Managers’ sick-leave recommendations for employees with common mental disorders – a vignette study

Background To better understand the initial phases of employee sickness absence due to common mental disorders (CMD), this study explores managers' recommendation for sick leave to a CMD-labelled video vignette case. The aim was to investigate the associations between sick leave recommendation and 1) managers' experience of persons with CMD, and 2) managers' previous recommendation of sick leave for employees with CMD, and 3) managers' attitudes toward employees with CMD. Methods An online survey was sent in 2017 to 4,737 Swedish managers, aged 20-65 years (71% participated, n = 3,358). The survey included two randomized video vignettes, one female and one male. The vignettes were two minutes long. For aims 1 and 3 a study sample consisting of 2714 managers were used. For the second aim a sub-sample (n = 1740) was used due to the design of the survey questions. Results The bi-variate analysis showed that personal experience of CMD was associated with managers' recommendation of employee sick leave. In the adjusted regression model, it became insignificant (p = 0.056). Having previous experience of recommending sick leave to one employee (OR 3.7, 95% C.I. 2.90-4.73), and to several employees (OR 7.1, 95% C.I. 4.27-11.82), were associated with recommending sick leave, adjusted for gender, level of education, years of managerial experience, and having had management training on CMDs. Finally, there was no significant association (p = 0.071) between negative attitudes towards employee depression and managers' recommendation of employee sick leave to the vignette case. Conclusions The likelihood of a manager recommending sick leave after watching a CMD-labelled video vignette was higher if the manager had previously experienced this situation in real life. We consider this study being important as a first study looking into managers' attitudes and personal experience and recommendations of sick leave. Key messages The odds for recommending sick leave to a video vignette case was higher if managers had this experience. This study highlights the importance of including managerial behaviors to understand the sick leave process for employees with CMD.

Knowledge Augmentation in the Organizational Field through Managerial Behavioral Models

Organizational transformation based on capabilities and, implicitly, the transfer of experience and expertise between different generations are valuable and interesting organizational processes to increase organizational performance, regardless of the type of organization. In the field of human resources, the temporary succession of different typologies of generations (Z, Millennials, etc.) has brought to the attention of theorists and practitioners the need to reconsider practices to reach the audience with the most appropriate message, in terms of gaining the most appropriate resource, its formation and loyalty throughout their career. An important role, certainly amplified by the context of the pandemic crisis, is held by the formative component (through basic specialized education and through specialized trainings or training sessions) and subsequently, the way in which good managerial practices are highlighted in it. In the general framework described in this article, it is intended to highlight the existing particularities for the military field, with emphasis on the university dimension, considering the premise that the cultivation of successful managerial behaviors is a factor in increasing knowledge in the field of defense. Using mainly qualitative research methods, several possible directions are proposed for the development of solutions specific to the field mentioned in the title, which would contribute to making the current practice more dynamic.

Validating effective managerial behaviors for the hospitality industry

Purpose This paper aims to examine the validity of the Managerial Practices Survey (MPS). Despite voluminous work on leadership styles, few studies have examined the specific behaviors of effective leaders in the hospitality industry. Design/methodology/approach Data were collected from two different samples through surveys to assess the construct validity of the MPS in the hospitality industry. Findings The proposed four meta-category and 18 component behavior MPS framework fit the data well and both the meta-categories and component behaviors were predictive of leadership effectiveness. Practical implications While meta-categories may be conceptually and theoretically relevant, component leadership behaviors are more useful for applied uses, such as leadership development. When behaviors are assessed at the component level, leaders can be provided with feedback and coaching on the specific actions they can take to improve their decision-making and problem-solving capabilities and ultimately become more effective leaders. Originality/value This research provides a validation of the MPS and useful insights for which behaviors are most useful for managers in hospitality contexts.

A comparative analysis of the relationship among capital, risk and efficiency in the Eurozone and the U.S. banking institutions

In this paper, we investigate the relationship among capital, risk and efficiency in Eurozone and the U.S. banking institutions. We also assess the determinants of bank capital, risk and efficiency providing evidence of how the interrelationship and the managerial behaviors vary per type of bank (retail, commercial and investment banks). Concerning the methodology, we employ the input-oriented CCR model of data envelopment analysis developed by Charnes, Cooper, and Rhodes (1978) to estimate efficiency. We also apply the Z-score to calculate bank risk and the ratio of the value of total equity to total assets as an indicator of bank capital. Moreover, the relationship among capital, risk and efficiency of banking institutions is investigated by employing the three-stage least squares (3SLS) model, developed by Zellner and Theil (1962). Our main findings indicate that risk and capital are positively linked in the U.S. and Eurozone banks. The findings also suggest that efficiency has a negative and significant effect on bank risk in the majority of the banks of our sample. Additionally, we may conclude that the impact of risk and capital on efficiency levels is sensitive to the type of bank. As regards the effect of the variable efficiency on capital, the results are negative for all the banks in our sample.

Sustainable Innovation in Fashion Products

The chapter deepens the theme of sustainability in fashion products, exploring the importance of sustainable innovation as a competitive driver. The fashion industry is not exempt from issues related to sustainability, in its economic, environmental, and social sense, since it is one of the most polluting industries in the world, in addition to being often shaken by scandals related to the poor working conditions for many fashion factory workers around the world. Given the relevance of the issue of sustainability in the fashion supply chains, the chapter will provide food for thought on the question of managerial behaviors based on sustainability and deepen the knowledge on the need of a collaborative approach among firms and within the supply chains of the fashion system.

Management and culture in successful networks

Purpose It is generally recognized that network management is a critical factor for network success. It is also acknowledged that different managerial behaviors are necessary in different network settings. Scholars have explored the relationships between network characteristics and managerial behaviors, but the role of network culture in influencing network managers’ activities remains under-investigated. The purpose of this paper is to address this gap. Design/methodology/approach The analysis is developed through a fuzzy-set qualitative comparative analysis of 18 country-based networks involved in the same EU-funded project. Findings The results shed light on two different combinations of network culture types and management practices simultaneously leading to high network performance. Originality/value The paper confirms the existence of a relationship between network management and certain characteristics of the networks, in particular network culture.

Role and Competence of the Manager of the Example of a Production Enterprise

The article presents the subject matter in scope of human resources management in an exemplary production enterprise. The company under study is a production enterprise that produces: juice, nectars, drinks and mineral waters. The characteristics, skills and activities that constitute model attitudes of the management were determined, as well as the ways of management that exist in the selected company were identified. The paper also presents the results of a questionnaire survey in which employees’ opinions on specific managerial behaviors and their impact on work efficiency were presented. Additionally, the employees’ expectations regarding managerial behaviors are described. The survey was completed by 40 employees of the company who voluntarily and anonymously agreed to participate in the study. They were people working in various departments of the company.

Minority Public Administrators: Managing Organizational Demands While Acting as an Advocate

Building on the work of Adam Herbert, this research examines how minority managers navigate the pressures of their organization versus the pressures of their community. Organizational socialization suggests that the socialization process will introduce employees to the goals and priorities of the organization and result in similar behaviors among managers. However, social identities (i.e., race, gender) also significantly influence the values, attitudes, and behaviors of a public servant. Navigating these two competing pressures, minority managers often experience role conflict in their work. We theoretically explore and empirically examine how race affects minority managers’ perceptions, networking behaviors, and hiring outcomes. We test our hypotheses using 6 years of school superintendent survey data. We find that racial minority managers behave in similar ways to their White peers as they have similar perceptions of their role in the organization and engage in professional networking behavior at similar rates. However, minority managers separately address the interests of their same-race minority community by hiring same-race street-level bureaucrats. As public organizations have grown increasingly diverse, this research revisits the experiences of minority public administrators and contributes to our understanding of how race and social identities contemporarily influence public managerial behaviors.