scholarly journals Employee Acceptance of INH Prophylaxis

1987 ◽  
Vol 8 (11) ◽  
pp. 445-445
Author(s):  
Robert M. Lumish
Keyword(s):  
Employee Acceptance ◽  
Inh Prophylaxis

The impact of transformational leadership on employees’ acceptance to change

2018 ◽  
Vol 48 (4) ◽  
pp. 559-578 ◽  
Author(s):  
Ritu Tayal ◽  
Rajesh Kumar Upadhya ◽  
Mohit Yadav ◽  
Santosh Rangnekar ◽  
Reena Singh
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Association ◽  
Mediating Effects ◽  
Content Type ◽  
Bank Managers ◽  
Innovative Behaviour ◽  
Service Oriented ◽  
Employee Acceptance ◽  
The Impact

Purpose The purpose of this study is to empirically examine the association between transformational leadership and employee acceptance to change while establishing the mediating effects of innovative behaviour and the moderating effect of the use of information technology (IT) on this association. Design/methodology/approach In total, 378 employees of ten banks from Uttarakhand, India, participated in a questionnaire-based survey. The proposed hypotheses and the proposed conceptual model were tested using macro process (Hayes, 2013). Findings The results indicated that there exists a positive association between transformational leadership and employee acceptance to change. Furthermore, it was found that this association was mediated by employee innovative behaviour and moderated by the use of IT. Practical implications The findings of this study will help managers to comprehend the significance of the innovative behaviour of employees in moulding their acceptance towards change. This paper should encourage bank managers to perceive the significance of the working practice and the infusion of IT. Furthermore, this study accentuates the significance of an effective leadership style, i.e. transformational leadership, as an essential phenomenon to positively impinge on employee acceptance to change in a service-oriented industry, namely banking. Originality/value The present study enriches the extant research on transformational leadership and employee acceptance to change by demonstrating the use of IT and innovative behaviour as vital and the important factors that influence the level of persuasion that transformational leadership has on employee acceptance to change.

scholarly journals Simulation analysis of incentives on employees' acceptance of foreign joint venture management practices: a case study

2020 ◽  
Vol 27 (8) ◽  
pp. 2047-2078
Author(s):  
Jingxiao Zhang ◽  
You Ouyang ◽  
Hui Li ◽  
Pablo Ballesteros-Pérez ◽  
Martin Skitmore
Keyword(s):  
Joint Ventures ◽  
Management Practices ◽  
Joint Venture ◽  
Business Practices ◽  
Content Type ◽  
Joint Management ◽  
Study Results ◽  
Venture Management ◽  
Employee Acceptance

PurposeCultural differences between employees of different nationalities are hindering the development of some transnational joint ventures. Describing and modelling the positive (or negative) factors that cause joint venture employees to accept (or reject) joint management business practices is of great value to all corporations operating abroad with locally sourced employees.Design/methodology/approachThis study uses a Sino-Japan construction joint venture project as a representative case study. First, structural equation modelling is used to identify the factors influencing Chinese employees' acceptance of joint venture management practices. Then, a system dynamics model is adopted to simulate the time-dependent effects of the incentives.FindingsThe study results (1) indicate which incentives strongly affect employee acceptance of joint venture management practices; (2) identify inefficient management practices in cross-cultural joint ventures; and (3) provide evidence that the employees' perceptions of clear purpose, good working relationships and helpful mechanisms positively and directly also support their acceptance of joint management practices.Originality/value–A dynamic simulation method is used to analyse the influence of various incentive factors on employee acceptance of joint management. This provides unprecedented information regarding how these factors interact with each other, hence how their effectiveness varies (both positively and negatively) over time. Further findings also provide new ideas for joint venture managers to adopt more effective management methods.

scholarly journals Employee acceptance of wearable technology in the workplace

2019 ◽  
Vol 78 ◽  
pp. 148-156 ◽  
Author(s):  
Jesse V. Jacobs ◽  
Lawrence J. Hettinger ◽  
Yueng-Hsiang Huang ◽  
Susan Jeffries ◽  
Mary F. Lesch ◽  
...  
Keyword(s):  
Wearable Technology ◽  
Employee Acceptance

Maximizing Performance Appraisal System Acceptance: Perspectives from Municipal Government Personnel Administrators

1994 ◽  
Vol 23 (4) ◽  
pp. 525-549 ◽  
Author(s):  
Gary E. Roberts
Keyword(s):  
Performance Appraisal ◽  
Municipal Government ◽  
Stepwise Multiple Regression ◽  
Employee Voice ◽  
Appraisal System ◽  
Feedback Information ◽  
Personnel Administrators ◽  
Performance Appraisal System ◽  
Employee Acceptance ◽  
System Acceptance

The variables that are associated with perceptions of performance appraisal system acceptance were investigated. Employee acceptance is a critical factor in the development of an effective system. The data were derived from a national survey of municipal government personnel administrators. Factor analysis was used to produce reliable and valid measures of employee voice (participation, goal setting and feedback), information validity and the dependent variables of employee acceptance. Stepwise multiple regression analysis was used to analyze the relationships. The results indicated that the systems that were perceived to haveeffectively deployed processes to implement voice and performance appraisal information validity were associated with a higher level of perceived employee performance appraisal system acceptance.

Sign in / Sign up

Export Citation Format

Share Document