Gendered Influence: Differences in the Perceived Use of Influence Tactics

2016 ◽  
Vol 4 (1) ◽  
Author(s):  
Dhvani Yogin Patel ◽  
Urmi Nanda Biswas
Keyword(s):  
Influence Tactics ◽  
Female Leaders ◽  
Male And Female ◽  
Downward Influence ◽  
Female Employees

The present paper attempts to understand the role of gender congenial workplaces, as well as the role of gender of the agent and the target, in the perceived use of downward influence tactics. The researcher selected 40 organizations assumed to be gender congenial to females, and 40 organizations assumed to be gender congenial to males. Five employees reporting to a single leader, served as sample respondents from each organization, making a total of 400 employee respondents for the study. The sample respondents were administered a questionnaire, comprising of demographic details, and a measure of downward influence tactics. Findings reveal significant differences in the perceived use of downward influence tactics between male- and female-congenial workplaces. Male and female employees significantly differ in their leaders perceived use of influence tactics. Also, male and female leaders are seen as differing significantly in their use of downward influence tactics.

scholarly journals The Commitment of the Employee to the Supervisor and the Organization: The Role of Employee Competency and Downward Influence Tactics

2021 ◽  
Vol 11 (1) ◽  
Author(s):  
Tuty Lindawati ◽  
◽  
Fenika Wulani ◽  
Keyword(s):  
Organizational Commitment ◽  
Significant Relationship ◽  
Influence Tactics ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Important Work ◽  
Downward Influence ◽  
Managerial Employees ◽  
The Relationship

Employee’s commitment is an important work attitude for an organization. Supervisors can play a role in increasing it by conducting downward influence tactics. This study examines the relationship between employee competency and downward influence tactics (consultation, ingratiation, and exchange tactics), the relationship between these tactics and employee’s commitment to the supervisor and the organization, and the mediating effect of these tactics on the relationship between employee competency and employee’s commitment. Data were collected from 203 non-managerial employees who work in various industries in Surabaya, Indonesia. We analyzed the collected data by using PLS-SEM. This study found that employee competency has a significant positive relationship with downward influence tactics (consultation, ingratiation, and exchange tactics). In addition, consultation and ingratiation tactics have a significant relationship with one’s commitment to one’s supervisor, but only consultation tactic has a significant relationship with organizational commitment. The consultation tactic has a mediation effect on the relationship between employee competency and organizational commitment, and the commitment to the supervisor.

Industrialization and Sport

2017 ◽  
Author(s):  
Wray Vamplew
Keyword(s):  
Economic History ◽  
Industrial Revolution ◽  
Sports Facilities ◽  
Male And Female ◽  
Spectator Sport ◽  
The World ◽  
History Of ◽  
Female Employees ◽  
Equipment Manufacture

This chapter considers three main aspects of sport and industrialization. First, it challenges the conventional wisdom that the British Industrial Revolution was the catalyst for the development of modern sport in Britain and that subsequently Britain’s industrialization led to the cultural export of sport to the rest of the world. In doing so it critiques Guttmann’s theory of modernization in sport; unravels the various influences of industrialization, urbanization, and commercialization; and notes several different models of sport development that emerged around the world. Second, it examines the economic history of sport becoming an industry itself, looking at equipment manufacture, gate-money spectator sport, the role of the professional player, and the various objectives of the entrepreneurs involved. Finally, it considers sport in the industrial workplace, particularly the motives of employers who provided sports facilities for their workers. It emphasizes that sport was often offered to both male and female employees.

scholarly journals The role of perceived organisational justice in the experience of pain among male and female employees

2020 ◽  
pp. 135910532096742
Author(s):  
Joanna L McParland ◽  
Anne Gasteen ◽  
Martijn Steultjens
Keyword(s):  
Chronic Pain ◽  
Logistic Regression ◽  
Distributive Justice ◽  
Regression Analyses ◽  
Male And Female ◽  
Organisational Justice ◽  
Female Employees ◽  
Large Organisation ◽  
Fair Pay

This study examined the association of organisational justice with pain among employees of a large organisation. Employees ( n = 1829) completed measures of pain, fair pay, organisational justice, job satisfaction and stress. Logistic regression analyses found that organisational justice was unrelated to pain among women, but men with higher perceptions of fair pay were more likely to report chronic pain as were men with lower perceptions of distributive justice. This is the first study indicating that fair pay and distributive justice are both unique predictors of chronic pain in men. The findings have implications for supporting employees with chronic pain.

Influence of Sex Differences in Leaders' Behavior

2005 ◽  
Vol 96 (2) ◽  
pp. 499-510 ◽  
Author(s):  
Jennifer A. Moss ◽  
John E. Barbuto ◽  
Gina S. Matkin ◽  
Tzu-Yun Chin
Keyword(s):  
Sex Differences ◽  
Hierarchical Linear Modeling ◽  
Influence Tactics ◽  
Insurance Company ◽  
Female Leaders ◽  
Influence Strategies ◽  
Linear Modeling ◽  
Level Data ◽  
Downward Influence ◽  
Age Range

Sex differences in influence tactics were examined with a sample of 269 followers (67 men, 202 women) at a large midwestern national insurance company who rated the downward influence tactics used by their direct supervisors. Downward influence tactics are behaviors used by leaders to gain compliance from followers. One department within the organization was identified as a source for participants in the study. Participation was voluntary. The age range for the sample was 21 to 65 years, with the largest percentage falling in the 40–49 year range ( M = 3.8, SD = .8). Hierarchical linear modeling procedures were utilized to analyze the multiple level data (leader and follower) and to examine variables within the organization at different levels of analysis. Leader participants were asked to solicit their followers to complete an influence tactic measure, which consisted of the most reliable subscales taken from the Influence Behavior Questionnaire, Schriesheim and Hinkin Influence Measure, and the Profiles of Organizational Influence Strategies. The integrated measure resulted in a 45-item scale. It was hypothesized that, overall, followers would report that male leaders would use hard influence tactics more frequently than female leaders. On the other hand, followers would report that female leaders would use soft influence tactics more frequently than male leaders. When differentiating followers by sex, however, we expected that male followers would report more than female followers that their leaders use hard tactics more frequently. Also, we expected that female followers would report (more than male followers) that their leaders use soft tactics more frequently. Overall, followers reported that male leaders used significantly more personal appeal and consultation, so called “soft tactics,” with their followers than did female leaders. Female followers reported that their leaders (both male and female) used consultation and inspirational appeal more frequently. In contrast, male followers reported that their leaders used exchange, so called “hard tactics,” more frequently.

Human resource practices and organizational innovation capability: role of knowledge management

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Salman Iqbal ◽  
Mamoona Rasheed ◽  
Huma Khan ◽  
Ahmed Siddiqi
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Innovation Capability ◽  
Male And Female ◽  
Content Type ◽  
Hr Practices ◽  
Female Employees

Purpose The purpose of this paper is to probe and explore the mediation role of knowledge management (KM), in the relationship between human resource (HR) practices and organizational innovation capability. Design/methodology/approach The investigation is carried out by using a stratified-multi-stage sampling technique of 120-sample size. The data is amassed by both male and female employees working in the service sectors. A structural equation modelling is applied, and three methods are implemented for mediation analysis. Findings The findings suggest that the mediation role of KM is statistically significant, among the association of HR practices and organizational innovation capability. The fact that the mediation role of KM is established both for male and female employees is also noteworthy. Practical implications It can be possible to enhance the organizational innovation capability, if the HR practices are instigated by the HR managers effectively. Through HR practices the knowledge can be administrated and shared effectively that will aid in attaining organizational innovation, as well as competitive advantages. Originality/value The developing countries have opted for solutions such as empowering employees in decision-making to maximize innovation. Promoting KM and intellectual capabilities are now among the core parts of the HR policies for developing countries. Therefore, this paper will help in bringing awareness amid developing countries, Pakistan, in particular, to include KM and intellectual capabilities for increasing organizational capabilities.

The Role of Partners and Workplaces in British and Swedish Men’s Parental Leave Decisions

2017 ◽  
Vol 20 (5) ◽  
pp. 533-551 ◽  
Author(s):  
Gayle Kaufman ◽  
Anna-Lena Almqvist
Keyword(s):  
Parental Leave ◽  
Great Influence ◽  
Male And Female ◽  
Early Introduction ◽  
The United Kingdom ◽  
Paternity Leave ◽  
Male Breadwinner ◽  
Female Employees ◽  
The Uk

Sweden has been long known for its early introduction of parental leave in the 1970s and the introduction of the first nontransferable “daddy month” in 1995 while the United Kingdom (UK) lagged behind with policies that reflected a strong male breadwinner model until the recent introduction of Additional Paternity Leave, which extended paternity leave up to twenty-six weeks. Our study examines parental leave decisions following the changes in policy, paying particular attention to the role of partners and workplaces. We draw on data from thirty-two interviews with Swedish parents conducted in 2008 and twenty-two interviews with British parents conducted in 2012. We find that mothers in both countries have great influence over parental leave decisions. However, this often perpetuates a much greater gendered division of parental leave in the UK than in Sweden. Furthermore, the British workplace continues to hold very different expectations for male and female employees regarding parental leave, while Swedish employers are generally accepting of men’s use of long parental leave.

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