The relation between goal orientation and occupational withdrawal

2015 ◽  
Vol 36 (7) ◽  
pp. 816-832 ◽  
Author(s):  
Randi L. Sims ◽  
Jess J. Boytell
Keyword(s):  
Goal Orientation ◽  
Employee Satisfaction ◽  
Design Methodology ◽  
Positive Relation ◽  
Content Type ◽  
Learning Goal Orientation ◽  
Withdrawal Behaviors ◽  
And Behaviors ◽  
Employee Characteristics ◽  
Practical Implications

Purpose – The purpose of this paper is to test the relation between employee goal orientation and occupational withdrawal intentions and behaviors considering employee satisfaction a mediator in the relations. Design/methodology/approach – Survey data were obtained from a sample of 241 licensed real estate professionals using a self-administrated questionnaire. Mediation hypotheses were tested using Smart PLS. Findings – The results indicate that job satisfaction fully mediates the relation between learning goal orientation and occupational withdrawal intentions and behaviors. A direct positive relation was found between avoid goal orientation and occupational withdrawal intentions and behaviors. Practical implications – Worker shortages in many occupations increases the importance of the ability to understand and predict occupational withdrawal behaviors. Originality/value – This study adds to the literature by considering goal orientation as an individual employee characteristics central in predicting and understanding occupational attitudes and withdrawal intentions and behaviors.

Improving the effectiveness of employee learning

2018 ◽  
Vol 32 (4) ◽  
pp. 34-36 ◽  
Keyword(s):  
Design Methodology ◽  
Positive Impact ◽  
Learning Tools ◽  
Organizational Growth ◽  
Content Type ◽  
Learning Programs ◽  
Pertinent Information ◽  
Employee Characteristics ◽  
Employee Learning ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Learning is key to organizational growth and development. Various employee characteristics can predict the outcome of learning programs, which can have a more positive impact on firm performance if relevant online learning tools are also utilized. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.

Divestiture of prior acquisitions: competing explanations of performance

2019 ◽  
Vol 13 (1) ◽  
pp. 33-50
Author(s):  
Sina Amiri ◽  
David King ◽  
Samuel DeMarie
Keyword(s):  
Design Methodology ◽  
High Technology ◽  
Positive Relation ◽  
Multiple Perspectives ◽  
Press Releases ◽  
Improve Performance ◽  
Content Type ◽  
Public Firms ◽  
Treat All ◽  
Practical Implications

Purpose There are multiple perspectives of divestiture and its performance that require reconciliation. While research finds a positive market response to divestment announcement, divestiture of prior acquisitions are generally viewed negatively. The purpose of this paper is to develop and empirically test different explanations for the divestment of prior acquisitions. Design/methodology/approach This research employs event study to capture market reaction at acquisition announcement and subsequent divestments in a sample of 69 public US high-technology acquisitions between 2003 and 2008 that were divested by 2015. Only initial acquisitions involving public firms were included from the Thomson One Banker SDC database. Public press releases and companies’ SEC filings were reviewed to track divestitures back to prior acquisitions. Ordinary least squared regression was used to estimate coefficients. Findings Results indicate a positive relation between acquisition and divestiture performance around announcement dates. This finding rejects the correction of mistake explanation, suggesting that a negative stigma surrounding divestments is largely unwarranted and that investors reward capable acquirer’s divestiture decisions. Practical implications Investors do not treat all information signals at divestiture equally. For example, acquisitions made by larger and more profitable firms, or acquisitions paid for with stock, are associated with lower return upon divestiture announcement. Originality/value This study finds that investors view divestiture as a proactive strategy, suggesting firms can improve performance by actively managing acquisitions and divestments to optimize their portfolio of businesses.

Understanding managerial ambidexterity: a people–situation interaction approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ruifang Wang ◽  
Patrick Gibbons
Keyword(s):  
Goal Orientation ◽  
Individual Difference ◽  
Content Type ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Functional Experience ◽  
Interaction Approach ◽  
Micro Foundations ◽  
And Training ◽  
Practical Implications

PurposeIt is increasingly recognised that managers play a central role in organisational ambidexterity. While some scholars have recently begun to explain the nature and antecedents of ambidextrous behaviour among managers, much remains to be learned about the micro-foundations of this behaviour. Adopting a people–situation interaction approach, this paper investigates the antecedents to managerial ambidexterity from both situational and individual difference considerations.Design/methodology/approachThis study adopts a quantitative approach using a combination of survey and archival data from 305 managers.FindingsThe results indicate that learning goal orientation is positively related with managerial ambidexterity, whereas there is no significant relationship between functional experience breadth and managerial ambidexterity. In testing moderation effects, discretionary slack is found to positively moderate the association between learning goal orientation and ambidexterity and between functional experiences and ambidexterity.Practical implicationsThis paper provides suggestions on employees selection and training, along with organisational support, in enacting managerial ambidexterity.Originality/valueGuided by individual difference theory, this paper adds value to one’s understanding of the antecedents to managerial ambidexterity. It contributes to the ambidexterity literature from the micro-foundation perspective.

Investing in a flexible approach to employer branding

2019 ◽  
Vol 27 (3) ◽  
pp. 10-12
Keyword(s):  
Case Studies ◽  
Employee Satisfaction ◽  
Design Methodology ◽  
Reading Time ◽  
Employer Branding ◽  
Content Type ◽  
Flexible Approach ◽  
Experience Levels ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper demonstrates that, to varying extents, the perception of an employer’s brand is subject to variation across employees of different ages, genders, experience levels, and role types. An employer increasing their perceived warmth has a greater impact on employee satisfaction and engagement than an employer increasing their perceived competence. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The psychological secrets behind improving work performance: the individual and cumulative effects of employees pursuing intrinsic and extrinsic goals

2018 ◽  
Vol 32 (5) ◽  
pp. 26-28
Author(s):  
Martin Andrew Green
Keyword(s):  
Goal Orientation ◽  
Design Methodology ◽  
Work Performance ◽  
Content Type ◽  
Extrinsic Goals ◽  
Pertinent Information ◽  
The Individual ◽  
The Impact ◽  
Practical Implications ◽  
Orientation Type

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper explores the impact on work performance that an employee’s goal orientation type has. Intrinsically, goal-orientated employees perform well across the board, but having both intrinsic and extrinsic goals simultaneously turbocharges an employee’s work performance. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives’ and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Why wakeful leadership is more important now than ever

2015 ◽  
Vol 29 (3) ◽  
pp. 18-20 ◽  
Author(s):  
Joan F. Marques
Keyword(s):  
Design Methodology ◽  
Theory And Practice ◽  
Regular Reflection ◽  
Content Type ◽  
Informal Setting ◽  
And Behaviors ◽  
Future Leaders ◽  
Practical Implications

Purpose – The purpose of this paper is to underscore the need for wakeful leadership, which is manifested through regular reflection. Design/methodology/approach – This briefing is prepared by a leadership scholar/practitioner based on a blend of theory and practice. Findings – Today’s leadership, whether in a formal or informal setting, and whether with others involved or not, requires reflection to refrain from mindless continuance of obsolete mindsets and behaviors. Practical implications – The paper provides strategic insights and practical thinking aimed at constructively influencing current and future leaders. Originality/value – A brief but critical emphasis on the urgent need of reflectively leading ourselves, others and our organizations today, considering past and future.

Taking on the challenge

2019 ◽  
Vol 28 (1) ◽  
pp. 27-29
Keyword(s):  
Informal Learning ◽  
Goal Orientation ◽  
Case Studies ◽  
Reading Time ◽  
Need For Cognition ◽  
Learning Opportunities ◽  
Content Type ◽  
Learning Goal Orientation ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study finds that people who score highly in three key personality traits – learning goal orientation, curiosity and need for cognition are more likely to choose a more challenging task over an easy task, despite a lack of monetary incentivization. This suggests that these three characteristics predict learning readiness in workers, who need to be willing as well as able to take on informal learning opportunities in order to further develop their skills and capabilities in the workplace. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A trickle-down effect of subordinates’ felt trust

2019 ◽  
Vol 48 (4) ◽  
pp. 957-976 ◽  
Author(s):  
Han-Cheng Chiu ◽  
Pin-Hua Chiang
Keyword(s):  
Social Exchange ◽  
Social Information Processing ◽  
Design Methodology ◽  
Positive Relation ◽  
Team Size ◽  
Content Type ◽  
Team Cooperation ◽  
Felt Trust ◽  
Practical Implications ◽  
Trickle Down

PurposeThe purpose of this paper is to examine the relationships between managers’ and supervisors’ trust in subordinates and team cooperation and to suggest that the downward flow of trust affects team employees.Design/methodology/approachData were collected from supervisor-employee dyads from a multisource field study.FindingsFeeling trusted by managers has an indirect effect on team cooperation through feeling trusted by supervisors. In addition, there was a strong positive relation between feeling trusted by supervisors and team cooperation when team size was smaller, but a weak positive relation when team size was larger.Practical implicationsIn order for subordinates to feel trusted, management leaders must implement actions that include: delegation and empowerment, participative decision-making and listening with respect and full attention. It is also suggested that the team size should not be too large.Originality/valueWe integrate theories of social exchange, social information processing, social learning and attraction-selection-attrition to test a trickle-down model of how trust in subordinates cascades down through management levels and ultimately affects team cooperation.

National Instruments measures success by employee satisfaction

2014 ◽  
Vol 22 (5) ◽  
pp. 5-7
Keyword(s):  
Employee Satisfaction ◽  
Design Methodology ◽  
Content Type ◽  
The People ◽  
Key Stakeholders ◽  
Development Incentives ◽  
A Company ◽  
Practical Implications

Purpose – The purpose of this paper is to describes how a company with more than 7,000 employees around the world has earned international plaudits for retaining the feel of a family firm. Design/methodology/approach – This paper examines why the people strategy is so important at National Instruments and what this means in practice. Findings – This paper attributes the success of the company to its policies on recruitment, retention, employee development, incentives, benefits and communications. Practical implications – The role of the firm’s 100-year plan in guiding company decisions has been highlighted. It focuses on a long-term commitment to key stakeholders and supports the firm’s unwavering investment in its people. Social implications – The close involvement of the company in the communities where it is based and, in particular, its education initiatives aimed at producing more top-class scientists has been highlighted. Originality/value – This paper provides the inside story of the people strategy at a firm named among the USA’s 100 Best Companies for the 15th consecutive year.

Debunking the benchmarking myth

2007 ◽  
Vol 15 (7) ◽  
pp. 32-34
Author(s):  
David Lusty
Keyword(s):  
Decision Making ◽  
Scoring System ◽  
Employee Satisfaction ◽  
Design Methodology ◽  
Management Decision ◽  
Satisfaction Survey ◽  
Management Information ◽  
Content Type ◽  
Management Decision Making ◽  
Practical Implications

PurposeThe purpose of this paper is to highlight the pitfalls of failing to compare like with like when undertaking employee‐satisfaction surveys.Design/methodology/approachReveals how answers can be affected by people's expectations, slight changes in the wording of a survey, the order in which questions are asked, or the scoring system used.FindingsDemonstrates why like‐for‐like comparisons with other employers' surveys are almost impossible and puts forward the view that the information that is most valuable in informing management decision‐making comes from the internal comparisons a survey should permit.Practical implicationsPuts forward ways in which to make an employee‐satisfaction survey into a valuable source of management information.Originality/valueAdvances the view that an employee‐satisfaction survey that produces data which are nice to know, but do not lead to action, has not earned its keep.

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