Arif Nazir Butt

Combined Effects of Positive and Negative Affectivity and Job Satisfaction on Job Performance and Turnover Intentions

ABSTRACT Capturing data from employee–supervisor dyads (N = 321) from eight organizations in Pakistan, including human service organizations, an electronics assembly plant, a packaging material manufacturing company, and a small food processing plant, we used moderated regression analysis to examine whether the relationships between trait affect (positive affectivity [PA] and negative affectivity [NA]) and two key work outcome variables (job performance and turnover) are contingent upon the level of job satisfaction. We applied the Trait Activation Theory to explain the moderating effect of job satisfaction on the relationship between affect and performance and between affect and turnover. Overall, the data supported our hypotheses. Positive and negative affectivity influenced performance and the intention to quit, and job satisfaction moderated these relationships. We discuss in detail the results of these findings and their implications for research and practice.

Beaconhouse School System (BSS) Restructuring

The case discusses the hierarchical and structural changes brought about in 2008 within the Beaconhouse School System. The restructuring was mainly undertaken due to the school’s rapid expansion and fierce competitive environment. Kasim Kasuri, Chief Executive Officer (CEO) of BSS, felt that the introduction of school group heads (SGHs) in BSS would help in the improvement of coordination with the regional head office and bring more efficiency and devolution at the school level. The CEO felt that even though restructuring had brought about positive changes within the organization, it had also created some problems that needed to be addressed quickly. These problems included: (a) lack of management skills pertaining to managing and appraising employees by the SGHs; (b) new competencies and skill sets requiring strong leadership and managerial expertise in SGHs; (c) refinement of standard operating procedures and also, support infrastructure, for example, information technology (IT) and performance appraisal systems that needed upgradation; and (d) anxiety and confusion experienced by the principals and staff members regarding new reporting lines and relationships. Kasim was now exploring options that would help BSS to exploit its full potential after the restructuring effort. He knew that restructuring had been progressing well, but now the issues that had arisen needed to be resolved quickly so that employees did not feel alienated from the system.

The Engro Zarkhez Challenge 2011

The case aims at highlighting the intra organizational negotiation challenges faced by Engro Marketing team for attaining sales targets. The problem is of goal incongruence and lack of communication regarding sales targets in the organization. Additionally, the structural changes which had added a new layer of management of Area Marketing Managers (AMMs) in Engro led to role ambiguities between the Area Marketing Managers (AMM) and the Zonal Marketing Managers (ZMM). The main challenges that Engro faces are: a) There was an urgent need for differing viewpoints on sales targets to converge to a joint goal setting pattern b) Up-gradation of skills was needed by AMM and ZMM with respect to increased listening and communication, facing and appreciating work-related conflict, working out interpersonal frictions and not using compromise as a basis for organizational decision-making, and c) A commitment to the strategic goals of the company needed to be gained by establishing clear responsibilities for implementing them.

Human Resource Management at Oceatic Airways

This case study describes the journey of Oceatic Airways from a monopolistic environment, showing remarkable profitability, to a point where local and international competition stiffens and operational inefficiencies lead to a significant plunge in company profits. The main concerns for the newly appointed chairman are to revive the company in order to recover the huge losses, and to prepare the organization to meet the challenges of globalization and stiffer competition. The top management of Oceatic Airways now has to focus on overhauling the companys Human Resource System in order to build sustainable capacity, improve productivity and service quality, and integrate different HR areas, including recruitment, job description, training, performance appraisal and promotion to achieve organizational goals. The issue requires urgent attention since time is of utmost importance, wherein the overall company performance is deteriorating and the fuel costs are expected to rise, making the situation even worse.

Polo Lounge—The Restaurant in a Colonial Setting

The case study focuses on the start-up decision of the entrepreneurial venture pursued by (two women’ Hina Khar and Aasma Ramday. The young women entrepreneurs are confident about their idea to open a restaurant and also have adequate resources to pursue their venture. However, they are apprehensive regarding their lack of experience in managing a restaurant business. Furthermore, they are also concerned about the fact that the restaurant is based on a novel concept and will be located away from the hub of the main eateries in the city. Therefore, prior to finalizing their decision, the two entrepreneurs want to ensure that all risk factors are meticulously analyzed and a thorough business plan is formulated to minimize the risks inherent in the new venture.

Global Power Company, Pakistan

As of 14 December 2004, Tariq Ali, CEO, Global Power Company, had successfully completed negotiations with his primary customer, Water and Power Development Authority (WAPDA), and the Federal Government. The negotiation process was almost complete and required the final approval from the newly established regulator, National Electric Power Regulatory Authority (NEPRA). It was on 9 March 2005, that Mr Ali made his first presentation to the regulator and within three months’ time heard the disappointing news of NEPRAs unilateral changes to the terms of agreement. The regulators verdict had left Mr Ali with two choices; to restart negotiations with NEPRA or to go to court.

TexItalia versus AZ Textiles: The Deadlock in Negotiations

This case covers the course of three-party negotiations through a business conflict between TexItalia, Italy; Creative Clothing and Textiles, Pakistan; and AZ Textiles, Pakistan. Creative Clothing and Textiles is a buying house acting as the middleman between AZ Textiles, a woven garment stitching unit, and TexItalia, its customer. The issue arises from quality problems and this case describes the discussions and tactics employed by the three parties during the negotiation stage including bluffs, threats and delaying.