Laurence S. Fink

Facilitating and inhibiting effects of job control and social support on stress outcomes and role behavior: a contingency model

High levels of job control and social support are often related to effective job performance and coping with work stressors. However, support may have more positive effects on role behavior when job control is low. In addition, despite theoretical expectations, simple demands–control and demands–support interactions are infrequently found to predict health and psychological strain outcomes. The ‘demands–control–support’ model (Johnson and Hall, 1988) of stress coping integrates these ‘stress buffering’ and ‘decision latitude’ models and observes more consistent findings. This model posits that social support buffers the adverse effects of high demand, low control jobs. However, explicit tests of the interaction of these variables suggest that control can have positive or negative effects on strain, depending on the level of social support. In this study, supervisor consideration was positively related to subordinate job performance, extra-role behavior, and in-role prosocial behavior (conscientiousness) among subordinates perceiving low job control. The relationship between consideration and performance and extra-role behavior was negative among high control subordinates. The demands×control×support interaction predicted health symptoms, organizational commitment, supervisor satisfaction, and absence due to illness, but the interaction plots do not support the prevailing perspective that support buffers the effects of ‘high strain’ (i.e. low control, high demand) jobs. Patterns were similar for different demands and different social support loci (i.e. supervisor, co-workers). An alternative theoretical process of the demands–control–support interaction is proffered, and implications for organizational intervention are discussed.

Improving management performance in rapidly changing organizations

This article reports the results of a study on management development practices in US service and manufacturing organizations. Data and statistical analyses from a sample of 433 middle and front‐line managers from 59 different US service and manufacturing organizations are reported which examined: What specific management development practices are most important from a manager’s perspective to improving their performance in rapidly changing organizations; and, are managers actually getting the development experiences they need to be effective in these organizations? Among the top ten important practices identified by managers as improving their performance, focus, feedback, and learning (e.g. problem solving, new communication and leadership) by experience are re‐occurring themes. The results also point to startling differences between the management development experiences they want and what they are actually getting from their organizations. Based on the data a series of lessons for improving the effectiveness of managers is provided.

Training as a performance appraisal improvement strategy

This paper reviews research findings from 149 managers who work in 22 different US manufacturing and service organizations concerning the top ten rater skills identified as necessary to effectively conduct formal performance appraisals, and why organizations fail to conduct effective rater training with their managers. Four basic integrated stages in the performance appraisal process are identified. The key management skills required in each stage are discussed in terms of how they help organizations improve the operation and quality of their appraisals systems.

Key criteria in twenty‐first century management promotional decisions

Purpose – This paper aims to determine the key criteria used by managers in rapidly changing organizations to make promotion decisions.Design/methodology/approach – A survey was conducted of 311 managers from over 100 different US service and manufacturing enterprises experiencing rapid organizational change. Managers were asked to identify no more than five factors that were most critical in their organization to actually getting promoted. Results were content analyzed.Findings – Top ten factors influencing promotion decisions included: getting desired results/strong performance track record; possessing strong business networks; interpersonal/communication skills; strong knowledge‐experience base; demonstrating a strong work ethic; ability to build teams and being a team player; personality, attitude, and ego factors; solving a major problem or getting a “big hit;” demonstrating character, integrity, and trustworthiness; and, preparation and being in the right place at the right time.Research limitations...

Management training: benefits and lost opportunities (part I)

Purpose – This paper explores the benefits of effective management training and consequences of ineffective training programs.Design/methodology/approach – Seasoned managers (278) working in rapidly changing organizations were surveyed on issues related to management training.Findings – Content analyses revealed a number of specific benefits associated with management training. Conversely, managers identified a series of problems caused by ineffective management training.Research limitations/implications – Generalization of these findings to non‐rapidly changing organizations is unclear.Practical implications – Findings suggest that the effectiveness of management training has a significant impact on managerial and organizational performance.Originality/value – This paper voices the concerns and observations about managerial training from seasoned managers in rapidly changing organizations.

Closing the management skills gap: a call for action

Purpose – This article is intended to provide the necessary tools to attack the causes of management training failures.Design/methodology/approach – The top ten managerial training failures identified from a sample of 323 seasoned managers in rapidly changing organizations are discussed along with specific suggested solutions.Findings – A revised content analysis revealed the most frequently cited causes of why organizations fail to train their managers properly.Originality/value – The findings provide an up‐to‐date list of the causes of ineffective training and the discussion focuses on ways to close the managerial skills gap by providing specific solutions to identified problems.

Current U.S. trends in formal performance appraisal: practices and opportunities - Part One

Purpose – The purpose of this two-part paper is to explore the current practices being employed in the formal performance appraisal process in a cross-section of US service and manufacturing organizations. In this paper, the authors identify the current trends that emerged from this research study and the improvement opportunities that exist for organizations that currently engage in the practice of formally appraising their personnel. Design/methodology/approach – The formal performance appraisal process, procedure, and rating form from 183 US organizations were reviewed by a three-person review panel and were content analyzed to identify current trends and opportunities for improvement. Findings – This qualitative analysis revealed that the average rating procedure had been in place for 5.5 years, to serve a wide variety of purposes, identified critical gaps in training, made it clear that organizations employ a wide variety of performance criteria in assessing their people. Research limitations/implica...

Lessons for improving your formal performance appraisal process

Purpose The purpose of this paper is to identify the specific steps organizations can take to create value-added appraisal systems. Design/methodology/approach The authors synthesize 30 years of their research, including countless focus groups and surveys with managers at all levels, to identify the specific steps organizations can take to create value-added appraisal systems. Findings The paper explains ten key lessons for improving any organization’s performance appraisal system. Practical implications The authors believe that the lessons described in this paper can be applied in all organizations, and not to apply these lessons invites ineffective and potentially destructive appraisal practices. Originality/value The paper provides a unique set of lessons that organizations can use to design or re-design their performance appraisal systems and practices.

Ten questions that make a difference for HR leadership

Purpose – Presents the distilled wisdom of two human-resource (HR) award facilitators. Design/methodology/approach – Takes in the form of ten questions that make a difference for HR leadership. Findings – Asks: Are you trusted by the members of your organization? Do you possess a real and comprehensive understanding of how your business makes money? Do you keep yourself up to speed on the legal and compliance issues that are most important to your organization? Do you think strategically and execute operationally? Are you measuring and monitoring the most meaningful metrics that measure mission-driven performance? Are you working hard to create business partnerships with your stakeholders that increase the likelihood of success? Are you taking steps to help all managers in your organization to operate like great HR leaders? Are you using your talents and influence to build teams and solve organizational problems? Do you seek out and apply innovative HR practices that can truly affect your organization’s b...

Exceptional HR leadership rests on four foundations

Purpose – Considers the four foundations of exceptional human resource (HR) leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human resource challenges. Design/methodology/approach – Considers the four foundations of exceptional HR leadership – strong business acumen, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human-resource challenges. Findings – Advances the view that if one of the cornerstones is weak or ineffective, the ability of the HR leader and his or her team to be exceptional is greatly impaired. Practical implications – Reveals how to take HR to the next level. Social implications – Demonstrates how HR leaders can add value and improve the competitiveness of their enterprises. Originality/value – Explains how HR can best overcome the challenges it faces in respect of talent gaps, process failures, compensation and benefits repositioning, workforce realignment, dealing with budget cuts and fiscal constraints, lack of front-line management buy-in, compliance, increased time constraints and the need to help with technological implementation, strategy execution and improving profitability.