A Cross-Cultural Comparison of Managerial Practices and Their Relationship to Organizational Outcome Variables.
NAVY PERSONNEL RESEARCH AND DEVELOPMENT CENTER SAN DIEGO CA
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This study addressed the relationships between employee perceptions of organizational effectiveness and managerial, organizational, and satisfaction variables. Questionnaires designed to measure work center effectiveness, organizational climate, job characteristics, supervisory influence, managerial practices, job satisfaction, role stress, and work occurrences were administered to a sample of 1607 employees drawn from all hierarchical levels at four Public Works Centers PWCs in the U.S. including Pearl Harbor the PWC in Yokosuka, Japan and the PWC at Subic Bay, PI. Results indicated that 1 managers and supervisors were generally more positive as to work center performance, management efficiency, and organizational character than were workers, 2 perceptions of management effectiveness are affected more by specific job-related concerns than they are by non-job-related managerial practices, 3 well defined job responsibilities and feelings of esprit de corps contribute most to empolyee satisfaction, and 4 employees are motivated by work occurrences that reflect personal concerns e.g., feelings of accomplishment and demotivated by those that reflect task-related concerns e.g., equipment problems. Author
- Administration and Management
- Personnel Management and Labor Relations