scholarly journals Investigating selected self-management competencies of managers

2018 ◽  
Vol 18 (1) ◽  
Author(s):  
Zandri Steyn ◽  
Louis J. Van Staden
Keyword(s):  
Ethical Conduct ◽  
Work Life ◽  
The Other ◽  
Work Life Balance ◽  
Self Management ◽  
Self Awareness ◽  
Management Competencies ◽  
Life Balance ◽  
Self Development ◽  
The One

Orientation: Self-management serves as an essential managerial competency and entails taking responsibility for one’s own actions and behaviour. The problem is that managers who do not have effective self-management competencies may affect business adversely.Research purpose: The study investigated selected self-management competencies of managers within the manufacturing industry of South Africa.Motivation for the study: The researchers wanted to focus on selected self-management competencies of managers rather than all the managerial competencies.Research design, approach and method: A quantitative research method was employed by following a descriptive design and data were obtained using a well-structured self-administered questionnaire.Main finding: The results revealed that a significant and positive relation exists between managers’ integrity and ethical conduct, and between personal drive and resilience, as well as a significant positive relationship between work–life balance on the one hand and self-awareness and self-development on the other – all of which are components of their self-management competency.Practical/managerial implications: For managers to contribute to the success of a business, it is essential that they succeed in applying self-management competencies to distinguish them from their competitors.Contribution/value-add: No previous studies could be found investigating the relationship between integrity and ethical conduct, and between personal drive and resilience, as well as between work–life balance on the one hand and self-awareness and self-development on the other.

scholarly journals A Study on Work Life Balance of it Enabled Bpo Workers in Bangalore City (Karnataka)

2018 ◽  
Vol 7 (3.6) ◽  
pp. 134
Author(s):  
S M. Chockalingam ◽  
P Sudarshan
Keyword(s):  
Family Life ◽  
Work And Family ◽  
Work Life ◽  
The Other ◽  
Work Life Balance ◽  
Human Beings ◽  
Life Balance ◽  
Bangalore City ◽  
Day By Day ◽  
Growing Population

Human beings in this earth have to work for inevitable reasons. For the purpose of employment people even migrate to their nearest cities or even they may relocate themselves too far off places, due to swiftly growing population across the country and also numbers of people getting qualified degrees have increased a lot. On the other hand scope for employment is considerably reducing day by day. This has made job markets completely employee driven. When job markets become employee driven, by all means employees will extract much work from employees. This will make them spend more and more time at the workplace and less time with their families. The result of this will lead to imbalance between work and family life. This study tries to cover many insights on work life balance especially covering major BPO employees working at Bangalore.  

scholarly journals The usefulness of 360 degree feedback in developing a personal work style

2017 ◽  
Vol 11 (1) ◽  
pp. 448-453
Author(s):  
Nicoleta Chicu ◽  
Alexandra Catalina Nedelcu
Keyword(s):  
Work Environment ◽  
Work Life ◽  
Work Life Balance ◽  
360 Degree Feedback ◽  
Life Balance ◽  
New Approach ◽  
Work Style ◽  
Self Development ◽  
The Family ◽  
Organizational Performances

Abstract The present study focuses on a new approach in the process of developing personal work styles, based on the usefulness of 360 degree feedback, taking into consideration the following dimensions: work-life balance, gender-age, self-development and the behavior a person has, following the process of self-development and defining work style. Using different approaches, the study attempts to identify if there are some differences between the evaluations received from the family and the ones from the work environment. All these factors aim at improving personal, but also organizational performances. Based on the current body of the literature, a discussion is made and conclusions are presented.

scholarly journals 'Wie goed doet, goed ontmoet': goed werkgeverschap als voorspeller van goed werknemerschap?

2008 ◽  
Vol 24 (1) ◽  
Author(s):  
Rien Huiskamp ◽  
Karolus Kraan ◽  
Guurtje van Sloten
Keyword(s):  
Industrial Relations ◽  
Research Programme ◽  
Good Deal ◽  
Work Life ◽  
The Other ◽  
Self Report ◽  
Work Life Balance ◽  
Shop Floor ◽  
Life Balance ◽  
Employee Trust

Good employership as predictor of good employeeship? Good employership as predictor of good employeeship? Partnership of employer and employee attracts a good deal of attention as they may provide the anchors of modern industrial relations. TNO has carried out a survey on 'Good Employership and Good Employeeship' as a part of a long term research programme. In the survey a questionnaire was distributed among 448 dyads of employees and supervisors in around the same number of companies with 50 or more personnel. We selected the supervisor as the other half of the couple as it is he who represents the employer on the shop floor and has a direct face to face relation with the employee. We asked the supervisor about the partnership behaviour of the employee and the employee about the partnership behaviour of the supervisor. In this way self report was avoided. We distinguished 7 dimensions of partnership behaviour of the supervisor, among them supportive leadership, paying attention to the work-life balance of his employee and stimulating his employability. We distinguished 5 dimensions of partnership behaviour of employees, among them the innovative work behaviour, extra role behaviour and controlling ones own work-life balance. A supervisor displays more partnership behaviour if he has trust in his employee and when the employee in his team is difficult to replace. For the employee trust in the employer does not come into it, an employee displays more partnership behaviour for altruistic reasons. We also found that partnership behaviour of the supervisor is a predictor for partnership behaviour of the employee and not the other way around. Also good employership relates to a higher contribution of the employee to the teams' productivity and to a better health of the employee.

WORK-LIFE BALANCE AND EMOTIONAL INTELLIGENCE AMONG STAFF OF THE UNIVERSITY OF ILORIN, NIGERIA

2020 ◽  
Vol 2 (1) ◽  
pp. 1-13
Author(s):  
Omowumi Omojola AWOSUSI ◽  
Lateef Damilare OLUSESI ◽  
Samuel Shaji ZAKARIYA
Keyword(s):  
Emotional Intelligence ◽  
Linear Regression Analysis ◽  
Self Regulation ◽  
Work Life ◽  
Public Institution ◽  
Work Life Balance ◽  
Outcome Variable ◽  
Self Awareness ◽  
Life Balance ◽  
The University

The study investigated the relationship between Work-life Balance (WLB) and Emotional Intelligence among staff of the University of Ilorin, a conventional public institution in Nigeria. The study adopted the descriptive survey research design. The study population was all staff of the University of Ilorin which was put at 6,000. Using Taro Yamane (1967) formula, a sample size of 375 was selected. The actual participants were picked through stratified and simple random sampling techniques. The research instrument was a structured questionnaire developed from the combination of Hayman (2005)’s WLB Scale and Daniel Goleman (1997)’s EI Dimensions made of 30 items. Three hypotheses were formulated. Two of them were tested with Pearson rho Correlation and the third with Linear Regression Analysis. It was found (i) that work-life balance was significantly related to emotional intelligence [r (373) = 0.483, p<0.01]. (2) that work-life balance is significantly correlated with Self-regulation [r (373) = 0.908, p<0.01] and (3) that Work-Life Balance had a significant influence on Self Awareness. The value of R square shows that 35.9% of the variation in the dependent variable (self-awareness) is explained by the independent variable (work-life balance). The model is highly significant at (F=103.692, p=.000) which shows that it can be used to predict the outcome variable. The value of coefficient (β = 0.599) is significant and positive, showing that work-life balance leads to increase in self-awareness. From the findings and conclusions of the study, it is recommended that for the degree of employees’ emotional intelligence to improve tremendously, organisations must enact adequate Work-Life Balance policies to reduce strains and pressures of workers. Employers should organise periodical capacity building for staff to develop their emotional intelligence; and organisations must ensure that staff take advantage of their (the establishments) life-enriching welfare policies such as opportunities for leave and sponsored holidays.

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