing. This presentation will detail the steps taken in testing the proposed hypothesis “Can organizational learning be considered a predictor of effective strategic management.” A sample of 25 management staff ranging from Supervisors to Directors were given an e-learning course on strategic management skills. They were asked to rate there knowledge or conformability on the topic prior to the course and then rate their knowledge or conformability after. This presentation will show the results of the findings and determine whether they hypothesis stated was rejected or approved.
4
Gathering Data
Quantitative
Structured questions
True/False or Yes/No
Surveys
Qualitative
Specific questions
Open ended
Questionnaires
The process of gathering data for any given research is the second step in Sekaran’s research process. Sekaran has identified two sources for retrieving that information needed in a research study: primary and secondary data. Primary data is that which is obtained for the actual site of occurrences or events taken place. This form of data is generated from observation of events, people and objects or from administering questionnaires. Secondary data in contrast is information that is readily available about the topic or organization. The material is available through archives at the organization, via websites or prior research. Often times research may require both methods used.
As secondary data is very straight forward in how ...
The Impact of Team Leadership on Organizational Performance:Moderated by Orga...Mohammad Salman
This thesis examines the impact of team leadership on organizational performance, moderated by organizational size. A survey was administered to 268 managers in Pakistan's telecommunications sector.
Results of normality tests and correlation analysis show that organizational size significantly moderates the relationship between all facets of team leadership (leadership styles, establishing team structure, decision making, managing conflict, building commitment, sharing information) and organizational performance (business performance, organizational effectiveness).
Correlation coefficients indicate team leadership has a strong, positive relationship with organizational performance. Additionally, organizational size positively correlates with both team leadership factors and organizational performance. This suggests organizational size plays a moderating role between team leadership and organizational performance.
This study examines the effect of managerial efficiency on employee job satisfaction at the Commercial Bank of Ethiopia's Lega Tafo Subcity branches. The study uses a census sampling technique to collect primary data through questionnaires distributed to all 91 employees across four branches. Statistical analysis, including correlation coefficients and regression analysis, finds that managerial efficiency has a strong positive correlation with and 93.2% influence on employee job satisfaction. Specifically, leadership skill and teaming skill were found to significantly affect job satisfaction, while management skill had an insignificant effect. The study concludes that improving leadership skill, teaming skill, and overall managerial efficiency can enhance employee job satisfaction at the bank's branches.
This research paper explores the Effect of Organizational Justice dimensions (Distributive Justice, Procedural Justice, Interactional Justice) on Organizational Engagement in public sector banks of Pakistan: Mediating role of Work Engagement
Leadership Development Program Impact on Employee RetentionShawn C. Petty
(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
Employee engagement and business productivityMark Beatson
Employee engagement can boost business productivity in several ways:
1) Engaged employees are willing to go above and beyond, which increases discretionary effort.
2) Engagement leads to better alignment between employee and company goals, allowing for more delegation and decentralization.
3) Engaged employees provide valuable insights into customers that can drive innovation.
However, engagement initiatives often fail due to barriers such as lack of work-life balance, limited career development opportunities, ineffective leadership, and poor implementation of HR policies and practices. Building trust and establishing effective employee voice mechanisms are important for sustaining engagement.
The document discusses several theories of motivation including: Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic needs before moving on to higher level needs; Herzberg's two-factor theory which distinguishes between motivators and hygiene factors; and expectancy theory which proposes that effort, performance, and rewards are linked. It also discusses job characteristics theory and the motivating potential of different job design elements like skill variety, task identity, and autonomy. Finally, it covers different employee involvement programs and how they relate to motivation theories.
A Quantitative Explanatory Correlational Study to examine the relationship between role ambiguity, self efficacy and interdisciplinary collaboration in hopes to improve working relationships which will then result in improved service delivery.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
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The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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• Demonstrate the best approach to selection and prioritization of user-goals to address
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Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
Dr. Claude Tanoe
1. Determining the effects of Attrition
on Leadership Competency and
Organizational Effectiveness: A
Quantitative Study
Claude B. Tanoe
DOC 734 – Oral Defense
May 14, 2010
1
2. Introduction
• Doreen M. McGunagle, Ph.D., Mentor
• Katheen M. Dominick, Ph.D., Committee Member
• Dolores Coles, Ph.D., Committee Member
• Claude B. Tanoe, Doctoral Candidate
2
3. Outline
• Introductions
• Problem Statement
• Purpose Statement
• Theoretical framework
• Research Design
• Research Questions
• Population and Sample
• Data Collection
• Data Analysis
• Findings
• Conclusion and Implications
• Limitations
• Recommendations
• Significance to leadership
• Concluding Remarks
• Questions 3
4. Problem Statement
Sixty percent of senior leaders will be eligible in 2010
for retirement and 90% will be eligible by 2019
leaving a critical gap of organizational competencies
in the federal government
Loss in pool of leadership talent may result in critical
gap of competencies
(Ludwick, 2007; Hendrix, 2007; Nuschler, 2005; Tierney, 2006)
Loss of competencies over time may be damaging to
the Federal government’s ability to sustain its daily
obligation and operation
(Manning, 2003; Young, 2005; Blair, 2005)
4
5. Purpose Statement
The purpose of this quantitative method study with
correlational research design was to examine the
extent of the relationships among senior leaders’
attrition; senior leaders’ competency, and
organizational effectiveness. The study further
investigated the relationship between senior leaders’
attrition and demographic characteristics (gender
and level of pay) as these leaders enter the
preretirement phase of employment.
5
6. Theoretical Framework
• Leadership competency model
(Mumford, Campion, & Morgeson, 2007)
• The model of organizational effectiveness
(Sparks & Gentry, 2008; Gaertner and Ramnarayan, 1983)
• Organizational withdrawal
(Adams & Beehr, 1998)
• Approach taken in the current study derived from
above model: Constituency model organizational
effectiveness
6
7. Research Design
• Quantitative method study with correlational research design
Variables: senior leaders’ attrition (senior leaders’ self-reported years to
retirement), leader’s competency, and organizational effectiveness
• Factorial design using a two-way analysis of variance
(ANOVA)
Independent variables: Gender, level of pay
Dependent variable: Attrition
• Standardized survey instrument
Leadership Practice Inventory (Self & Observer)
• Researcher –constructed demographic questionnaire 7
8. Research Questions
RQ1: To what degree is attrition related to leadership
effectiveness?
RQ2: To what degree is attrition related to
organizational effectiveness?
RQ3: To what degree are there differences in attrition
rates due to gender and level of pay of senior
leaders?
8
9. Population and Sample
Study population: Federal Managers Association which
constitutes 10% of the total federal employee
workforce.
Number of senior and managers estimated at 25%.
Sample sized required was 333 (e=.05).
Number of participants to surveyed (assuming 10%
increase to redress for non-responses) was 367.
9
10. Data Collection
• Senior executives and managers population from the Federal Managers
Association
• Administered via electronic mean
• Informed consent
• Data Collection packet
• Informed Consent form
• Survey Instruments
• Online survey
• Response rate: 91%
10
11. Data Analysis
Descriptive Information Relating to Each Hypothesis Presented and
Associated Statistical Test
Hypothesis Variables Variable Statistical test
H1o Attrition Leadership Bivariate correlation
effectiveness coefficient (Pearson
Product Moment)
H2o Attrition Organizational Bivariate correlation
effectiveness coefficient (Pearson
Product Moment)
H3o Attrition Gender/Level of pay Two-Way ANOVA
11
12. Findings
• The findings are presented in order of the hypotheses associated with
each research question.
12
13. RQ1: To what degree is attrition related
to leadership effectiveness?
• H1o: A relationship does not exist between attrition
and observed leadership competencies.
• H1a: A relationship exists between attrition and
observed leadership competencies.
13
14. Findings: Research Question 1 and Hypothesis 1
Attrition and leadership competency
Correlation coefficients of .1 or less, and p values of .3 or higher – Fail to reject null
hypothesis. No relationship between attrition and leadership competency
detected.
Table 10
r p
Modeling the Way -.1 -.3
Inspiring a Shared Vision -.1 .3
Challenging the Process .0 .5
Enabling Others to Act .0 .7
Encouraging the Heart -.1 .3
Mean -.1 .3
14
15. RQ2: How To what degree is attrition
related to organizational effectiveness?
• H2o: A relationship does not exist between attrition
(leaders’ self-reported years to retirement) and
organizational effectiveness.
• H2a: A relationship exists between attrition and
organizational effectiveness.
15
16. Findings: Research Question 2 and Hypothesis 2
Attrition and leadership competency
modeling the way, r = -.12, p = .02; (b) challenging the process, r = -.11, p = .05;
and (c) enabling others to act, r = -.11, p = .04
None significant 008 level (α/6 = .008) applying Bonneferroni correction.
Table 11
r p
Modeling the Way -12 .02
Inspiring a Shared Vision -.05 .34
Challenging the Process -.11 .05
Enabling Others to Act -.11 .04
Encouraging the Heart -,07 .19
Mean -.10 .07
16
17. RQ3: To what degree are there differences in
attrition rates due to gender and level of pay of
senior leaders?
• H3o: A relationship does not exist between attrition
(leaders’ self-reported years to retirement) and
organizational effectiveness.
• H3a: A difference exists in attrition rates and in level
of pay between male and female senior leaders.
17
18. Findings: Research Question 3 and Hypothesis 3
Attrition rates due to Gender and Level of pay
Main effect of gender is not significant, F (1, 324) = .04, p = .84.
Interaction between gender and pay is not significant, F (5, 324) = .98,
p = .43. The results indicate a significant effect for pay, F (6, 324) =
1198.91, p = .05.
Source df F P
Corrected Model 12 1.56 .10
Table 12
Intercept 1 373.61 <.001
Gender 1 .04 .84
Pay 6 2.14 .05
Gender * Pay 5 .98 .43
324
Error
337
Total
18
Corrected Total
19. Conclusions and Implications
RQ1 - To what degree is attrition related to leadership
effectiveness?
• No relationship detected
• “Lame ducks” assumption not supported
(Dobson Jr., 2006)
• Efficacy or inefficacy in the workplace determines leadership legacy not
attrition
• Environmental factors may also contribute in enhancing efficacy or
inefficacy
(Lopez, 2004)
19
20. Conclusions and Implications
RQ2 - To what degree is attrition related to organizational
effectiveness?
• No significant relationship detected
• Moderate negative relationships detected for three components: modeling
the way (r=-.02, p=.02), challenging the process (r=-.11, p=.05), and
enabling others (r=-.11, p=.04)
• Results point to personal leadership behavior and skills most important
factors influencing organizational effectiveness than attrition
20
21. Conclusions and Implications
RQ3 -To what degree are there differences in attrition rates due to
gender and level of pay of senior leaders?
• No significance in relationship detected due to gender and level of pay
• Homogeneity in the attitude of various group toward retirement
21
22. Limitations
• Members of a single professional organization surveyed
• Did not seek to establish causation due to the nature of the design of the
method of analysis
• Cross-sectional nature of the study did not allow to explore insight over
time using longitudinal survey
• Validity may be of concern due to personal bias of survey participants
22
23. Recommendations
Study Replications
• Larger population
• Allow for generalization
Methodology: Mixed method approach
Call for leadership legacy practice
Call for leadership mentoring
Call for research on mentorship and attrition rates among
managers
23
24. Significance to Leadership
• Gap in literature inconsistent with baby boomers’ impending retirement
• Senior leaders assume critical role in leveraging human resources
• Understanding core assumptions surrounding issues of competency and
impending retirement can help make constructive strategic decision
24
25. Concluding Remarks
While conducting a research study on attrition, competency, and organizational
effectiveness, the goal of any researcher is to provide the type of definitive
framework that could result in the formulation of responses to the issues of
sustainability and responsiveness to market changes, with respect to business
continuity, responsiveness to stakeholders’ demand. Other concerns relate to
decision-making, increased emphasis of public value, the effect of public
organization senior leader attrition has on level of effectiveness, and the
leveraging of core competencies. The current research provides a foundational
trail for future researches and it is my hope additional works might offer useful
insights for figuring out the right mixed of policies and decision-making from
public officials
25
27. References
Adams, G., & Beehr, T. (1998). Turnover and retirement: A comparison of their
similarities and differences. Personnel Psychology, 51(3), 643-665
Balogun, J., Gleadle, P., Hailey, V., & Willmott, H. (2005). Managing change
across boundaries: boundary-shaking practices. British Journal of Management,
16(4), 261–278.
Bass, B.M. (1990, Winter). From transactional to transformational leadership:
Learning to share the vision. Organizational Dynamics, 18(3), 19-31.
Benitez-Silva, H., Buchinmsky, M., Man Chan, H., Cheidvasser, S., & Rust, J.
(2004). How large is the bias in self-reported disability. Journal of Applied
econometrics, 19, 649-670. Retrieved August 11, 2008, from ProQuest
database.
Blair, B. G. (2005). Nothing succeeds like succession planning. Security
Management, 49(9), 94–101 .
27
28. References (Continued)
Boseman, G. (2008). Effective leadership in a changing world. Journal of
Financial Service Professionals
Creswell, J. W. (2005). Educational research: Planning, conducting, and evaluating
quantitative and qualitative research. Upper Saddle River, NJ: Pearson.
Cyert, R., M., March, J., G. (1963). A Behavioral Theory of the Firm. Upper Saddle
River, NJ: Prentice Hall.
Delong, D. (2005). A changing American workplace, as boomers retire. Retrieved January
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39. Table 8: Status of participants’ Finances
Frequency Percent
Poor 8 2.3
Fair 43 12.5
Good 163 47.2
Very Good 100 29.0
Excellent 24 7.0
Subtotal 338 98.0
Missing 7 2.0
Total 345 100.0
39