Theory based on Managerial Behaviors
Dynamic Strategy- Academic Article
The following article Employees’
Reactions to Imperfect Managerial Behaviors by Helge Hernes Ph.D and Linn
Kristin Braenden talks about hypothesis testing using the attribution theory.
The article is an important topic because in business there is always that key question of how do we make our
organization become more efficient and effective, but before we can look at the
organization as a whole we need to break it down into smaller pieces. The most
important asset of the company is the employees and managers who uphold the
daily production to keep the company running. In some types of businesses the
employees and managers are the core to organization successes or failures, such
failures which can lead to severe consequences so instead of focusing on the
failures, the article focuses on imperfections that could initially bring
penalties over time that could have greater consequences than failures by
asking two questions.
1. “How do employees react to their
managers’ imperfect behaviors?”
2. “How are employees’ reactions to managers’
imperfect behaviors explained by the employee attributions of these behaviors?”
Helge
Hernes Ph.D and Linn Kristin Braenden conducted their research with a small
sample size of only 12 people. The participants in the research were ask
questions about situations where they might have experienced imperfect
managerial behaviors. Each of their cases was stated in the article and most
cases prove to fall under the attribution model. This model focuses on internal
and external Locus of control, Stability, and Controllability. Motivating and
Rejecting is based on Anger while Training and Compensating are based on
Empathy (LePine
& van Dyne, 2001:73-74)
Table 1 - LePine and
van Dyne’s attributional model for coworkers’ low performance and helping
behaviorshttp://search.ebscohost.com/logi
In the case studies there were
several examples of how managers did not have the appropriate reactions to the
situation making it difficult for the employee to be productive. The downfalls
of some managers can cause severe reactions from employees. In one case an
employee felt they had to quit their job because of an unresolved problem.
Organizations who do not address these issues cannot run efficiently and
effectively and may even start to experience high turnover rates. Such
imperfections from managers can become costly with recruiting and training of
new individuals. The company also can lose valuable knowledge that an employee
might have that cannot be replaced. The behaviors of managers should
appropriately be in sync with the organization to avoid situations with potential
risk associated with imperfect behaviors. Even though the cases in this article
proved the attribution theory to be accurate, the sample size is so small in
this study that it is hard to make a firm assumption and prove that there are
outstanding risks associated with managerial imperfections. The authors agree
that there needs to be a larger population and the study should be investigated
further.
Works Cited:
Hernes, Helge, and Linn Kristin
Brænden. "Employees' Reactions To Imperfect Managerial Behaviors." International
Journal Of Business & Social Science 3.8 (2012): 181-189. Business
Source Complete. Web. 8 July 2012.
Sara,
ReplyDeleteI really enjoyed reading the 2 questions that were addressed because in every company I have worked at I have seen some kind of example of it. Whether it be a manager wondering why their employee is not up to par (and that's saying it nicely) or the employee wondering why their manager is not. I specially think that the parts about managers not reacting approiately is a good key to understanding all of the processes Hernes and Braeden uncovered. Yet, I also think that the employee has to have some understanding of the whole picture so they know some what of where and why the manager is telling or asking them about certain situations or items.
I run my own business and I have employed several managers to run this franchise business of mine. I must say that after reading your post, I am let's put it...afraid perhaps more than afraid of what may be happening behind my back. Simply put, I want the best for all my employees and I want them to be happy working for me. But if these negative managerial behaviors do take place in my business then, I must put a stop to it and make sure that it never happens again. Of course I am speculating...but your post has prompted me to make my rounds frequently to my other branches and question my employees.
ReplyDeleteSara,
ReplyDeleteThis is a very interesting topic. I think this article highlights a very important factor, that employees and managers uphold the company. If there are issues that are not resolved between managers and employees there can be tremendous consequences. The results of managerial imperfection can lead to lack of productivity, efficiency and even higher turnover rate. The consequences can be very costly for the business and can greatly affect the work environment. Thus, I agree with the author this issue is worth studying more into and a large population study and investigation can be very helpful in understanding the affects of managerial imperfection.
I agrre with Tuan. I also run my own business and it is hard to hire a manager that is loyal to the company. Keeping an open door policy with your employees is a crucial part of my business. I try to be the best owner by keeping my employees happy. This has kept employee turnover to a minimum and reduces the cost of employee training. I really enjoyed this article, Sara.
ReplyDelete