No longer a solo practice: how physician leaders lead

The authors conducted a national study to determine the factors associated with the success of physician leaders. They utilized the Leadership Practices Inventory (LPI) and a demographic survey followed by individual interviews with respondents. Data analysis revealed several implications for the selection, training, management, and career development of physician leaders. The results suggest that: Physician leadership training should have a strong focus on the "human side" of management, including negotiation, organizational "politics," conflict resolution, team building, and motivation. Data management and finance should be a focus represented in the curriculum. Mentoring relationships should be developed as an aspiring physician leader pursues a career shift. Self assessment, including an analysis of style, strengths, best potential organizational fit, and specific areas of strength and weakness should be an integral part of the development of an aspiring physician leader. Screening mechanisms to ascertain a physician's motivation to move toward a full-time leadership role should be developed to ensure appropriate intent. To facilitate this implication, more effective assessment tools need to be developed.     

Training and organizational commitment among nurses following industry and organizational change in New Zealand and the United States

This survey study examines the relationship between employee attitudes related to training and organizational commitment among a sample of nurses in New Zealand and the United States. The magnitude of recent restructuring to New Zealand's public health system allows for an examination of employee attitudes towards training and organizational commitment in comparison to nurses from similar sized hospitals in the United States. Results show that perceived access to training, supervisory support for training, motivation to learn from training and perceived benefits of training were positively related to the affective and normative components of organizational commitment. Several significant differences were found on both training and organizational commitment variables between New Zealand and the United States. The findings are discussed in terms of their theoretical and practical application to human resource development (HRD) outcomes and the management of HRD in health care settings.     

Business and Management Impact Assessment in Research Excellence Framework 2014: Analysis and Reflection

The evaluation of research impact is likely to remain an important element of research quality audits in the UK for the foreseeable future. With this paper, we contribute to debates on impact and relevance of business and management studies research through an analysis of Research Excellence Framework 2014 impact scores within the business and management unit of assessment. We offer insights into the organizational contexts of UK business schools within which impact is produced, drawing attention to the issues of linkages with research intensity, grant income generation, research team size, career stage and gender of academics, and whether impact activity is focused on private or public sector organizations and national or international reach. We put forward recommendations for managers responsible for business schools and higher education policymakers regarding management and organizational policies and processes, as well as possible changes to the rules guiding future research excellence audits.     

The Career Advancement Prospects of Managers and Professionals: Are MIS Employees Unique?

The present study examined the career advancement prospects of MIS and non-MIS employees, as well as the relationships of career advancement prospects with job performance evaluations, job satisfaction, career satisfaction, and organizational commitment for MIS and non-MIS professionals and managers. Participants included 134 MIS professionals and managers and 397 non-MIS professionals and managers of a large communications company. The results provided no evidence that MIS employees experience more restricted career advancement prospects than non-MIS employees. In addition, job performance evaluations generally had positive effects on career advancement prospects; career advancement prospects had a number of positive effects on job satisfaction, career satisfaction, and organizational commitment; and job satisfaction and career satisfaction had positive effects on organizational commitment. These findings are related to prior research, suggestions for future research are offered, and implications for the management of MIS employees are identified.     

Breaking the glass ceiling

The glass ceiling is a form of organizational bias and discrimination that prevents qualified professionals from achieving positions of top governance and leadership. This article examines glass ceiling barriers that keep physicians from the upper reaches of management. While these factors apply mainly to women and minority physicians in academia, and are attributable to sexual harassment and discrimination, physicians as a class are frequently denied executive management positions. Such denial results from inadequate preparation for a career in health care administration. Important issues in the professional development of physician executives include mentoring, training and education, administrative experience, and cultural and personality factors. All of those must be considered when making the transition from medicine to management.     

Exploring teachers’ career self-management. Considering the roles of organizational career management,occupational self-efficacy,and learning goal orientation.

The current study examines how organizational career management – i.e. activities undertaken by schools in order to plan and manage teachers’ careers – relates to teachers’ career self-management – i.e. teachers steering their careers by means of searching for opportunities, networking, or seeking supervisory support. Moreover, it examines the mediating roles of occupational self-efficacy and learning goal orientation in this relationship. Mediation analysis in SPSS, using the PROCESS macro of survey data from 220 Dutch secondary school teachers, showed that positive relationships between organizational career management and career self-management were mediated by occupational self-efficacy and learning goal orientation.     

Innere Kündigung als Thema in der Organisationsentwicklung

According to the theory of psychological contract employees are redressing the balance in the employment relationship when they perceive their employer has not fulfilled its obligations to the extent that it could. The psychological contract breach leads to reduction of commitment and willingness to engage in organizational citizenship behaviour. Factors which can lead to a psychological contract breach are leadership behaviour, career options, meaningfulness of work, participation and communication. Organizational development should focus on prevention of psychological contract breach—especially by specific leadership development programs.     

Achieving styles of Bulgarian managers and politicians: a longitudinal perspective

We explore individual and organizational leadership behaviour in a transitional economy context. Through the instruments of the Achieving Styles/Connective Leadership model (AS/CL), we assess the goal-directed behaviour of Bulgarian managers and politicians who are members of the national Parliament. The study adopts a longitudinal approach since we analyse data collected in 2003 and 2005, and compare it with evidence collected in 1988. The quantitative results reveal that there are no significant differences in the ways Bulgarian politicians have accomplished their objectives in 1988 and in 2003, whereas Bulgarian managers reported a shift in four out of nine achieving styles in 2003 and 2005 compared to 1988. We have found a substantial fit between the individual and the organizational scores, which indicate that Bulgarian managers behave in ways rewarded by their organizations. The results are used to analyse the pace of organizational change within the setting of Bulgarian transitional economy.     

核心自我评价、组织支持对主客观职业成功的影响:人-情境互动的视角

以212名企业员工为研究对象,考察了核心自我评价、组织支持以及二者的交互作用对主客观职业成功的影响。研究结果表明:主观职业成功(工作、职业和生活满意度)和客观职业成功(收入、晋升次数和速度)是2种相关但不同的职业成功类型;核心自我评价和组织支持对主客观职业成功均有一定的影响,但它们对客观职业成功的影响效果弱于社会-人口和人力资本特征;与特质激发理论相一致,核心自我评价和组织支持在对职业成功的影响上存在一定的交互效应,表现为组织支持会强化核心自我评价对职业成功的正向影响,且高核心自我评价的员工在得到高组织支持时有最高的职业成功水平。     

The Meanings of Career Revisited: Implications for Theory and Practice

In everyday conversation, the term 'career' is generally understood to refer to the sequence of work-related experiences one has over the course of one's working lifetime. For many people, a career is distinct from a job, since it also conjures up images of steady, even logical, progression up organizational hierarchies. It is not simply about what one does for a living, but about what one has done, does now and might do in the future; the notion of career therefore embraces the dimension of time. In light of widespread organizational restructuring and economic uncertainty since the late 1980s, many of the taken-for-granted assumptions which have underpinned traditional notions of career, and in particular the organizational career, no longer seem valid. Both individuals and organizations are finding it increasingly difficult to conceptualize the idea of a logical, long-term sequence of work-related experiences; there is thus no longer a clear and mutual understanding of what the career means to both. This paper argues that individuals and organizations can meaningfully redefine the notion of career by reconsidering its broader, theoretical underpinnings.     

工作—家庭关系理论与工作家庭平衡计划

工作—家庭关系是影响雇员职业生涯发展与个人家庭幸福的重要因素。制定良好的工作家庭平衡计划已成为当前人力资源管理与职业生涯管理的重要内容。本文在对以往的工作家庭关系理论进行评价基础上,借鉴上述理论,分别从组织及个人的角度,提出了有关工作家庭平衡的工具与平衡措施。     

组织支持对人力资源措施和员工绩效的影响

通过两项研究,对中国企业情境下员工感知到的组织支持、人力资源管理措施和个人绩效的关系进行了探讨.采用因子分析和回归分析等方法对来自合资,国有,私有等企业的员工及其主管的问卷调查结果进行了数据分析.结果表明:这些企业的人力资源管理措施可以分为保健措施和激励措施两大类.保健措施包括:员工福利、工作环境改善、工作保障、员工薪酬、员工关怀计划;激励措施包括员工培训、职业发展规划.保健措施和激励措施与感知到的组织支持存在交互作用,共同影响员工个人绩效.保健措施对员工绩效的正向影响作用在低水平感知到的组织支持下更显著,激励措施则在高水平感知到的组织支持下具有更显著的正向影响.     

企业培训投资决策与员工职业生涯的关系研究

企业对员工进行培训投资可以增加人力资本存量,进而带来更高的收益,但培训投资也伴随着一定的风险。对处于职业生涯不同阶段的员工进行培训,其投资的收益和风险存在显著差异。在分析员工职业生涯特征与人力资本生命周期内在联系的基础上,指出企业在进行培训投资时,只有结合员工职业生涯不同阶段的特点,才能统筹考量培训时机和培训类型2个变量,故而做出低风险、高收益的培训投资决策。     

Exploring the Career Capital Impact of International Assignments within Distinct Organizational Contexts

The existing expatriation literature concentrates on what individuals need to perform in an international assignment (IA) but neglects what they gain from their foreign work experience. Using a dual‐dependency perspective this study presents results from 26 in‐depth interviews with international secondees within two UK‐based organizational contexts. The paper explores the perceived impact of an IA on the career capital of individuals, showing that the outcomes of IAs can be equivocal for expatriates. Each firm concentrated their human resource mechanisms on developing different types of career capital and this focused individual behaviour on diverse career capital activities. In one of the organizations there was an internal misalignment between organizational and individual assignee focus. Based on the research a number of propositions were developed. This study provided an exploratory insight into points of departure rather than complementarity in individuals' international careers in organizations, which has been at the core of much recent research and writing. A more complex, contextualized picture of the effects of IAs on the careers of individuals emerged.     

动态职业环境下职业成长与组织承诺的关系

选取感知机会来描述企业员工所处的职业环境,研究动态职业环境下职业成长对组织承诺的影响机理.通过对9个城市961位企业员工进行问卷调查,采用验证性因素分析、相关分析、多元回归进行实证分析.研究发现:员工职业成长4个维度对情感承诺具有正向影响,并共同解释情感承诺40%的变异;除职业能力发展外,职业成长其余3个维度对持续承诺...     

In transit from physician to manager--Part I

Physicians are finding themselves in increasing numbers in significant management roles. Physician managers interviewed about their experiences in changing careers identified six critical transitions, three involving psychological adjustments and three requiring development of new skills. A framework is developed in this two-part article that relates career events that trigger transitions, the transitions themselves, and the obstacles that can hinder or block success. The challenges that physicians encounter in management are similar to those faced by other professional groups, and the chances of successful transition can be improved by individual and organizational actions.     

Physician leadership. How do physician executives view themselves?

Most physician executives today have acquired substantial management training and experience, and many have worked with and relied on the expertise of mentors for their career guidance and development. Physician executives are actually becoming executives who happen to be physicians. They view themselves first as leaders, then as physicians, and finally as managers. That is a remarkable transformation in perception. To chronicle this process, Witt/Kieffer, Ford, Hadelman & Lloyd conducted a national survey this spring among senior physician executives in both payer and provider organizations. The data provide a "snapshot" of their role, and may also suggest some future scenarios for the industry. The primary reasons for choosing to pursue a management role noted by most participants include a desire to be part of the health care solution and an interest in management and leadership challenges.     

Men Managers and Women Workers: Women Employees as an Under-used Resource

In response to current demographic changes many organizations are focusing on the recruitment and retention of women employees and issues such as nurseries, flexible working and retainer schemes are being discussed. If the objective of such initiatives is to increase the opportunity for women to participate more fully at all levels within organizations rather than just to increase the total number of women working, then the issues which need to be addressed are much wider. This paper is based upon two studies carried out within the Building Society sector. This research, when compared with earlier studies, shows that there has been little change in the pattern of women's employment, with relatively few women reaching management. The main barriers to women's progress are identified and the research shows how many of the policies, processes and practices found within organizations were indirectly discriminatory. Underlying these organizational features were management attitudes to, and expectations of, women employees. What is required is management education which incorporates gender awareness training and an analysis of organizational processes, to obtain an understanding of how gender strategies are incorporated into management strategies. Only then will women be able to take full advantage of the opportunities which are emerging, and only then will organizations gain a real advantage by realizing the full potential of their women employees.