The job strain model is enough for managers : no augmentation needed

This paper reports on the results of a study aimed at identifying the relative influence of generic and job-specific stressors experienced by a cohort of Australian managers. The results of a regression analysis revealed that both the generic components of the job strain model (JSM) and job-specific stressors were predictive of the strain experienced by participants. However, when looking at the total amount of variance that is explained by the predictor variables, the combined influence of job demand, job control and social support contributed 98 per cent of the explained variance in job satisfaction and 90 per cent of the variance in psychological health. The large amount of variance explained by the JSM suggests that this model provides an accurate account of the work characteristics that contribute to the strain experienced by managers and no augmentation is needed.

Managers' views on ABC in an insurance company: A grounded theory case study

This is an in-depth case study using a grounded theory approach to explore managers’ views of ABC as part of the control system in an insurance company. Relevant issues are allowed to emerge from the data rather than imposing a theoretical framework upon them. Hypotheses are derived rather than confirmed. Issues emerging from this case study include: the relevance of ABC to managers, increased cost awareness coupled with the problem of taking qualitative factors into account, and the existence of different perceptions of managers within the same department. One hypothesis is how an understanding of ABC can affect job satisfaction by influencing the impact of ABC on managers’ actions. In this case study process and non-process managers had different levels of understanding and use of ABC information. A second hypothesis is that how managers view ABC information depends on whether they adopt a personal or an organisational perspective.

Training quality managers-do they practice what they preach?

This paper discusses the personal and professional development needs of Quality Managers. It has been presumed that training is the most important factor to improve quality, once commitment is present. This paper poses the question as to whether Quality training is objectively, systematically, and continuously performed in Australia. In previous research by the authors, it was ascertained that training is often initiated by individuals and provided by private providers as directed by the client. It is of interest to determine if the two largest professional associations for Quality, Australian Organisation for Quality (AOQ) and SAI (Global) perform in this respect. Questions of interest included: what do they offer; how do they determine the needs of their members; who provides these programmes; how do they communicate these programmes to their members; how do they evaluate the success or otherwise of their programmes; and by what process of evaluation do they determine future needs. These data have been collated and analysed and it is concluded that a specifically designed and comprehensive training needs analysis for Quality Managers is being neglected and that the initiation for professional development remains with the individual.

File replacement algorithm for storage resource managers in data grids

The main problem in data grids is how to provide good and timely access to huge data given the limited number and size of storage devices and high latency of the interconnection network. One approach to address this problem is to cache the files locally such that remote access overheads are avoided. Caching requires a cache-replacement algorithm, which is the focus of this paper. Specifically, we propose a new replacement policy and compare it with an existing policy using simulations. The results of the simulation show that the proposed policy performs better than the baseline policy.

Caregivers as managers of subjective wellbeing: a homeostatic perspective

Background: This paper proposes that the adequacy of service delivery and caregiving to people who are disabled should be assessed using two criteria. One is the objective circumstance of living, which should be at a standard acceptable to the community at large. The other is a level of subjective wellbeing (SWB) within the normal range. Method: This latter criterion is a novel conception based on an understanding that SWB is homeostatically managed to lie normally within a narrow range of values. Results: People who have a disability are more likely than usual to have a fragile homeostatic system because of the additional life challenges imposed by their disability. Conclusions: The role of a caregiver is to provide resources and protection against strong threats to homeostasis, thereby ensuring that the person in their care has a normal-range level of SWB.

Some care, little responsibility? Promoting directors'and managers' legal accountability for Occupational Health and Safety in the workplace

Health and safety at work remains a serious and under-recognised problem in Australia. This paper argues for the importance of increasing the individual responsibility and accountability of senior managers and directors of corporations for the development and maintenance of occupational health and safety (OHS) standards in the workplace. In order to do so, the paper first sets out the range of statutory and general law duties and liabilities to which directors and senior managers are subject, considers to what extent these obligations have relevance in the OHS area and argues for the extension of these duties and liabilities in some circumstances. The paper then goes on to argue for a better legislative model for the legal responsibility of managers and officers, supported by the increased prosecution of individuals in appropriate circumstances, as well as acknowledging the benefits of a broader range of non-legal strategies to improve board level commitment to OHS that will influence corporate compliance overall.

Social innovators or lagging behind: factors that influence managers' time use

Purpose – The broad aim of this paper is to investigate whether managers in Australia allocate their time differently than other occupational groups, and the impact gender and life situation (using marital status and presence or absence of dependent children as a proxy) has on time allocation.
Design/methodology/approach – To address these broad aims, data are drawn from the 1997 Australian Time Use Survey. This is a nationally representative survey that examines how people in different circumstances allocate time to different activities. Findings – The results of this study highlight three important issues. The first is that male and female managers display different patterns of time use. Male managers' time is dominated by paid employment activities, whereas female managers' time is spent predominantly on employment and domestic activities. The second is that life situation impacts on the time use of female managers, but not male managers. The third important find of this study is that managers' time use is different to other occupational groups. Practical implications – These findings have policy implications relating to work-life balance, career progression and changes in patterns of work. In terms of work-life issues, it reveals that male and female managers face a “time squeeze”, with some evidence of a “second-shift” for female managers. In addition, the findings provide insight into the work-life issues faced by male and female managers. Originality/value – The results of this inquiry provide insight into how different individuals spend their time – insight into “lifestyles”. However, in-depth qualitative studies are required to reveal why individuals allocate their time in this way and to understand the opportunities and constraints individuals face in time allocation.

Quality managers: beyond 2000?

A review on current quality management literature discloses a conglomeration of sentiments amongst quality managers with regards to the future of their quality profession. These sentiments can primarily be grouped into two categories: (1) that quality managers will no longer play a role in functional management, as quality will become an integral part of the organization; and (2) alternatively, they will play a significantly different role, leading to a specialized job design (Stratton, 1996, Quality Progress, 29, pp. 73-74). Despite the fact that many have voiced their concerns regarding the future of the quality profession, little formal research has been conducted to address this issue. Thus, the significance of undertaking this research is to aim to verify and substantiate their sentiments. Findings of the research may also contribute as a signal to quality managers with regards to their future roles and may inspire them to prepare themselves better for meeting future qualityrelated endeavours. It is important not to prophesy the precise future role of quality managers, as no one outside the psychic industry will claim to be capable of it. Rather, the research endeavours to predict the role of quality manager in the next decade by conducting interviews with various professionals in the quality-related fields, testing the significance of research questions generated from these interviews through surveys and reviewing current quality manager-related literature. Thus, synthesizing the results from the above-mentioned means to predict the role of quality managers in the years beyond 2000.

Interpersonal trust and control behaviour of Chinese managers

Interpersonal trust is believed to influence the management and control of organisations in China. China's importance as a host country for foreign direct investments (FDIs) through multinational company subsidiaries (MNCs) and international joint ventures (IJVs) is growing rapidly. MNCs and INs located in China often employ local Chinese managers to control their subsidiaries or ventures. This makes it essential for designers of management control systems to have an understanding of the interpersonal trust-sensitive control behaviour of Chinese managers. One of the important aspects of control behaviour is how managers control their subordinates.

This paper examines the relationship between Chinese managers' trust in subordinates and their (Chinese managers') control behaviour towards the subordinates. On the basis of a questionnaire survey of a cohort of managers from Beijing, the study explores the effects of trust on the use of social controls, formal controls, and monitoring.

The findings of this study indicate that a manager's high (low) trust in a subordinate is associated with a low (high) level of monitoring, a high (high) level of social control and a high (low) level of perceived performance. The hypothesis that a superior's high (low) level of trust is associated with a low (high) level of reliance on formal controls was not supported. These findings, while indicative of control behaviour of Chinese managers in particular, also add to the growing academic literature on trust and control in general. In a practical sense, an
understanding of the trust-sensitive control behaviour of Chinese managers is particularly useful in designing and implementing effective control systems for international organisations operating in China.

Can experiential learning improve emotional intelligence and can that, in turn, improve the work performance of middle managers?

A group of middle managers in the Australian arm of a large Global company participated in a program of experiential leadership training over a period of one year. One aim of the program was increased interpersonal skills and awareness. Change was measured using a mixed quantitative and qualitative longitudinal design. Pre and post-training measures of emotional intelligence were obtained using the EIQ (Dulewicz & Higgs, 2000) and compared with content analysis of journals kept by participants during the program. The dependent variable was measured by pre and post training measures of work performance. Findings are discussed in terms of their implications for management development as well as for further research.

Integration or collision? : middle managers' concerns for work-life balance

As increased work demands and longer working hours become the reality for many employees, the concept of work-life balance has received increasing attention. This paper presents findings from an exploratory study of Australian middle managers, which investigated the impact of middle managers’ daily organisational experiences on their lives both in and beyond the workplace. We focus on respondents’ concerns for the encroachment of work on their personal lives, both through the advent of new technologies and the introduction of flexibility initiatives in the workplace. The unwelcome effects of frustration, stress and fatigue highlight the need for organisations to gain a better understanding of employees’ experiences related to work-life balance.