Quitting the Boss? The Role of Manager Influence Tactics and Employee Emotional Engagement in Voluntary Turnover

Employees commonly cite their managers’ behavior as the primary reason for quitting their jobs. We sought to extend turnover research by investigating whether two commonly used influence tactics by managers affect their employees’ voluntary turnover and whether employees’ emotional engagement and job satisfaction mediate this relationship. We tested our hypotheses using survey data collected at two time points from a sample of financial services directors and objective lagged turnover data. Using multilevel path modeling, we found that managers’ use of pressure and inspirational appeals had opposite effects on employee voluntary turnover and that employees’ emotional engagement was a significant and unique mediating mechanism even when job satisfaction, the traditional attitudinal predictor of turnover, was also included in the path model. Our findings contribute to turnover research by demonstrating a relationship between specific managerial behaviors and employee turnover and shed light on a key mediating mechanism that explains these effects

Pollution Prevention and Business Management. Curricula for Schools of Business and Public Health. Volume 1: Modules 1-3

These instructional modules are based on the premise that sustained economic development is dependent upon sustained protection ofthe environment. They also reflect the fact that preventing waste is far more cost effective than managing the waste once it is generated. Pollution prevention not only offers businesses a competitive opportunity, it is a natural extension of sound management practices. Incorporating pollution prevention into business management and government regulation will enhance longterm economic prosperity.published or submitted for publicatio

Los Angeles Labor Negotiations Study

[Excerpt] Sjoberg Evashenk Consulting and Cornell University have completed a study of the City of Los Angeles’ labor negotiation policies, processes and practices, under contract with the City Controller’s Office. The objectives of the study are to: • Review negotiations executed within the last three years for lessons learned, as well as review negotiations currently underway. • Evaluate and map the City’s current collective bargaining process. • Conduct a nationwide search for promising practices the City could incorporate into the collective bargaining process. • Evaluate the fiscal impacts of labor negotiations. • Evaluate the role of and incentives for each party in the process. • Evaluate the labor-management relationships outside of the bargaining process. • Identify opportunities for improving labor-management relations. Cornell University addressed the City’s current labor relations process and identified areas for improvement or consideration (Sections I and III), while Sjoberg Evashenk Consulting focused on the financial implications of the City’s collective bargaining practices (Section II). Cornell ILR faculty who contributed their time to this study include: Associate Dean Suzanne Bruyere, Marcia Calicchia (Project Lead), Lou Jean Fleron, Professor Emeritus and former Associate Dean Lois S. Gray, Dean Harry Katz, Sally Klingel, Peter Lazes, Tom Quimby, Jane Savage, Rocco Scanza, Scott Sears, and Associate Dean and Vice Provost for Land Grant Affairs Ronald Seeber. Pam Strausser in Cornell’s Office of Human Resources and Mildred Warner in Cornell’s Department of City and Regional Planning also provided invaluable assistance

From Bureaucracy to Enterprise? The Changing Jobs and Careers of Managers in Telecommunications Service

This paper analyzes how organizational restructuring is affecting managerial labor markets. Drawing on field research from several Bell operating companies plus a detailed survey of managers in one company, this paper considers how organizational restructuring affects the employment levels, the nature of work, and the career trajectories of lower and middle level line managers. Does restructuring lead to a loss or managerial power and a convergence in the working conditions of managerial and nonmanagerial workers? Or, conversely, do managers stand to gain from the flattening of hierarchies and devolution of decision-making to lower organizational levels? The paper\u27s central argument is that a new vision of organization has taken hold – one that replaces bureaucracy with enterprise. This vision, however, entails sharp contradictions because it relies on two competing approaches to organizational reform: one that relies on decentralizing management to lower levels to enhance customer responsiveness; the other that relies on reengineering and downsizing to realize scale economies. While the first approach views lower and middle managers as central to competitiveness, the second views them as indirect costs to be minimized. The central question is whether or how the two approaches can be reconciled. The evidence from this case study shows that restructuring has had the unintended consequence of creating new organizational cleavages: between lower and middle level managers on the one hand, and top managers on the other

To Reform Medicare, Reform Incentives and Organization

Alain C. Enthoven's paper, To Reform Medicare, Reform Incentives And Organization, explains how the principles of cost-responsible consumer choice among competing health-insurance plans, sometimes called "managed competition," can both improve quality and reduce cost in the federal government's Medicare program

Collective Turnover at the Group, Unit, and Organizational Levels: Evidence, Issues, and Implications

Studies of the causes and consequences of turnover at the group, unit, or organizational level of analysis have proliferated in recent years. Indicative of its importance, turnover rate research spans numerous academic disciplines and their respective journals. This broad interest is fueled by the considerable implications of turnover rates predicting broader measures of organizational effectiveness (productivity, customer outcomes, firm performance) as well as by the related perspective that collective turnover is an important outcome in its own right. The goal of this review is to critically examine and extract meaningful insights from research on the causes and consequences of group, unit, and organizational turnover. The review is organized around five major “considerations,” including (1) measurement and levels of analysis issues, (2) consequences, (3) curvilinear and interaction effects, (4) methodological and conceptual issues, and (5) antecedents. The review concludes with broad directions for future research

Comparing the impact of management on public and private nurses in Bangladesh

Purpose The purpose of this paper is to use conservation of resources (COR) theory as a lens for comparing the impact of line management on Bangladeshi public and private nurses’ perception of work harassment, well-being and turnover intentions where Anglo-American and European management models have been super-imposed on an existing different culture. Design/methodology/approach Survey data were collected from 317 Bangladeshi nurses’ (131 from the public sector and 186 from the private sector). Structural equation modelling was used for analysis. Findings High work harassment was associated with low-being, and together with management practices, it explained approximately a quarter of private sector nurses’ well-being. In total, management, work harassment and employee well-being explained approximately a third of the turnover intentions of public sector nurses, whereas only work harassment explained approximately a third of private sector nurses’ turnover intentions. The findings suggest a differential impact of management on work harassment across the public and private sector. Research limitations/implications Cross-sectional data are susceptible to common method bias. A common latent factor was included, and several items that were explained by common method variance were controlled. Further, the findings are limited by the sample size from one sector and the use of only one developing country. Practical implications It is a waste of resources to transplant Anglo-American and European management models to developing countries without understanding the impact on nurses’ outcomes. Originality/value Anglo-American and European management models are not easily transferable to the Bangladesh context probably because of the impact of ties and corruption. Line management is a positive resource that builds employee well-being for public sector employees only

Mental Health in the Workplace: Situation Analyses, United States

Mental illness constitutes one of the world\u27s most critical and social health problems. It affects more human lives and wastes more human resources than any other disabling condition. The ILO’s activities promote the inclusion of persons with physical, psychiatric and intellectual disabilities into mainstream training and employment structures. The ILO’s primary goals regarding disability are to prepare and empower people with disabilities to pursue their employment goals and facilitate access to work and job opportunities in open labour markets, while sensitising policy makers, trade unions and employers to these issues. The ILO\u27s mandate on disability issues is specified in the ILO Convention 159 (1983) on vocational rehabilitation and employment. No. 159 defines a disabled person as an individual whose prospects of securing, retaining, and advancing in suitable employment are substantially reduced as a result of a duly recognised physical or mental impairment. The Convention established the principle of equal treatment and employment for workers with disabilities

Work Organisation and Innovation

[Excerpt] Innovations in work organisation have the potential to optimise production processes in companies and improve employees’ overall experience of work. This report explores the links between innovations in work organisation – under the broader label of high performance work practices (HPWPs) – and the potential benefits for both employees and organisations. It draws on empirical evidence from case studies carried out in 13 Member States of the European Union where workplace innovations have resulted in positive outcomes

Active Purchasing for Health Insurance Exchanges

Examines the extent to which exchanges could be active purchasers that contract selectively with carriers, set stricter criteria, or negotiate discounts to leverage high-quality, affordable coverage, and not simply provide the broadest array of plans