The effect of hotel middle managers’ coaching leadership on job performance

2017 ◽  
Vol 31 (12) ◽  
pp. 131-144 ◽  
Author(s):  
Hyun-Jong Lee ◽  
Gyu-Tae Lee
Keyword(s):  
Job Performance ◽  
Middle Managers ◽  
Coaching Leadership

Re-imagining the Future of Happiness at the Workplace

2020 ◽  
Vol 13 (4) ◽  
pp. 487-494
Author(s):  
Anuradha
Keyword(s):  
Artificial Intelligence ◽  
Life Satisfaction ◽  
Job Performance ◽  
Middle Managers ◽  
Well Being ◽  
Intimate Relationship ◽  
Vital Role ◽  
Policy Changes ◽  
Hrm Practices ◽  
The Future

The future of work is likely to usher in dramatic changes in the form and substance of the employment contract. Technology, artificial intelligence, automation, policy changes and evolving labour market are few factors playing a vital role in workplace transformation. It is important that organisations emphasise civility in engaging with employees in the workplace to enable them to feel happy as happier people are more productive. In order to shape a happy workforce in the future, leaders, particularly, middle managers need to reinforce the spirit of well-being-oriented human resource management (HRM) practices. Organisations need to engage with employees outside the domain of work as well, as life satisfaction constitutes an important factor in determining job performance. Finally, in order to structure a happy workforce in the future, employers need to recognise that business and ethics have an intimate relationship with each other and cannot be seen as separable.

scholarly journals Influence of Physical Engagement on Job Performance among Employees in the Civil Service: A Case of Kakamega Regional Head Quarters in Kenya

2018 ◽  
Vol 6 (5) ◽  
Author(s):  
Eshiteti Stephen Nyikuli ◽  
Roselyne Makhanu ◽  
Dr. Clive Mukanzi
Keyword(s):  
Job Performance ◽  
Random Sampling ◽  
Middle Managers ◽  
Civil Service ◽  
Simple Random Sampling ◽  
Sampling Techniques ◽  
Regression Analyses ◽  
Service Employees ◽  
Regional Headquarters ◽  
Civil Service Employees

The purpose of this study was to investigate the influence of physical engagement on Job Performance among employees in the civil service at Kakamega regional Headquarters, Kenya. A target sample of 258 respondents drawn from a sampling comprising top, supervisory, and lower cadre employees was obtained using stratified and simple random sampling techniques. From the top management, a census was used to obtain all the 30 respondents. From the supervisory and lower cadre employees’ strata, a proportionate allocation was used to select a 61 middle managers and 167 lower cadre employees (representative sample from each) and the data collected by use of questionnaires. Data was analysed using descriptive, correlation and multiple linear regression analyses. Findings of the study indicated that the civil service employees at Kakamega regional Headquarters experience high physical engagement from their superiors. As a results, it was found that their job performance had increased considerably. Further, the study also revealed a strong positive and significant correlation between physical engagement and job performance. These findings suggest that the civil service employees value the physical engagement that they receive from their workplaces which then leads to increased job performance. Therefore, the study recommends that more emphasis should be placed in ensuring the civil servants at Kakamega regional headquarters continue to be more physically engaged for enhanced job performance.

scholarly journals Transactional Leadership and Job Performance: An Empirical Investigation

2015 ◽  
Vol 2 (2) ◽  
pp. 74 ◽  
Author(s):  
Syed Mir Muhammad Shah ◽  
Kamal Bin Ab. Hamid
Keyword(s):  
Job Performance ◽  
Transactional Leadership ◽  
Significant Relationship ◽  
Middle Managers ◽  
Empirical Investigation ◽  
Survey Method ◽  
Future Research ◽  
The Relationship

Present study investigates the relationship between transactional leadership and job performance in the six large banks of Pakistan. The survey method was used to collect data from the middle managers of six large banks of Pakistan. The data was analyzed and reported using Smart-PLS and its standard reporting style. The findings of the study reveal that transactional leadership has significant relationship with job performance. The last part of the paper presents insights on future research.

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