How Supervisors Influence Performance: A Multilevel Study of Coaching and Group Management in Technology-Mediated Services

This multilevel study examines the role of supervisors in improving employee performance through the use of coaching and group management practices. It examines the individual and synergistic effects of these management practices. The research subjects are call center agents in highly standardized jobs, and the organizational context is one in which calls, or task assignments, are randomly distributed via automated technology, providing a quasi-experimental approach in a real-world context. Results show that the amount of coaching that an employee received each month predicted objective performance improvements over time. Moreover, workers exhibited higher performance where their supervisor emphasized group assignments and group incentives and where technology was more automated. Finally, the positive relationship between coaching and performance was stronger where supervisors made greater use of group incentives, where technology was less automated, and where technological changes were less frequent. Implications and potential limitations of the present study are discussed

Social Media and the Public Sector

{Excerpt} Social media is revolutionizing the way we live, learn, work, and play. Elements of the private sector have begun to thrive on opportunities to forge, build, and deepen relationships. Some are transforming their organizational structures and opening their corporate ecosystems in consequence. The public sector is a relative newcomer. It too can drive stakeholder involvement and satisfaction. Global conversations, especially among Generation Y, were born circa 2004. Beginning 1995 until then, the internet had hosted static, one-way websites. These were places to visit passively, retrieve information from, and perhaps post comments about by electronic mail. Sixteen years later, Web 2.0 enables many-to-many connections in numerous domains of interest and practice, powered by the increasing use of blogs, image and video sharing, mashups, podcasts, ratings, Really Simple Syndication, social bookmarking, tweets, widgets, and wikis, among others. Today, people expect the internet to be user-centric

Performance, Career Dynamics, and Span of Control

There is an extensive theoretical literature based on what is called the scale-of-operations effect, i.e., the idea that the return to managerial ability is higher the more resources the manager influences with his or her decisions. This idea leads to various testable predictions including that higher ability managers should supervise more subordinates, or equivalently, have a larger span of control. And although some of this theory’s predictions have been empirically investigated, there has been little systematic investigation of the theory’s predictions concerning span of control. In this paper we first extend the theoretical literature on the scale-of-operations effect to allow firms’ beliefs concerning a manager’s ability to evolve over the manager’s career, where much of our focus is the determinants of span of control. We then empirically investigate testable predictions from this theoretical analysis using a unique single firm dataset that contains detailed information concerning the reporting relationships at the firm. Our investigation provides strong support both for the model’s predictions concerning wages, wage changes, and probability of promotion, and also for the model’s predictions concerning span of control including predictions derived from the learning component of the model. Overall, our investigation supports the notion that the scale-of-operations effect and additionally learning are important determinants of the internal organization of firms including span of control

The role of group values in the relationship between group faultlines and performance

This study explores the moderating effects of group values on the relationship between group faultlines and performance. Faultlines occur when group members align along two or more different demographic characteristics causing a group to split into homogeneous subgroups (adapted from Lau and Murnighan, 1998). We theorize and empirically examine three group values variables: career-, change-, and task-specificity. Analyses are performed on 81 work groups from a Fortune 500 information processing firm. Two levels of performance are considered in connection with group faultlines: individual performance (performance ratings) and group performance (bonuses and stock options). Our results provide support for our model of group values, faultiness and performance

Being “in Control” May Make You Lose Control: The Role of Self-Regulation in Unethical Leadership Behavior

In the present article, we argue that the constant pressure that leaders face may limit the willpower required to behave according to ethical norms and standards and may therefore lead to unethical behavior. Drawing upon the ego depletion and moral self-regulation literatures, we examined whether self-regulatory depletion that is contingent upon the moral identity of leaders may promote unethical leadership behavior. A laboratory experiment and a multisource field study revealed that regulatory resource depletion promotes unethical leader behaviors among leaders who are low in moral identity. No such effect was found among leaders with a high moral identity. This study extends our knowledge on why organizational leaders do not always conform to organizational goals. Specifically, we argue that the hectic and fragmented workdays of leaders may increase the likelihood that they violate ethical norms. This highlights the necessity to carefully schedule tasks that may have ethical implications. Similarly, organizations should be aware that overloading their managers with work may increase the likelihood of their leaders transgressing ethical norms