Results 251 to 260 of about 8,616,688 (301)

Managerial Perceptions of Performance

Journal of Cross-Cultural Psychology, 1986
In a cross-cultural experiment the research sought to identify emic theories of individual and group influences on the performance control process. Results suggested that both Japanese and American managers have a Rational Man theory of the individual in the control process.
Jeremiah J. Sullivan, Teruhiko Suzuki, Yasumasa Kondo   +2 more
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Managerial Efficiency, Managerial Succession and Organizational Performance

Managerial and Decision Economics, 1997
Data envelopment analysis (DEA) is used to create a measure of managerial efficiency in an attempt to reassess the conflicting theories concerning the impact of organizational performance on manager succession, and the counter-theories concerning the impact of manager succession on organizational performance.
John L. Fizel, Michael P. D’Itri
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Alcohol and managerial performance.

Journal of Studies on Alcohol, 1994
Effects of alcohol intoxication at .05 and .10 breath alcohol concentration upon a number of validated indicators of managerial performance were investigated in a double-blind crossover placebo-controlled simulation design. Managers (N = 48) spent 2 days handling quasi-experimental (partially event-controlled) tasks that permitted realistic managerial ...
S, Streufert, R, Pogash, J, Roache, W, Severs, D, Gingrich, R, Landis, L, Lonardi, A, Kantner   +7 more
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Conscientiousness and managerial performance

Journal of Occupational and Organizational Psychology, 2000
Recent research has provided clear evidence that personality factors are associated with job performance. The construct of conscientiousness has been shown to be a particularly promising predictor of overall job performance. Some authors have proposed that conscientiousness might be the ‘g’ of personality and predict performance in
Ivan T. Robertson, Helen Baron, Patrick Gibbons, Rab Maciver, Gill Nyfield   +4 more
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Rewarding managerial performance

1990
The final link in the management control cycle is to connect the achievement of desired results with incentives for managers, so that they are motivated to achieve the performance targets that are set. The linking of rewards with performance helps ensure that effort is devoted in desirable directions.
Clive Emmanuel, David Otley, Kenneth Merchant   +2 more
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Assessing managerial performance

Executive Development, 1989
Considers some recent research on understanding and improving managerial performance. Reports on findings of a recent survey that asked executive managers what it is that distinguishes the excellent or effective performer from the merely average or ineffective performer.
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Network Building and Subsidiary Managerial Performance

Academy of Management Proceedings, 2016
We examine how network building, environmental uncertainty and access to strategic information, separately and in interaction, affect managerial performance. Using a multi-source dataset of 213 subsidiary managers in a European MNC and controlling for lagged outcomes we confirm that networking is not only beneficial to performance, but that performance
Lee, Ilro, Cogin, Julie Ann
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Budgetary Participation, Motivation, and Managerial Performance.

The Accounting Review, 1986
Abstract ABSTRACT: This paper reports the results of an empirical study designed to assess the relationship of budgetary participation to motivation and performance among middle-level managers in three manufacturing firms. Expectancy theory provides the theoretical framework for specifying and estimating motivation. It is hypothesized
Brownell, Peter., McInnes, J. M.
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Perceptions of Managerial Performance Dimensions in Korea.

The Psychologist-Manager Journal, 2006
This article explores how cultural differences may affect the question of dimension choice for developmental assessment centers. A survey of over 300 Korean managers was used to investigate Korean perceptions of 20 dimensions commonly used in U.S. assessment centers.
Alyssa Mitchell Gibbons, Deborah E. Rupp, Myungjoon Kim, Sang Eun Woo   +3 more
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Managerial Accounting and Organizational Performance

2021
This chapter takes a fresh look at empirical studies that have tried to demonstrate the connection between management accounting change and organizational performance in health system. A qualitative research design was adopted involving the use of a mailed survey to collect data from June 2017 to December 2017 in Romanian healthcare companies.
Ionica Holban, Sorinel Căpuşneanu, Dan Ioan Topor, Vasile Burja, Loredana Elena Comănescu   +4 more
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