scholarly journals Analytical study of training program factors to develop the competency of regional operating officer (ROO) in the virtual service provider office (VSPO) in Thailand

2018 ◽  
Vol 32 (1) ◽  
pp. 47-59
Author(s):  
Phongpisanu Boonda ◽  
Aree Preedeekul ◽  
Phataraphon Markmee
Keyword(s):  
Factor Analysis ◽  
Conflict Management ◽  
Training Program ◽  
Service Provider ◽  
Action Plan ◽  
Second Order ◽  
Management Style ◽  
System Thinking ◽  
Variable Model ◽  
Content Type

Purpose Virtual regional service provider is a key management mechanism created to realize the health service system development plans and a mechanism established to bring about integration of all elements of the health system. However, a virtual service provider office (VSPO) to support the work of the executive has not yet been formally established, and there are no operations practitioners deployed yet, who are necessary to develop the competency of regional operating officer (ROO) in each province. The purpose of this paper is to analyze training program factors to develop the competency of ROO in the VSPO in Thailand. Design/methodology/approach This is a descriptive research that used structural equation model. The research sample consisted of 274 executives and 664 practitioners in the Vice Chief of the provincial health office under the 12 regions; executives’ questionnaire and a VSPO questionnaire were used as tools for this study; data were statistically analyzed by three methods, namely, exploratory factor analysis (EFA), second-order confirmatory factor analysis (second-order CFA), and path analysis (PA). Findings The variable model was composed of ten factors, selected from 40 variables, which are as follows: service plan and personal administration, summary to present for administrators in the VSPO, network management and team building, summary to adjust strategies, key performance indicator (KPI) and action plan, new management skills, system thinking, analytical thinking, synthesis thinking, conflict management style, and leadership; presentation of methods and data for monitoring, presentation skill, conference management skill; researching, learning skill, communication skill exercise, action plan workshop, preparation to study in the fields workshop; fiscal and monetary, internal control and risk management; project management, monitoring, and data definition; and positive thinking, conflict management process, negotiation skill contingency management. Originality/value Ten factors of the variable model of training program factors to develop the competency of ROO in the VSPO in Thailand had high construct validity and they were analyzed using three methods, i.e. EFA, second-order CFA and PA, that were appropriate to be used for developing a training program.

Supervisor conflict management, justice, and strain: multilevel relationships

2014 ◽  
Vol 29 (8) ◽  
pp. 1044-1063 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L. Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Sleep Disturbance ◽  
Conflict Theory ◽  
Management Style ◽  
Job Dissatisfaction ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Content Type ◽  
Multilevel Theory ◽  
Action Taking

Purpose – The purpose of this paper is to test a multilevel model of the main and mediating effects of supervisor conflict management style (SCMS) climate and procedural justice (PJ) climate on employee strain. It is hypothesized that workgroup-level climate induced by SCMS can fall into four types: collaborative climate, yielding climate, forcing climate, or avoiding climate; that these group-level perceptions will have differential effects on employee strain, and will be mediated by PJ climate. Design/methodology/approach – Multilevel SEM was used to analyze data from 420 employees nested in 61 workgroups. Findings – Workgroups that perceived high supervisor collaborating climate reported lower sleep disturbance, job dissatisfaction, and action-taking cognitions. Workgroups that perceived high supervisor yielding climate and high supervisor forcing climate reported higher anxiety/depression, sleep disturbance, job dissatisfaction, and action-taking cognitions. Results supported a PJ climate mediation model when supervisors’ behavior was reported to be collaborative and yielding. Research limitations/implications – The cross-sectional research design places limitations on conclusions about causality; thus, longitudinal studies are recommended. Practical implications – Supervisor behavior in response to conflict may have far-reaching effects beyond those who are a party to the conflict. The more visible use of supervisor collaborative CMS may be beneficial. Social implications – The economic costs associated with workplace conflict may be reduced through the application of these findings. Originality/value – By applying multilevel theory and analysis, we extend workplace conflict theory.

Testing activity reduces conflict associated strain (ARCAS) model

2019 ◽  
Vol 49 (1) ◽  
pp. 125-148 ◽  
Author(s):  
Vijay Kuriakose ◽  
Sreejesh S. ◽  
Heerah Jose ◽  
Shelly Jose
Keyword(s):  
Negative Affect ◽  
Conflict Management ◽  
Well Being ◽  
Management Style ◽  
Relationship Conflict ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Conflict Management Style ◽  
Affect State

Purpose The purpose of this paper is to test the activity reduces conflict associated strain (ARCAS) model with the aid of AET examining the direct effect of relationship conflict on employee well-being and also discussing the mechanism through which relationship conflict influences employee well-being, and also to test the ARCAS model examining whether passive and active conflict management styles influence this relationship. Design/methodology/approach Responses were collected from 554 software engineers using structured questionnaire and postulated relationships were tested using Process Macros. Findings The study established that relationship conflicts are detrimental to employee well-being. It also established the indirect effect of relationship conflict on employee well-being through negative affect state. Negative affect state is an intra-personal mechanism linking relationship conflict and employee well-being. The study also extended the ARCAS model by establishing that passive ways of handling conflict amplify and problem-solving conflict management style mitigates the adverse impact of relationship conflict. Contrary to the prediction, forcing conflict management style was found to amplify the adverse effect of relationship conflict on well-being through negative affect state. Practical implications The findings of the study highlight the detrimental effect of relationship conflict on well-being and highlight the vital role of individual affective states in the conflict process. Furthermore, the study provides valuable insights for managers on how individuals’ conflict management styles influence the effect of relationship conflict on well-being. Originality/value The study specifically examined the effect of relationship conflict on employee well-being and explored the psychological process through which relationship conflict diminishes well-being. Moreover, the study tested and extended ARCAS model with the aid of Affective Events Theory.

Team leader’s conflict management styles and innovation performance in entrepreneurial teams

2020 ◽  
Vol 31 (3) ◽  
pp. 373-392 ◽  
Author(s):  
Jielin Yin ◽  
Muxiao Jia ◽  
Zhenzhong Ma ◽  
Ganli Liao
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Management Style ◽  
Innovation Performance ◽  
Paired Data ◽  
Content Type ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Activities ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective. Design/methodology/approach It is proposed in this study that team passion mediates the impact of team leader’s CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model. Findings The results show that a team leader’s cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader’s CMSs and TIP. The results also show that TEI moderates the relationship between the leader’s CMSs and team passion. Originality/value This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader’s CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship.

Shared perceptions of supervisor conflict management style

2016 ◽  
Vol 27 (1) ◽  
pp. 25-49 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Positive Association ◽  
Well Being ◽  
Management Style ◽  
Third Party ◽  
Relationship Conflict ◽  
Content Type ◽  
Stress Buffering ◽  
Conflict Management Style ◽  
Anxiety Depression

Purpose – This study aims to investigate the extent to which employee outcomes (anxiety/depression, bullying and workers’ compensation claims thoughts) are affected by shared perceptions of supervisor conflict management style (CMS). Further, this study aims to assess cross-level moderating effects of supervisor CMS climate on the positive association between relationship conflict and these outcomes. Design/methodology/approach – Multilevel modeling was conducted using a sample of 401 employees nested in 69 workgroups. Findings – High collaborating, low yielding and low forcing climates (positive supervisor climates) were associated with lower anxiety/depression, bullying and claim thoughts. Unexpectedly, the direction of moderation showed that the positive association between relationship conflict and anxiety/depression and bullying was stronger for positive supervisor CMS climates than for negative supervisor CMS climates (low collaborating, high yielding and high forcing). Nevertheless, these interactions revealed that positive supervisor climates were the most effective at reducing anxiety/depression and bullying when relationship conflict was low. For claim thoughts, positive supervisor CMS climates had the predicted stress-buffering effects. Research limitations/implications – Employees benefit from supervisors creating positive CMS climates when dealing with conflict as a third party, and intervening when conflict is low, when their intervention is more likely to minimize anxiety/depression and bullying. Originality/value – By considering the unique perspective of employees’ shared perceptions of supervisor CMS, important implications for the span of influence of supervisor behavior on employee well-being have been indicated.

Key performance indicators for excellent teachers in Malaysia

2017 ◽  
Vol 66 (3) ◽  
pp. 298-319 ◽  
Author(s):  
Ismail Hussein Amzat
Keyword(s):  
Factor Analysis ◽  
Classroom Management ◽  
Performance Indicator ◽  
Factor Loading ◽  
Management Style ◽  
Teaching Philosophy ◽  
Content Type ◽  
National Education ◽  
Teaching Objectives ◽  
Excellent Teachers

Purpose The purpose of this paper is to create a key performance indicator (KPI) that can be used as the benchmark tool for teaching performance and practices of both excellent teachers (ETs) and non-ETs and to investigate the possible interrelationships between the five thinking domains (teachers’ teaching philosophy, teaching objective, pedagogical content knowledge, teachers’ expectations and management style). Design/methodology/approach This study uses a quantitative approach with a sample of 306 ETs from eight states including the Federal Territory. Exploratory factor analysis was used to validate the instrument and confirmatory factor analysis for model fit. Findings The findings showed that an excellent classroom management style was the most significant domain for KPI with the highest factor loading, followed by ETs’ teaching philosophy and objectives. It revealed that there was no significant relationship between ETs’ expectations and their classroom management style and that the relationships between the other domains were weak. Originality/value With this research creating a KPI model for excellent teaching practices, it is suggested that an in-depth review should be conducted concerning the standardization of the classroom management and the national teaching objectives in Malaysia. Perhaps representatives from the Ministry of Education and the school principals could go into the field to determine whether the excellent and non-ETs are fulfilling the national education objectives and meeting the expectations. This could lead to setting KPIs for achieving teaching objectives among the ETs.

scholarly journals Does ethnic conflict impede or enable employee innovation behavior?

2016 ◽  
Vol 27 (2) ◽  
pp. 199-224 ◽  
Author(s):  
Carol Reade ◽  
Hyun-Jung Lee
Keyword(s):  
Organizational Behavior ◽  
Conflict Management ◽  
Employee Engagement ◽  
Ethnic Conflict ◽  
Management Style ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type ◽  
Conflict Management Style ◽  
Innovation Behavior

Purpose The purpose of this study is to investigate whether a societal context of ethnic conflict influences employee innovation behavior in the work domain and whether a collaborative conflict management style adopted by supervisors plays a moderating role. Design/methodology/approach Drawing on the conflict, organizational behavior and innovation literature, the study examines the main and interaction effects of employee sensitivity to ethnic conflict, organizational frustration and collaborative conflict management style of supervisors on employee engagement with colleagues to innovate products, services and job processes. Hypotheses are tested using hierarchical regression analysis, controlling for ethnic diversity in workgroups. Findings Employee innovation behavior is greatest when employee sensitivity to ethnic conflict is high, organizational frustration is low and when supervisors are perceived to be highly collaborative in managing conflict, regardless of whether the workgroup is ethnically homogenous or diverse. Research limitations/implications The study findings expand our knowledge of the effects of sociopolitical conflict on employee behavior and the role of collaborative conflict management. Future research can address limitations including self-reports, cross-sectional design and single country setting. Practical implications The findings of this study suggest that employee innovation behavior can be enhanced through developing collaborative conflict management skills of those in leadership positions. Originality/value This is the first study to empirically examine the influence of ethnic conflict on employee innovation behavior and is of value to businesses operating in conflict settings.

Employer brand scale development and validation: a second-order factor approach

2017 ◽  
Vol 46 (2) ◽  
pp. 389-409 ◽  
Author(s):  
Karnica Tanwar ◽  
Asha Prasad
Keyword(s):  
Factor Analysis ◽  
Qualitative Interviews ◽  
Measurement Model ◽  
Second Order ◽  
Content Type ◽  
Five Dimensions ◽  
Work Atmosphere ◽  
Healthy Work ◽  
Order Factor ◽  
Employer Brand

Purpose The purpose of this paper is to conceptualise, develop and validate a scale to measure the employer brand from the perspective of existing employees. Design/methodology/approach The methodology entailed the compilation of a literature review and conduction of qualitative interviews to generate items. Five employer brand dimensions have been derived through exploratory factor analysis and further validated through confirmatory factor analysis by using a separate data of 313 employees. Also, the employer brand has been specified as a second-order factor that is determined by five first-order factors. Findings A final 23-item EB scale covering five dimensions of the employer brand has been developed. The dimensions identified are: a healthy work atmosphere, training and development, work-life balance, ethics and corporate social responsibility, and compensation and benefits. Also, the higher order measurement model suggests that employer brand is most influenced by the “healthy work atmosphere” dimension. These dimensions reflect the perceptions of existing employees regarding their organisation. The scale is found to be psychometrically sound for measuring the employer brand. Practical implications The scale is useful for both researchers and practitioners. A deeper insight into the dimensions may help managers to identify their impact on organisational outcomes like employee satisfaction, employee retention, commitment and productivity. Also, organisations can measure the perceptions of employees for identifying improvement gaps and developing effective attraction and retention strategies. The scale also provides researchers with a sought-after conceptualisation of employer brand. Originality/value The authors believe that the study is the first of its kind wherein the employer brand has been modelled as a second-order factor from the perspective of the existing employees.

Exploration of stakeholder marketing orientation and its impact on business performance in Indian pharmaceutical marketing companies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hardeep Chahal ◽  
Pankesh Kumar ◽  
Neetu Kumari ◽  
Saguna Sethi
Keyword(s):  
Factor Analysis ◽  
Organizational Culture ◽  
Business Performance ◽  
System Thinking ◽  
Pharmaceutical Marketing ◽  
Future Research ◽  
Content Type ◽  
Marketing Orientation ◽  
Paradoxical Thinking ◽  
The Impact

Purpose The purpose of this study is to understand the concept of stakeholder marketing orientation (SMO), its dimensionality and the development of an SMO scale. Further, the study also aims to analyze the impact of SMO on business performance (BP) in Indian pharmaceutical marketing companies. The moderating role of organizational culture between the study variables (i.e. SMO and BP) is also evaluated. Design/methodology/approach The data regarding SMO are gathered from 93 owners/managers of pharmaceutical marketing companies operating in North India. The underlying dimensions of the scale are identified through exploratory factor analysis. Further, the reliability and validity of the scales are also checked. Further, the partial least square (PLS) technique is used to analyze the study variables. Findings SMO is established as a multi-dimensional scale comprising system thinking (personal consideration of stakeholder, the relationship of stakeholder, systematic problem-solving and interdependence), paradoxical thinking (decision control and autonomy, uniformity and individualization and distance and closeness) and democratic thinking (ease for the stakeholders to share their voice, involvement in decision-making, the existence of participatory culture in the organization). The SMO showed a positive and significant impact on BP (market growth, return on investment, return on asset and market share). Further, the results also indicated the moderating role of organizational culture between SMO and BP relationship. Research limitations/implications This study primarily focuses on the measurement of SMO, exploring its dimensions (system thinking, paradoxical thinking and democratic thinking) and validating using exploratory factor analysis (EFA) and PLS techniques. Further, the sample size of the study is small (n = 93), and hence confirmatory factor analysis (CFA) and covariance based-SEM could not be applied. It is suggested that future research needs to be undertaken with a bigger sample in the pharmaceutical sector and later in other sectors to validate the results of the study. The impact of moderating variables such as organizational culture, industry size, type and owner experience can also be explored between the study variables in the future. The study is limited to the measurement of SMO from owners/managers’ perspectives, other internal (employees) and external stakeholders such as suppliers, distributors, chemists and hospitals were not contacted because of time constraints. Future research needs to consider the perspectives of these stakeholders in grounding the conceptual framework of SMO. Originality/value This research contributes to the development of the SMO scale. It is identified as a practice, based on system thinking, paradoxical thinking and democratic thinking, which provides an organization with better performance. The study results help in strengthening SMO and BP in pharmaceutical marketing industries.

The vicious cycle of unfairness and conflict in teams

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mladen Adamovic
Keyword(s):  
Conflict Management ◽  
Team Member ◽  
Management Style ◽  
Survey Study ◽  
Equation Modeling ◽  
Management Approach ◽  
Vicious Cycle ◽  
Content Type ◽  
Break Up ◽  
Process Conflict

Purpose Teams often cannot fulfill their managers’ expectations due to unfairness issues and dysfunctional conflicts with teammates. This paper aims to create a fair team environment, it is important to analyze the interrelationship between unfairness and conflict. However, only a few studies have done this and reported inconsistent results. Using negative reciprocity research as a theoretical foundation, this paper analyzes the interconnection between unfairness and conflict dimensions in the team context. This paper further integrates conflict management research to show employees and managers how to handle unfairness and conflict in teams. Design/methodology/approach The authors conducted a longitudinal survey study (three points in time) with 237 employees from different German organizations. Findings The results of cross-lagged structural equation modeling provide some evidence that interpersonal, procedural and informational unfairness predict relationship conflict and process conflict. Several of these effects become non-significant over time. Further, relationship and process conflict have several significant relationships with the unfairness dimensions, while task conflict did not have any significant relationship. The results also suggest that employees can break up the vicious cycle of unfairness and conflict by using a cooperative conflict management approach. Research limitations/implications This paper focuses on members of autonomous, interdependent and existing teams and the interpersonal relationship of a team member with her or his teammates. Future research could analyze leader-member relationships in different team types. Practical implications The application of cooperative conflict management enables employees to break up the vicious cycle of unfairness. Originality/value This paper clarifies the interrelationship between unfairness and conflict and shows that a team member can apply a cooperative conflict management style to handle effectively unfairness and conflict.

Intentions for cooperative conflict resolution in groups

2015 ◽  
Vol 21 (5/6) ◽  
pp. 259-273 ◽  
Author(s):  
Gabi Dodoiu
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Planned Behavior ◽  
Management Style ◽  
Future Research ◽  
Management Styles ◽  
Volitional Control ◽  
Conflict Management Styles ◽  
Content Type ◽  
Perceived Norms

Purpose – The purpose of this study was twofold: first, to test to what extent a cooperative conflict management style can be related to attitudes, norms and perceived volitional control. Second, because conflict resolution is an activity that unfolds at the team level, the validity of the theoretical model was tested at the team level of analysis. The aim was to extend the understanding we have on antecedents of conflict management styles and to build a bridge between two different levels of analysis. Design/methodology/approach – This was done by building on the theory of planned behavior, which, to the authors’ knowledge, has neither been related to organizational behaviors nor to small group dynamics. A questionnaire was distributed to subjects that have experienced working together in teams. In total, 131 team members (grouped in 33 teams) provided answers on the key concepts of the model. Findings – First, perceived norms and high volitional control relate to individuals’ intentions to engage in cooperative conflict management activities, with intentions not mediating to role of norms on behavior. Second, at the team level, a high level of perceived norms relates to a higher occurrence of a cooperative resolution style. Additionally, high diversity on the attitudes over the value of this style negatively impacts its occurrence. Research limitations/implications – This study offers a cross-sectional image of an important process in the team. Additionally, relying on the subjects’ self-reports represents a limitation in the current study, considering the goal of the model is to predict behavior. Future research could address this, and additionally, consider team characteristics or individual traits that could add to the model of planned behavior. Originality/value – This paper adds to the literature as an attempt the bridge individual level constructs team-level processes. Moreover, it provides evidence for potential antecedents of conflict management styles. This latter contribution can be relevant for practitioners as well, that could invest in the institutionalization of favored resolution style to benefit from it.

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