The importance of values has been continuously studied, and the consensus is that values matter. However, the issue of just how much they matter remains open to various interpretations, including the ...importance of value clarity and congruency. This study examined the impact of personal and organizational values clarity on commitment, performance, and motivation. An online survey involving 8,442 managers was collected in the same way as previous studies on value clarity and consistency (Posner & Schmidt, 1993; Posner, 2010), but unlike previous studies, managers outside the United States were included. Both personal values congruency and organizational values clarity significantly impacted the degree to which respondents felt committed, motivated, and productive. Personal values congruency was more impactful than organizational values clarity for commitment, the opposite was true for motivation, and they had an equally important impact on productivity. Respondents' demographic characteristics did not significantly affect the impact of personal values congruency and organizational values clarity.
In a bid to accelerate the modernization of its economic and social structures, Saudi Arabia has recently embarked on a set of ambitious reforms, including those aiming to advance the role of Saudi ...women in the economy and society. This study explores both how and the extent to which human resource (HR) managers are involved in undertaking a strategic role in advancing women's careers amidst the changing legislative mandates. In so doing, we draw upon semi-structured interviews with HR managers and capitalize on the strategic human resources management partnership model and insights from Institutional Theory. Accordingly, we present empirical evidence detailing how the Saudi HR managers are experiencing a slow transformation away from strictly administrative tasks toward strategic partnerships in terms of reducing gender discrimination and further developing women's careers. However, this transformation is hindered by the varying speed of change among the cognitive-cultural, normative, and regulative institutions, along with disconnects between policy makers, senior managers, and HR managers. These disconnects unfold as institutional challenges hindering the transformation of macroeconomic goals into social progress and managerial practices that further advance the progression of Saudi women's careers.
Aim(s)
This study aims to investigate care unit managers' perceptions of how the COVID‐19 pandemic influenced their ability to support the nurses.
Background
The COVID‐19 pandemic placed extreme ...pressure on health care organizations. More knowledge regarding how the pandemic influenced care unit managers' ability to support nurses is central to ensuring high‐quality health care in future crises.
Method(s)
A mixed‐methods study in Swedish hospitals with a survey (n = 128) and interviews (n = 20) with care unit managers.
Results
Approximately half of the managers reported having spent more time available to and supporting the nurses. Availability was positively predicted by their perceived organizational support while negatively by their job demands. These job demands concerned meeting staff anxiety and managing organizational restructuring. Full focus on direct patient care and strong professional and social support were important job resources.
Conclusion(s)
For care unit managers to effectively support the nurses during a crisis, they need proficient job resources and moderate job demands. Managers' perceived organizational support positively affects the quality of their crisis leadership. Creating arenas in which staff collegiality can form and develop is beneficial for the ability to meet future crises.
Implications for Nursing Management
This study specifies important job resources that should be acknowledged and reinforced to strengthen the ability of care unit managers to actively support the nurses during a crisis.
In this study, we understand HRM implementation as a social process that depends on the social exchange relationships between line managers and both HRM professionals and employees. As such, we offer ...a fresh approach to understanding HRM implementation by concentrating on the social exchange among HRM actors. We do so by investigating to what extent these exchange relationships influence HRM implementation, as reflected in employees' perceptions of the presence of HRM practices and their affective commitment. We collected multilevel data from two sources (line managers and employees) and in two phases in a Dutch engineering firm, and obtained fully matched manager - employee information from 75 employees and 20 line managers. Our results show that employees perceive a larger number of HRM practices when they have a good relationship with their line managers and when their line managers are motivated to implement HRM practices. Line managers, in turn, reciprocate perceived support from the HRM department with greater motivation to implement these practices. We conclude that because HRM actors engage in social interactions, HRM practices will be implemented at the organizational level because employees perceive the presence of HRM practices and then reciprocate this with affective commitment.
ABSTRACT As audits of public companies are labor intensive, require a variety of team members, and involve year-round work, practitioners and academics have increasingly focused on identifying audit ...production factors that drive audit quality. Using proprietary data, we analyze the cost-benefit tradeoffs of two audit production characteristics, client expertise and the relative amount of auditing done during the early phases of the audit, and find that both are associated with more effective audits and higher fees. We analyze whether the influence of these characteristics varies across audit team members. We find that middle manager production characteristics explain audit effectiveness and higher fees and relatively more so than those of lead/review partners. These results extend the literature and practitioner discussions about drivers of audit quality by highlighting the importance of middle management, which, to our knowledge, has largely been overlooked by the archival audit literature and regulatory guidance on audit quality indicators. Data Availability: This paper exploits proprietary PCAOB data. Data descriptions are available in the text. JEL Classifications: D20; D22; J24; L23; M11; M4; M42; M48.
Although much research has examined human resource management (HRM), managers’ roles in HRM seem to have been ancillary to this area of research. That is, HRM theory and research largely has advanced ...with a focus on policies, practices, systems, and their implementation and effectiveness, with less attention focused on the managers responsible for the design, adoption, enactment, and implementation of HRM strategy and practice. The purpose of this review is to examine extant research to determine the state of knowledge of the role of managers across organizational hierarchy in HRM. Thus, we review empirical literature for studies that include aspects of the impact lower-to-middle managers, human resource managers, top management teams, CEOs, and boards of directors have on HRM content, process, and outcomes. On the basis of the findings of this systematic, multilevel review, we discuss avenues for future research at each specific manager’s level, as well as general opportunities and challenges for research on managers’ roles in HRM across all hierarchical levels.
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