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An Applied Investigation of Job Satisfaction and Organizational Commitment among Top Managers at Private and Public Establishments
Salih Guney,Evren Ayranci
International Business Management , 2012, DOI: 10.3923/ibm.2011.366.381
Abstract: This study examines attitudes among top managers with regards to job satisfaction and organizational commitment and the possible variations of these attitudes according to some demographic properties of the managers. The subjects of this study were 246 top managers in private and public organizations in Ankara, Turkey. Data were collected about their organizational commitment and job satisfaction as well as whether they worked in the private or public sector. According to the results, top managers in the private sector had a higher job satisfaction than the ones in the public sector. However, job satisfaction did not show any variations when the managers demographic properties were considered. The components of organizational commitment did not show any differences according to working in private or in public sector. There were also no differences in the components of organizational commitment according to the demographic properties, except only one. Finally, job satisfaction had significant relationships with the components of organizational commitment.
Conflict Management Styles of Selected Managers and Their Relationship With Management and Organization Variables  [cached]
Concepcion Martires
Science Diliman , 1990,
Abstract: This study sought to determine the relationship between the conflict management styles of managers and certain management and organization factors. A total of 462 top, middle, and lower managers from 72 companies participated in the study which utilized the Thomas-Killman Conflict Mode Instrument. To facilitate the computation of the statistical data, a microcomputer and a software package was used.The majority of the managers of the 17 types of organization included in the study use collaborative mode of managing conflict. This finding is congruent with the findings of past studies conducted on managers of commercial banks, service, manufacturing, trading advertising, appliance, investment houses, and overseas recruitment industries showing their high degree of objectivity and assertiveness of their own personal goals and of other people's concerns. The second dominant style, which is compromising, indicates their desire in sharing and searching for solutions that result in satisfaction among conflicting parties. This finding is highly consistent with the strong Filipino value of smooth interpersonal relationships (SIR) as reflected and discussed in the numerous researches on Filipino values.The chi-square tests generated by the computer package in statistics showed independence between the manager's conflict management styles and each of the variables of sex, civil status, position level at work, work experience, type of corporation, and number of subordinates. This result is again congruent with those of past studies conducted in the Philippines. The past and present findings may imply that conflict management mode may be a highly personal style that is not dependent on any of these variables included in the study. However, the chi-square tests show that management style is dependent on the manager's age and educational attainment.
Middle managers service leadership  [cached]
Lucio Roberto Lescano Duncan
Cuadernos de Gestión , 2011,
Abstract: A big challenge in modern service organization is to focus on customers and to forge their satisfaction and loyalty. Innovation, information technology and value added are decisive factors, however the main aspect to consider is the human factor. It is necessary to focus on people in order to improve the service capability within the organization.Middle manager is the link between the strategy designed by top management and the execution to deliver services, that is realized by employees guided by leaders of middle level. Our study is focused on middle manager service orientation as the pillar to get a customer focus and to forge the service employees' performance.We consider that middle managers have to asume a service leadership in order to foster the productivity and employees' commitment. In that sense we focus especially on middle managers' main roles. Those are the key aspect to deploy a service culture, and at the same time to promote employees' satisfaction that drives their performance and development.
Job satisfaction and gender identity of women managers and non-managers
Agnieszka Lipińska-Grobelny, Katarzyna Wasiak
International Journal of Occupational Medicine and Environmental Health , 2010, DOI: 10.2478/v10001-010-0015-6
Abstract: Objectives: This work investigates different cognitive aspects of job satisfaction (co-workers, supervisor, job content, working facilities, organization and management, opportunities for development, income), positive and negative affect at work and their relations to gender role orientation of women occupying managerial and non-managerial positions. Materials and methods: The sample of 122 women (60 managers and 62 non-managers) completed a battery of instruments such as: the Bem Sex Role Inventory, the Job Description Inventory by Neuberger and Allerbeck and the Job Affect Scale by Brief et al. Results: Most women managers represented androgynous and masculine types, while women non-managers belonged to androgynous and feminine types. Moreover, women with various degrees of sex-typing showed positive and negative affect at work. The most satisfied with income were masculine women managers, the least — feminine women non-managers. Conclusions: These results may be applied in designing of motivational instruments to enhance job effectiveness and to eliminate unproductive behaviours such as absenteeism, high staff turnover.
Decision making model and behavior of Iranian top managers  [PDF]
Majid balali,Seyed Badredin Ahmadi,Seyed Reza Seyed Javadin,Aliakbar Farhangi
Iranian Journal of Management Studies , 2010,
Abstract: Aesthetics relates to felt meaning generated from sensory perceptions, and involves subjective,tacit knowledge rooted in feeling and emotion. We believe the aesthetics of management isimportant, but little understood, aspect of organizational life. We propose that followers use theiraesthetic senses in making these assessments.In this article we try to discover the role of aesthetic in management and then try to find out thestyle of about 130 industrial and governmental top managers in Iran using some technique such asquestionnaire and interview. The personality and character of them will be recognized by some testsuch as KAI, MBIT, CPS, Cooper-Smith self-esteem, management style, machiavellism, internaland external control, behavior, attitude and their methods in problem solving and decision making,and the effect of this ability in productivity of their organization.At the end of this study we find out that they are strongly thinking, judging and intuition but half ofthem are extraversion. their personality & character, attitude, skills, professions, perception are soimportant for management and in making a decision more than Two-thirds:-If they make a decision never change it.-Use their aesthetic to judge others and events or found out the right way if it is rational and there isenough evidence.-Uses his experience and knowledge for decision but asks others to suggest a solution or solve theproblem.
The wage gap among male and female top managers
Mendes,Raquel Vale;
Economia Global e Gest?o , 2008,
Abstract: this paper studies gender wage differentials among top managers in the portuguese economy. the objective is to investigate whether men and women within the same occupational group, with relatively high levels of human capital, and who are evaluated basically on their performance, are treated unequally in relation to pay. the oaxaca wage decomposition method is used, relying on micro data from the quadros de pessoal (qp). the main findings indicate that a substantial portion of the wage gap between male and female top managers is potentially due to wage discrimination.
Development views on the role and value of top managers  [PDF]
Hryhorieva, Liudmyla Volodymyrivna
Socìal?no-ekonomì?nì Problemì ì Der?ava , 2011,
Abstract: In the article makes an attempt to understanding the role and value of top managers in the modern conditions of market globalization and increased competitive pressure from the standpoint of society, the owners and employees. Determined that in such circumstances the primary role of top manager is the role of chief strategist of the company. The size of the motivational benefits of top manager should be adequate in today's conditions and the productivity of сompany.
Impact of Job Satisfaction on Employee Performance, a Challenge for HR Managers in Changing Environment  [PDF]
Gupta Kavita
International Journal of Scientific Research and Reviews , 2013,
Abstract: Job satisfaction represents one of the most complex areas facing today’s managers whenit comes to managing their employees. Many studies have demonstrated an unusually largeimpact on the job satisfaction on the motivation of workers, while the level of motivation has animpact on productivity, and hence also on performance of business organizations. Themanagement of people at work is an integral part of the management process. To understand thecritical importance of people in the organization is to recognize that the human element and theorganization are synonymous. A well-managed organization usually sees an average worker asthe root source of quality and productivity gains. Such organizations do not look to capitalinvestment, but to employees, as the fundamental source of improvement. An organization iseffective to the degree to which it achieves its goals. The happier people are within their job, themore satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude,although it is clearly linked. Job design aims to enhance job satisfaction and performance;methods included rotation, job enlargement, job enrichment and job re- engineering. Otherinfluences on satisfaction include the management style and culture, employee involvement,empowerment and autonomous work position. Job satisfaction is a very important attributewhich is frequently measured by organization. This research paper based on our research work inPh.D. This research paper examines the psychology of employee satisfaction and touches uponthe ways to delight (enjoyment) employees. Mind you, companies cannot delight customers,unless they have delighted employees.
Job Satisfaction among Woman Managers in Malaysian Automobile Manufacturing Sector  [PDF]
A. Solucis Santhapparaj,Jayashree Srinivasan,Koh Lay Ling
Journal of Applied Sciences , 2005,
Abstract: The primary aim of the study was to assess the job satisfaction of the women managers working in automobile industry in Malaysia based on primary survey from 200 woman managers. The job satisfaction score was calculated using Herzberg’s Two Factor Theory. The result showed that female managers were generally satisfied with their job. A close view of specific job facets indicate that the highest level of satisfaction occurs in the areas of supervision, job in general, present job and present pay. However, relatively more number of women managers was dissatisfied with co-workers, pay and the present job. The correlation analysis showed that there was a significant negative correlation between age, education and various job factors that determine the job satisfaction.
The Relationship between Motivation and Job Satisfaction of Managers in the Retail Business in Nigerian
AO Oparanma
African Research Review , 2011,
Abstract: This study was conducted to investigate the impact of motivation on job satisfaction of retail business managers. To achieve this purpose, research questions were raised, hypotheses were formulated, and relevant literatures were reviewed. The population for this study consisted of managers of UAC Nigeria. In order to generate the necessary data for this study, a well structured questionnaire was administered on the selected managers of the retail store. The data generated were analyzed using simple percentages and mean scores while the stated hypotheses were statistically tested with the Chi-square test and the Spearman’s correlation co-efficient. Our findings revealed that motivation has strong impact on job satisfaction of retail business managers as it improves their quality of output. It was therefore recommended that proprietors of retail business should design appropriate motivational techniques that will enhance job satisfaction of retail business managers.
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