The influence of an interactive use of management control on individual performance: mediating roles of psychological empowerment and proactive behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Makoto Matsuo ◽  
Takami Matsuo ◽  
Kohei Arai
Keyword(s):  
Middle Managers ◽  
Psychological Empowerment ◽  
Middle Management ◽  
Behavioral Outcomes ◽  
Individual Performance ◽  
Positive Influence ◽  
Management Control ◽  
Proactive Behavior ◽  
Content Type ◽  
Management Level

Purpose Although middle managers play important roles in forming strategies and generating innovation, few studies have explored the influence of management control systems (MCS) on employees’ behaviors or performance at the middle-management level. The purpose of this study is to examine the effect an interactive use of MCS has on individual performance at the unit level. Design/methodology/approach A longitudinal, multisource and multilevel survey was conducted among 373 nurses in 20 units at a Japanese public hospital. Findings The multi-level analyzes indicate that middle managers’ interactive use of MCS has a direct and indirect positive influence on individual performance, through proactive behavior, as well as through psychological empowerment and, subsequently, through proactive behavior. Research limitations/implications As the present study collected data from nurses at a Japanese hospital, it is necessary to conduct research in other countries using different occupations to verify the findings. Practical implications Organizations need to be aware that the interactive use of MCS can be an effective tool for empowering and motivating employees. Originality/value The present study contributes to the literature by clarifying the mechanisms of how the interactive use of MCS influences employees’ psychological and behavioral outcomes at the middle-management level.

scholarly journals Pengaruh Audit Kinerja dan Pengendalian Intern Terhadap Kinerja Perusahaan Daerah Air Minum (PDAM) Kota Gorontalo Dengan Good Corporate Governance Sebagai Variabel Intervening

2018 ◽  
Vol 1 (1) ◽  
pp. 48-57
Author(s):  
Arifin Arifin
Keyword(s):  
Internal Control ◽  
Good Governance ◽  
Middle Management ◽  
Positive Influence ◽  
Positive Relation ◽  
Model Estimate ◽  
Management Level ◽  
Know How ◽  
Good Corporate Governance ◽  
And Performance

This research aim to to know how relation make an audit of performance with Control of intern; how influence make an audit of internal control and performance either through parsial and also by simultan to governance corporate good; and how influence make an audit of performance, internal control and of good governance corporate either through parsial and also by simultan to performance of PDAM Town of Gorontalo. Sampel selected pursuant to sampling purposive counted 20 responder people at middle management level of to to the. Data collecting methode the used is observation, and interview of kuesioner. Data analysed with model estimate equation of simultan. Result of research indicate that there are positive relation and signifikan make an audit of performance with internal control, there are positive influence and signifikan make an audit of internal control and performance either through parsial and also by simultan to good governance corporate, there are positive influence and do not signifikan make an audit of performance to performance of PDAM Town of Gorontalo and internal control have an effect on and negativity of signifkan to PDAM Town of Gorontalo, but good governance corporate have an effect on positive to performance of PDAM Town of Gorontalo.

scholarly journals The politics of sensemaking and sensegiving at work

2014 ◽  
Vol 26 (1) ◽  
pp. 3-21 ◽  
Author(s):  
Cathrine Filstad
Keyword(s):  
Leadership Style ◽  
Middle Managers ◽  
Middle Management ◽  
Top Management ◽  
Content Type ◽  
Political Activities ◽  
Political Processes ◽  
Top Managers ◽  
New Knowledge ◽  
Depth Interviews

Purpose – The aim of this paper is to investigate how political activities and processes influence sensemaking and sensegiving among top management, middle management and employees and to examine its consequences for implementing new knowledge. Design/methodology/approach – Data were collected in a Norwegian bank using in-depth interviews with middle managers and financial advisers. Observations of meetings, informal conversations and verbatim notes were also used in data collection among top managers. A practice-based approach was used as an analytical lens. Findings – Top managers' political activities of excluding others from the decision process affect their sensemaking and resulted in sensegiving contradictions between spoken intent and how to change practice. Middle managers' political activities were to accept top managers' sensegiving instead of managing themselves in their own sensemaking to help financial advisers with how to change their role and practice. As a result, middle managers' sensemaking affects their engagement in sensegiving. For financial advisers, the political processes of top and middle managers resulted in resistance and not making sense of how to change and implement new knowledge. Research limitations/implications – A total of 30 in-depth interviews, observations of five meetings and informal conversations might call for further studies. In addition, a Norwegian study does not account for other countries' cultural differences concerning leadership style, openness in decisions and employee autonomy. Originality/value – To the author's knowledge, no studies identify the three-way conceptual relationship between political activities, sensemaking and sensegiving. In addition, the author believes that the originality lies in investigating these relationships using a three-level hierarchy of top management, middle management and employees.

Empowering leadership and job performance: mediating role of psychological empowerment

2019 ◽  
Vol 42 (5) ◽  
pp. 605-624 ◽  
Author(s):  
Subhash C. Kundu ◽  
Sandeep Kumar ◽  
Neha Gahlawat
Keyword(s):  
Job Performance ◽  
Leadership Style ◽  
Psychological Empowerment ◽  
Leadership Behaviors ◽  
Positive Influence ◽  
Primary Data ◽  
Special Focus ◽  
Empowering Leadership ◽  
Bootstrap Analysis ◽  
Content Type

PurposeThe purpose of this paper is to check the effects of empowering leadership on job performance of employees through the mediation of psychological empowerment.Design/methodology/approachPrimary data were gathered from 418 Indian banking employees. Statistical techniques like factor analysis, multiple regressions and bootstrapping via PROCESS were used to analyze the data.FindingsInitially, the results of multiple regression analysis revealed that empowering leadership behaviors have positive influence on psychological empowerment and job performance of subordinates. Further, bootstrap analysis revealed that the individual dimensions of psychological empowerment serially mediate the effects of empowering leadership behaviors on subordinates’ job performance.Research limitations/implicationsThe study indicates that the empowering leadership style is not applicable to Western culture only, but it is also very effective in high power distance cultures like of India. The major limitation of the study is that the data have been gathered from a single source. This may lead to common method variance.Practical implicationsIn banking context, empowering leadership can improve the performance of employees by means of psychological empowerment. Training should be provided to organizational leaders in banks with special focus on facilitating the empowering behaviors among them.Originality/valueThe research studies on measuring the effects of empowering leadership on job performance through mediation of psychological empowerment are very limited.

How and when environmental regulation induces middle managers’ proactive behavior

2019 ◽  
Vol 24 (5) ◽  
pp. 438-452
Author(s):  
Haixu Bao ◽  
Haizhen (Jane) Wang ◽  
Chenglin Sun
Keyword(s):  
Environmental Regulation ◽  
Middle Managers ◽  
Listed Company ◽  
Proactive Behavior ◽  
Cross Sectional Survey ◽  
Bottom Line ◽  
Cross Sectional ◽  
Content Type ◽  
Top Managers ◽  
Regulation Strength

Purpose The purpose of this paper is to explore how middle managers respond to the career challenges caused by environmental regulation. In particular, this paper examines whether environmental regulation strength is positively related to middle managers’ openness toward change, and whether middle managers’ openness toward change is positively related to proactive behavior. Furthermore, the moderating role of top managers’ bottom-line mentality in these two relationships is examined. Design/methodology/approach Cross-sectional survey research (n=155) was conducted. During a training program, data were collected from 155 middle managers from a listed company that manufactures primary products. With these data the authors examined the main relationship and also explored the moderating effect of top managers’ bottom-line mentality. Findings Analysis of the findings indicates that perceived environmental regulation strength influences middle managers’ openness toward change and consequently their proactive behavior. In addition, top managers’ bottom-line mentality moderates both the link between environmental regulation strength and openness toward change and the link between openness toward change and proactive behavior. Originality/value The findings of this study reveal how environmental regulation induces middle managers’ proactive behavior, and the influence of top managers’ mentality on how middle managers respond to environmental regulation both cognitively and behaviorally.

scholarly journals The impact of middle management commitment on improvement initiatives in public organisations

2016 ◽  
Vol 22 (5) ◽  
pp. 924-938 ◽  
Author(s):  
Abdullah Alhaqbani ◽  
Deborah M Reed ◽  
Barbara M Savage ◽  
Jana Ries
Keyword(s):  
Middle Managers ◽  
Quality Management System ◽  
Middle Management ◽  
Content Type ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Public Organisations ◽  
Lack Of Commitment ◽  
Management Staff ◽  
The Impact

Purpose – Top management commitment is considered a significant factor in improvement programmes, and many papers have been written about the role of top management commitment in implementing a quality management system. However, not considering other management levels’ commitment, such as middle management, may lead to issues in achieving organisational development. Public organisations that work through vertical structures may face a lack of middle management commitment, which might have a negative impact on lower and non-management staff commitment to improvement programmes. In this regard, the purpose of this paper is to examine the impact of middle management’s commitment towards improvement initiatives in public organisations. Design/methodology/approach – Empirical research with a mixed-method design used semi-structured interviews and a questionnaire to explore the current practices of continuous improvement (CI) and examine employees’ views from different management levels of the implications of current improvements in a Saudi public service organisation. Findings – The analysis indicated that the lower managers and non-management staff agree that, after the implementation of the quality management system, the organisation’s middle management showed a lack of commitment to that system. Moreover, this lack of commitment is recognised in the analysis of participants’ views of CI practices recorded in the questionnaire and interviews. This lack of commitment has caused poor employee commitment and thus a lack of problem solving in organisational departments. It is also responsible for a lack of employee involvement, the centralisation of decisions, deficiencies in terms of determining and applying training, inequality between employees and a lack of trust between employees and their managers. These issues could be managed and resolved through middle management and their commitment. Practical implications – Increasing middle managers’ awareness of the importance of their commitment to improvement initiatives can have an impact on employees’ commitment towards improvement initiatives, especially in those public organisations that have vertical/hierarchical structures. The level of commitment towards the implementation of improvement programmes needs further in-depth analyses to identify which factors influence public organisation leaders’ commitment to improvement programmes. Originality/value – The results of this study could motivate middle managers in public organisations to review their policies and to facilitate CI initiatives.

Effects of trust and distrust on effort and budgetary slack: an experiment

2016 ◽  
Vol 54 (8) ◽  
pp. 1908-1928 ◽  
Author(s):  
Susana Gago-Rodríguez ◽  
David Naranjo-Gil
Keyword(s):  
Interpersonal Relationships ◽  
Extrinsic Motivation ◽  
Middle Managers ◽  
Management Control ◽  
Business Managers ◽  
Budgetary Slack ◽  
Content Type ◽  
Informal Controls ◽  
Wide Range ◽  
Upper Level

Purpose The purpose of this paper is to evaluate whether trust and distrust in upper-level managers exert different influences on the budgetary proposals of middle managers. Such proposals involve different levels of managerial effort that impact overall budgetary slack. Design/methodology/approach This paper is based on a laboratory experiment with 160 business managers. Findings The results show that the more (less) middle managers trust (distrust) their upper-level managers, the more (the less) effort they commit to budgetary proposals. The authors also find that middle managers with low trust are prone to invest more effort and thus create less budgetary slack than managers with high distrust. The results also show that the introduction of suspicion does not vary this initial choice of effort and budgetary slack. Research limitations/implications This paper shows the importance of trust and distrust as informal control systems in organizations. The findings support the importance of extrinsic motivation for enhancing effort and reducing budgetary slack. There are a wide range of exogenous variables that have an effect on the development of trust and distrust. Practical implications Practitioners may improve their management control by facilitating trust and preventing distrust in interpersonal relationships because both are informal controls that can reduce and increase, respectively, dysfunctional behaviors in organizations, such as budgetary slack. Originality/value This paper is among the first to show the distinct effects of trust and distrust (high and low) in the efforts of middle managers. This study provides a dynamic viewpoint of trust through the introduction of suspicion in a budget negotiation.

scholarly journals Empowerment and initiative: the mediating role of obligation

2019 ◽  
Vol 41 (4) ◽  
pp. 662-677 ◽  
Author(s):  
Wajda Wikhamn ◽  
Marcus Selart
Keyword(s):  
Design Methodology ◽  
Psychological Empowerment ◽  
Two Dimensions ◽  
Proactive Behavior ◽  
Web Based ◽  
Content Type ◽  
Mediating Role ◽  
Personal Initiative ◽  
The Relationship

Purpose The purpose of this paper is to investigate the extent to which psychological empowerment and felt obligation can explain variations in personal initiative. Design/methodology/approach Employees from a Swedish organization participated in a web-based survey. Findings Psychological empowerment is important for enhancing proactive behavior at work, but its dimensions relate differently to personal initiative. Felt obligation mediates the relationship between psychological empowerment and personal initiative, but only for two dimensions of empowerment (meaningfulness and competence). Originality/value The paper contributes to our understanding of how employees’ feeling of obligation explains one form of proactive behavior. It also highlights the overlooked distinctiveness of psychological empowerment dimensions in predicting personal initiative at work.

The influence of the practices of big data analytics applications on bank performance: filed study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hani Al-Dmour ◽  
Nour Saad ◽  
Eatedal Basheer Amin ◽  
Rand Al-Dmour ◽  
Ahmed Al-Dmour
Keyword(s):  
Big Data ◽  
Commercial Banks ◽  
Data Analytics ◽  
Middle Managers ◽  
Big Data Analytics ◽  
Organizational Factors ◽  
Positive Influence ◽  
Bank Performance ◽  
Content Type ◽  
The Impact

Purpose This paper aims to examine factors influencing the practices of big data analytics applications by commercial banks operating in Jordan and their bank performance. Design/methodology/approach A conceptual framework was developed in this regard based on a comprehensive literature review and the Technology–Environment–Organization (TOE) model. A quantitative approach was used, and the data was collected from 235 commercial banks’ senior and middle managers (IT, financial and marketers) using both online and paper-based questionnaires. Findings The results showed that the extent of the practices of big data analytics applications by commercial banks operating in Jordan is considered to be moderate (i.e. 60%). The results indicated that 61% of the variation on the practices of big data analytics applications by commercial banks could be predicated by TOE model. The organizational factors were found the most important predictors. The results also provide empirical evidence that the extent of practices of big data analytics applications has a positive influence on the bank performance. In the final section, research implications and future directions are presented. Originality/value This paper contributes to theory by filling a gap in the literature regarding the extent of the practices of big data analytics applications by commercial banks operating in developing countries, such as Jordan. It empirically examines the impact of the practices of big data analytics applications on bank performance.

Psychological empowerment and individual performance: the mediating effect of intrapreneurial behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahmoud Ahmad Mahmoud ◽  
Shuhymee Ahmad ◽  
Donny Abdul Latief Poespowidjojo
Keyword(s):  
Structural Equation ◽  
Psychological Empowerment ◽  
Individual Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Mediating Effect ◽  
Survey Method ◽  
Empowerment Theory ◽  
Content Type ◽  
Operations Managers

PurposeThe purpose of this study is to extend the existing literature on the relationship between psychological empowerment and individual performance (IP) through the mediating role of intrapreneurial behaviour (IB). Therefore, the empowerment theory (ET) and psychological entrepreneurship theory (PET) were integrated to nurture the IP of medium enterprises (MEs) production/operations managers by analyzing the mediating influence of IB on the psychological empowerment–IP relationship.Design/methodology/approachSurvey method was engaged by means of self-administered questionnaire. Data were collected from a sample of 355 MEs production/operations managers and analysed with partial least square (PLS) structural equation modelling (SEM).FindingsAccording to the results, Psychological empowerment (PE) has a significant direct relationship with both IB and IP. Equally, IB has a positive significant impact on IP. Moreover, the mediating influence of IB on the psychological empowerment–IP relationship was established.Practical implicationsThe result implies that MEs can stimulate the IP of production/operations managers by encouraging IB through psychological empowerment–IP relationship. Therefore, the psychological empowerment–IP relationship will manifest better when IB is invigorated among production/operations managers.Originality/valueTo the best of the authors’ knowledge, this paper is the first to examine the mediating influence of IB on the psychological empowerment–IP relationship, which revealed a significant contribution to both entrepreneurship and organizational behaviour literature. The IB literature is relatively lacking, particularly among developing countries and in particular Nigeria.

A qualitative study of hospital clinical staff perceptions of their interactions with healthcare middle managers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Madeleine Kendrick ◽  
Kevin B. Kendrick ◽  
Nicholas F. Taylor ◽  
Sandra G. Leggat
Keyword(s):  
Design Methodology ◽  
Middle Managers ◽  
Middle Management ◽  
Clinical Staff ◽  
Working Environment ◽  
Healthcare Staff ◽  
Structured Interviews ◽  
Staff Perceptions ◽  
Content Type ◽  
Practical Implications

PurposeThe authors explored clinical staff perceptions of their interactions with middle management and their experiences of the uncongeniality of their working environment.Design/methodology/approachSemi-structured interviews of clinical staff from an Australian public health service's Emergency, Surgery and Psychiatry departments. Volunteer interview transcripts were inductively coded using a reflexive thematic content analysis.FindingsOf 73 interviews, 66 participants discussed their interactions with management. Most clinicians considered their interactions with middle management to be negative based on a violation of their expectations of support in the workplace. Collectively, these interactions formed the basis of clinical staff perceptions of management's lack of capacity and fit for the needs of staff to perform their roles.Practical implicationsStrategies to improve management's fit with clinicians' needs may be beneficial for reducing uncongenial workplaces for healthcare staff and enhanced patient care.Originality/valueThis article is among the few papers that discuss interactions with management from the perspective of clinical staff in healthcare. How these perspectives inform the perception of workplace uncongeniality for clinicians contributes greater understanding of the factors contributing to adversarial relationships between clinicians and managers.

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