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The Handbook of Research on Managing Managers



This book explores the changing role of managers in the workplace. In recent years, there has been considerable debate on the future of management, with both pessimistic and optimistic views being put forward. However, in the wake of delayering, downsizing, re-engineering and the pursuit of leanness, the more gloomy perspective has gained currency, especially in the popular managerial literature, and some have pronounced the end of management altogether. Some paint a more optimistic picture of managers and managers’ work with roles being transformed rather than replaced and the new organisational context providing more demanding work but greater autonomy and increased skill development. With contributions from experts in the field, this book is concerned with the way organisations manage their managers and how this continues to evolve with reference to global issues.
Edited by Adrian Wilkinson, Professor of Employment Relaons, Grith University,
Keith Townsend, Associate Professor of Employment Relaons, Grith University
and Gabriele G.S. Suder, Pr. Fellow, Melbourne Business School, The University of
Melbourne, Australia
In recent years, there has been considerable debate on the future of management, but less aenon on the
changing role of managers in the workplace. This book considers the ways in which managers themselves are
being managed. In so doing, the contributors reect upon the research conducted to date, and the potenal
research pathways.
With contribuons from experts in the eld, the book explores the ways organisaons manage their managers,
and how this connues to evolve globally. Themes discussed include talent management, evidence based
management, the nature of managerial work, management learning, educaon and development, as well as
women in management, and cross cultural issues.
Academics, researchers, analysts and students will nd this an important Handbook to aid in their understanding
of the contemporary world of managers.
Contributors include: R. Agarwal, C. Bajada, Y. Baruch, J. Billsberry, N. Bozionelos, P.J. Brown, A. Catchcart, A. Caza,
D. Chauvel, M. Dent, R. Green, T. Jackson, R. Kaminska, R.N. Kar, A. Kellner, R. Kramar, W. Lighoot, P. MacDonald,
A. McDonnell, S.J. Perkins, G. Poulingue, E.J. Sander, G.G.S. Suder, S. Tengblad, D. Tourish, B. Toustou, K. Townsend,
S. Varma, O.E. Vie, A. Wilkinson,
Dec 2015 c 448 pp Hardback 978 1 78347 428 8 c £140.00
Elgaronline 978 1 78347 429 5
Research Handbooks in Business and Management series
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Every business entity needs employee grit which is reflected in its persistence and enthusiasm to achieve long-term goals which are demonstrated through hard work in facing challenges, sustaining business and interests for years despite the failure, resilience, and difficulties in achieving it. But in reality, the grit of the employees is still relatively limited. One reliable factor for developing grit is talent management. This research was conducted to analyze employee grit development based talent management. The study uses a qualitative approach with descriptive methods. Data obtained through literature review and analyzed descriptive-qualitatively. The results showed that talent management is very necessary to develop employee grit, so then the company needs to schedule more intensive talent management so that employee grit grows optimally.
This paper extends the work of Thompson, Beauvais, and Lyness (1999, Journal of Vocational Behavior , 54, 392–415) on work–family culture by considering the role co-workers play. The proposed extended measure encompasses non-work spheres beyond the family as it has been established that much of the extant research does not include a large part of the workforce – those without childcare responsibilities (Kelliher, Richardson & Boiarintseva [2019, Human Resource Management Journal , 29, 101]). The extended measure constitutes Thompson et al.'s (1999) three original dimensions plus two additional dimensions: co-worker involvement (support and consequences) and gender expectations. Two quantitative studies confirmed that the extended measure is robust for different types of workers (part- and full-time, males and females). The co-worker dimensions were significantly associated with several outcome measures; however, the gender expectation dimensions added little additional variance in relation to employee outcomes. The results support the inclusion of co-workers as an important dimension of the workplace environment that supports work and life balance.
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Purpose Exposure to high-trauma work has been associated with negative outcomes for individuals and organisations. Support for these employees can buffer and protect against mental health problems. Frontline managers (FLMs) are well placed to provide for employee support needs but are often not effective in doing so. The purpose of this paper is to identify and understand barriers to provision of four different types of social support as identified by House (1981) by FLMs to employees in a high-trauma workplace. Design/methodology/approach This qualitative study investigates three Australian ambulance service organisations, including 72 interviews. Findings Nine barriers to support are identified that can obstruct the provision of optimum employee support. These relate to the FLM themselves, the workplace context and employee-centric factors. Research limitations/implications This paper is a single industry case study; further complexity may exist in other high-trauma industries. Future research should consult policy makers to develop strategies to address the barriers to FLM support. Practical implications FLMs are critical support persons as they are well placed to provide many employee support needs. Emotional support is the foundation for facilitating all other types of support to employees but results here indicate it is often lacking for workers in high-trauma workplaces for a range of individual and organisational barriers that operate in isolation and combined. Originality/value This paper juxtaposes House’s (1981) support framework with study findings to provide a model of the barriers to optimal employee support. This model contributes to a reconceptualisation of the relationship between employee and direct manager that is particularly pertinent for high-trauma contexts.
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