- Autor
- Authayarat Waratta (Tokyo Institute of Technology, Japan), Umemuro Hiroyuki (Tokyo Institute of Technology, Japan)
- Tytuł
- Affective Management and its Effects on Management Performance
- Źródło
- Journal of Entrepreneurship, Management and Innovation (JEMI), 2012, vol. 8, nr 2, s. 5-25, tab., bibliogr. 45 poz.
- Tytuł własny numeru
- Contemporary Management Concepts
- Słowa kluczowe
- Zarządzanie, Interesariusze, Zachowania organizacyjne
Management, Stakeholders, Organisational behaviour - Uwagi
- streszcz., summ.
- Abstrakt
- Zarządzanie afektywne (ang. affective management) jest nową koncepcją zarządzania zgodnie z którą procesy decyzyjne menedżerów powinny brać pod uwagę doświadczenia emocjonalne zainteresowanych stron. Aby wykazać, że ta koncepcja może mieć pozytywny wpływ na funkcjonowanie organizacji, autorzy pracy podejmują badanie relacji zachodzącej pomiędzy afektywnością kierownictwa firmy i wskaźnikami funkcjonowania organizacji. Autorzy proponują ankietę, opartą o Kartę Afektywnego Zarządzania, dla zbadania postrzegania ważności afektywnego zarządzania i stosowanych praktyk afektywnego zarządzania wśród menedżerów. Badanie zostało przeprowadzone na próbie 43 członków ścisłego kierownictwa firm w Tajlandii. Rezultaty analizy korelacji pomiędzy wskaźnikami afektywnego zarządzania i kluczowymi wskaźnikami rentowności firmy wskazują na istnienie pozytywnego związku pomiędzy praktykowaniem zarządzania afektywnego i rezultatami firm w zakresie ich rentowności oraz ich wartości rynkowej. (abstrakt oryginalny)
Affective management is a new concept which suggests that top managers should take stakeholders' affective experiences into account when making their management decisions. To show that this concept could contribute to the improvement of management performance in organizations, this study investigated the correlations between the affectiveness of top management and management performance indices. Our questionnaire based on the Affective Management Scorecard was employed to assess top managers' recognition of the importance, as well as the actual practices of affective management. Top managers from 43 Thai organizations participated in the study. A correlation analysis was conducted to observe whether affective management indices would correlate with management performance indices, such as return on equity, return on assets, price to earnings ratio, and price to book value ratio. The findings showed that the results for organizations practicing affective management were positively correlated with their management performance in both profitability and good perceptions by investors. (original abstract) - Pełny tekst
- Pokaż
- Bibliografia
- Amsa, P. (1991). Influencing managers' affective world: Role of behavioural science training. Economic and Political Weekly, 26(48), 129-130.
- Authayarat, W., Umemuro, H., Murata, K., and Jiamsanguanwong, A. (2011, June). Development of affective management concept and scorecard. Paper presented at the International Conference on Business, Engineering, and Industrial Applications, Kuala Lumpur. Abstract retrieved from http://ieeexplore.ieee.org/xpls/abs_all. jsp?arnumber=5994226andtag=1
- Babkus, E., Bienstock, C. C., and Van Scotter, J. R. (2004). Linking perceived quality and customer satisfaction to store traffic and revenue growth. Decision Sciences, 35(4), 713-737.
- Bahn, S., Lee, C., Nam, C. S., and Yun, M. H. (2009). Incorporating affective customer needs for luxuriousness into product design attributes. Human Factors Ergonomics Manufacturing, 19(2), 105-127. doi:10.1002hfm.20140.
- Ballou, B., Godwin, N. H., and Shortridge, R. T. (2003). Firm value and employee attitudes on workplace quality. Accounting Horizons, 17(4), 329-341.
- Bird, R., Hall, A. D., Momente, F., and Reggiani, F. (2007). What corporate social responsibility activities are valued by the market? Journal of Business Ethics, 76, 189-206. doi:10.1007/s10551-006-9268-1.
- Branco, M. C. and Rodrigues, L. L. (2006). Corporate social responsibility and resource-based perspectives. Journal of Business Ethics, 69, 111-132. doi:10.1007/s10551-006-9071-z.
- Broeck, V. D. (2009). Factors influencing uptake of corporate social responsibility. Retrieved from European Working Conditions Observatory website: http://www.eurofound.europa.eu/ewco/2009/05/LU0905019I.htm.
- Cambell, D., Shrives, P., and Bohmbach-saager, H. (2001). Voluntary disclosure of mission statements in corporate annual reports: Signals what and to whom? Business and Society Review, 106(1), 65-87.
- Carroll, A. B. and Nasi, J. (1997). Understanding stakeholder thinking: Themes from a Finnish conference. Business Ethics: A European Review, 6(1), 46-51. doi:10.1111/1467- 8608.00047.
- Corporate Leadership Council (2004). Driving performance and retention through employee engagement: A quantitative analysis of effective engagement strategies. Retrieved from McKenzie Consulting website: http://www.mckpeople.com.au/SiteMedia/w3 svc161/Uploads/Documents/ 760af459-93b3-43c7-b52a-2a74e984c1a0.pdf.
- Devaraj, S., Matta, K. F., and Conlon, E. (2001). Product and service quality: The antecedents of customer loyalty in the automotive industry. Production and Operations Management, 10(4), 424-439.
- Erez, A. and Isen, A. M. (2002). The influence of positive affect on the components of expectancy motivation. Journal of Applied Psychology, 87, 1055-1067.
- Fisher, C. D. (2003). Why do lay people believe that satisfaction and performance are correlated? Possible sources of a commonsense theory. Journal of Organizational Behavior, 24, 753- 777.
- Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews, 12, 384-412. doi:10.1111/j.1468- 2370.2009.00270.x.
- Fredrickson, B. L. (2003). Positive emotions and Upward Spirals In Organizations. In K.S. Cameron, J. E. Dutton, R. E. Quinn (Eds), Positive organizational scholarship (pp. 163175). San Francisco, CA: Berrett-Koehler.
- Fulmer, I., Gerhart, B., and Scott, K. (2003). Are the 100 best better? An empirical investigation of the relationship between being a 'great place to work' and firm performance. Personnel Psychology, 56, 595- 993.
- George, J. M. and Brief, A. P. (1996). Motivational agendas in the workplace: The effects of feelings on focus of attention and work motivation. Research in Organizational Behavior, 18, 75-109.
- Harrison, D. A., Newman, D. A., and Roth, P. L. (2006). How important are job attitudes? Meta- analytic comparisons of integrative behavioral outcomes and time sequences. Academy of Management Journal, 49, 305-325.
- Harter, J. K., Schmidt, F. L., and Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta- analysis. Journal of Applied Psychology, 87(2), 268-279.
- Harter, J. K. and Blacksmith, N. (2010). Employee engagement and the psychology of joining, staying in, and leaving organization. In P. A. Linley, S. Harrington, and N. Garcea (Eds.), Oxford Handbook of Positive Psychology and Work (pp. 121- 130). New York, NY: Oxford University Press.
- Hodges, T. D. and Asplund, J. (2010). Strengths development. In P. A. Linley, S. Harrington, and N. Garcea (Eds.), Oxford Handbook of Positive Psychology and Work (pp.213220). New York, NY: Oxford University Press.
- Ilies, R. and Judge, T. A. (2002). Understanding the dynamic relationships among personality, mood, and job satisfaction: A field experience sampling study. Organizational Behavior and Human Decision Processes, 89, 1119-1139.
- ISR. (2006, June 29). Engaged employees help boost the bottom line. Retrieved from PRWEB website: http://www.prweb.com/re;eases/2006/6/prweb405040.htm.
- Larson, R. (2009). The Future of Customer Relationship Management. Retrieved from Liberty University, Faculty Publications and Presentations, Paper 7: Retrieved from http://difitalcommons.liberty.edu/busi_fac_pubs/7.
- Lewis, B. R. and Soureli, M. (2006). The antecedents of consumer loyalty in retail banking. Journal Consumer Behavior, 5, 15-31. doi:10.1002/cb.46.
- Locke, K. (1996). A funny thing happened! The management of consumer emotions in service encounters. Organization Science, 7(1), 40-59. doi:10.1287/orsc.7.1.40.
- Lyubomirsky, S., King, L., and Diener, E. (2005). The benefits of frequent positive affect: Does happiness lead to success? Psychological Bulletin, 131, 803- 855.
- McWilliams, A. and Siegel, D. (2000). Corporate social responsibility and financial performance: Correlation or misspecification? Strategic Management Journal, 21, 603-609.
- Millard, N. (2006). Learning from the 'wow' factor - How to engage customers through the design of effective affective customer experiences. BT Tech Journal, 24(1), 1116. doi: 10.1007/s10550-006-0016-y.
- Nagamachi, M. (2008). Perspectives and new trend of Kansei/Affective engineering. The TQM Journal, 20(4), 290-298. doi:10.1108/17542730810881285.
- Nayyar, P. R. (1995). Stock market reactions to customer service changes. Strategic Management Journal, 16, 39-53. doi:10.1002/smj.4250160106.
- Norman, D. A. (2004). Emotional design: Why we love (or hate) everyday things. New York: Basic books.
- Parasuraman, A., Zeihaml, V.A., and Berry, L. L. (1988). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 22-40.
- Reinartz, W. J. and Kumar, V. (2003). The impact of customer relationship characteristics on profitable lifetime duration. The Journal of marketing, 67(1), 77-99.
- Stairs, M. and Galpin, M. (2010). Positive engagement: From employee engagement to workplace happiness. In P. A. Linley, S. Harrington, and N. Garcea (Eds.), Oxford Handbook of Positive Psychology and Work (pp. 155-174). New York, NY: Oxford University Press.
- Staw, B. M., and Barsade, S. G. (1993). Affect and Managerial Performance: A test of the sadder-but-wiser vs. happier-and-smarter hypotheses. Administrative Science Quarterly, 38, 304-331.
- Strong, K. C., Ringer, R. C., and Taylor, S. A. (2001). The rules of stakeholder satisfaction (timeliness, honesty, empathy). Journal of Business Ethics, 32, 219-230. doi:10.1023/A:1010714703936.
- Tang, Q. and Umemuro, H. (2012). Factors that elicit human affects: Affective responses among Japanese adults. Journal of Japan Industrial Management Association, 62(6), 311-322.
- Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A., and Burnett, J. (2006). Working life: Employee attitudes and engagement 2006. London: Chartered Institute of Personnel and Development.
- Umemuro, H. (2009). Affective technology, affective management, towards affective society. In J.A. Jacko. (Ed.), Lecture Notes in Computer Science: Vol. 5612/2009. Human-Computer Interaction. Ambient, Ubiquitous and Intelligent Interaction (pp. 683-692). doi:10.1007/978-3-642-02580-8_75.
- Umemuro, H. (2011). Affective technology through affective management. In C. Stephanidis (Ed.), Lecture Notes in Computer Science: Vol. 6766/2011. Universal Access in Human-Computer Interaction. User Diversity (pp. 513-518). doi:10.1007/978-3-642-21663-3_55.
- Wellings, R. S., Bernthal, P., and Phelps, M. (2005). Employee engagement: The key to realizing competitive advantage. Retrieved from DDI World Development Dimensions International website: http://www.ddiworld.com/DDIWorld/media/ monographs/employeeengagement_mg_ddi.pdf?ext=.pdf.
- Whitehouse, L. (2006). Corporate social responsibility: Views from the frontline. Journal of Business Ethics, 63, 279-296.
- Zelenski, J. M., Murphy, S. A., and Jenkins, D. A. (2008). The happy- productive worker thesis revisited. Journal of Happiness Studies, 9(4), 521-537. doi:10.1007/s10902-008-9087-4.
- Cytowane przez
- ISSN
- 2299-7075
- Język
- eng