Determinants of salaries earned: Comparisons of black and white healthcare managers

We develop and test a model of salaries attained for four groups of healthcare executives: white males (n=216); black males (n=124), white females (n=249) and black females (n=139). We show that blacks are not earning as much as whites and that females of either race are earning less than males. Three sets of predictors are evaluated: individual achievements; access to employment by certain types of healthcare organizations; and treatment within the employing organization. Individual attainments, such as years of experience, predict higher salaries in all four groups. Only black males benefit from having taken a specialized degree in healthcare management. Also, supervision of whites within the employing organization raises the salaries of all groups except white females. Hospital employment, and private-sector employment play only an indirect role in salaries achieved by blacks in this 1991 survey.     

The influence of subordinate age on managerial actions: An attributional analysis

The present research examined the effects of employee age on managers attributions and actions toward subordinates. The major prediction was that managers attributions would mediate the effects of age on managerial actions. One-hundred and twenty-four undergraduate management students participated in a laboratory experiment in which subordinate age (30 versus 60 years) and performance (high versus low) were manipulated. A laboratory study was conducted so that subordinate credentials and performance levels could be controlled. Analyses indicated that poor performance by older subordinates was attributed more to stable factors than similar performance by younger subordinates. In addition, job simplification was rated as more appropriate and training was recommended as less appropriate for older subordinates. A series of hierarchical regression analyses indicated that the differences in managerial actions were a function of subjects' attributional patterns. Implications of the findings for practice and future research are discussed.     

Managing safety in hydropower projects in emerging markets – Experiences in developing from a reactive to a proactive approach

International companies investing in emerging markets need to address the management of safety under varying conditions. The paper presents an evaluation of the approaches taken by an international hydropower company in two different construction projects, one in India and one in the Philippines. In the first project, the company had to intervene as a reaction to poor safety and overall performance. Based on previous experiences, the company selected a proactive approach in the second project, involving use of the contracting process to ensure adequate conditions from the start of construction and onwards. The paper accounts for the safety performance results in the two projects and interprets them in relationship to external and internal influencing factors in the respective project. It is concluded that a proactive approach has the potential of delivering satisfactory safety results at moderate costs for follow-up. A reactive approach risks exposing the company to ethical and reputation risks due to a poor safety performance before the corrective actions have taken full effect. It is also resource demanding. Results demonstrate the feasibility of turning around a project’s safety performance also when preconditions are challenging.     

The impact of race on managers' experiences of developmental relationships (mentoring and sponsorship): An intra-organizational study

This study examines the influence of race on protégés' experiences of forming developmental relationships. Data were collected from 88 black and 107 white managers, who, collectively, accounted for 487 developmental relationships. The results indicate that white protégés have almost no developmental relationships with persons of another race. Black protégés, however, form 63 per cent of their developmental relationships with whites. Blacks are more likely than whites to form relationships outside the formal lines of authority and outside their departments. Furthermore, same-race relationships were found to provide significantly more psychosocial support than cross-race relationships.     

Not seeing eye to eye: differences in supervisor and subordinate perceptions of and attributions for psychological contract breach

This study examines supervisor and subordinate perceptions of and attributions for psychological contract breach. The data suggest that supervisor and subordinate perceptions are most likely to differ on the extent to which the organization violated its obligations to provide fair pay, advancement opportunities, and a good employment relationship. In addition, the results indicate that the greater the degree of psychological contract breach reported by subordinates, the less committed they are to the organization and the lower their job performance (as rated by their supervisor). Moreover, when psychological contract breach is perceived, supervisors' and subordinates' attributions regarding the reasons for the breach are likely to differ. Specifically, the findings suggest that subordinates are more likely to attribute breach to the organization's intentional disregard for the commitments that it had made to the employee, while supervisors are more inclined to attribute breach to situations beyond the organization's direct control. Copyright © 2001 John Wiley & Sons, Ltd.     

Younger supervisors,older subordinates: An organizational‐level study of age differences,emotions, and performance

Younger employees are often promoted into supervisory positions in which they then manage older subordinates. Do companies benefit or suffer when supervisors and subordinates have inverse age differences? In this study, we examine how average age differences between younger supervisors and older subordinates are linked to the emotions that prevail in the workforce, and to company performance. We propose that the average age differences determine how frequently older subordinates and their coworkers experience negative emotions, and that these emotion frequency levels in turn relate to company performance. The indirect relationship between age differences and performance occurs only if subordinates express their feelings toward their supervisor, but the association is neutralized if emotions are suppressed. We find consistent evidence for this theoretical model in a study of 61 companies with multiple respondents. Copyright © 2016 John Wiley & Sons, Ltd.     

中国煤矿员工文化程度及对安全的影响分析

我国煤矿员工文化程度低一直被看作是煤炭企业的安全生产的重要制约因素之一,而把事故归咎于矿工的文化水平也引起了广泛争议。本文通过广泛收集国内外相关文献信息,将我国煤矿员工与美国、加拿大和南非的煤矿员工及国内其他行业的员工文化程度进行对比,发现我国煤矿员工平均收教育年限较国外少3.3年,与国内其他高危行业持平,但低于全国劳动力平均受教育水平。在现场调研数据的基础上,分析了员工文化程度对安全生产的影响情况,发现煤矿员工的文化程度与企业总体安全文化水平呈正相关关系,而且文化程度与煤矿的安全生产状况互为因果。     

The multiple pathways of high performing groups: the interaction of social networks and group processes

This study examines how both strong and weak relationship groups (groups with numerous, intense internal friendship ties and few, less intense internal friendship ties respectively) achieve high performance when utilizing strategies that capitalize on the strengths and minimizing the weaknesses associated with their internal social structure. We examine the interactions of groups' internal friendship networks with their external network structures (external ties) and internal intragroup conflict (constructive controversy). The results of a study using survey, archival and interview data on 35 groups of MBA students indicated that internal friendship networks interacted with constructive controversy and external networks to determine when groups would achieve superior performance. High performing strong relationship groups engaged in greater constructive controversy than low performing strong relationship groups, while constructive controversy appeared to have minimal effect on the performance of weak relationship groups. High performing weak relationship groups had fewer external bridging ties to other groups when compared to low performing weak relationship groups, while external bridging ties appeared to have minimal effect on the performance of strong relationship groups. Copyright © 2006 John Wiley & Sons, Ltd.     

基于信息加工模型的管制员差错分类与分析

在Wickens的人类信息加工模型的基础上,加入注意功能、情景意识、内部和外部操作成形因素,建立了管制员信息处理模型。按照该模型,空中交通管制人为差错可按照认知领域分为感知与警觉性差错、短时记忆差错、长时记忆差错、判断与计划差错、响应选择差错和响应执行差错;影响管制员操作的情境条件可分为外部操作成形因素和内部操作成形因素。对以往空管人为差错的分析表明,在信息加工层面分类的人为差错更宜于确定差错的心理致因。基于该理论模型的差错分类系统可以改进人为差错分析的有效性和一致性,从而提高差错管理的有效性。     

Leak location of pipelines based on transient model and PSO-SVM

An improved and integrated approach of support vector machine and particle swarm optimization theory (PSO-SVM) is first used to detect the leak location of pipelines and overcome the problem of multiple leaks. The calibration and predictive ability of improved PSO-SVM is investigated and compared with that of other common method, back-propagation neural network (BPNN). Two conditions are evaluated. One with a leak involves a set of 20 samples, while another with two leaks has 127 samples. Both internal and external validations are performed to validate the performance of the resulting models. The results show that, for the two conditions, the values calculated by improved PSO-SVM are in good agreement with those simulated by transient model, and the performances of improved PSO-SVM models are superior to those of BPNN. This paper provides a new and effective method to inspect the multiple leak locations, and also reveals that improved PSO-SVM can be used as a powerful tool for studying the leak of pipeline.     

The effects of appraisal instrument,feedback and goal-setting on worker satisfaction and commitment

Twenty managers and 125 subordinates participated in a field experiment performed in the Israel Airport Authority. The managers received intensive training in giving performance feedback and setting specific goals when conducting appraisals of their subordinates. Following training, the managers were assigned randomly to one of four conditions: feedback and goals using BOS-based appraisal; feedback using BOS-based appraisal with no goals; feedback and goals using GRS-based appraisal; feedback alone using GRS-based appraisal. Work satisfaction and organizational commitment were measured before and after the performance appraisals were conducted. A two-way analysis of variance followed by univariate analyses by means of a studentized range test revealed that (1) the use of BOS-based appraisal increased work satisfaction significantly more than the use of GRS-based appraisal, (2) feedback followed by goal-setting resulted in significantly higher work satisfaction and organizational commitment than feedback alone, regardless of the appraisal scale that was used, and (3) the combination of BOS-based appraisal, feedback and goal-setting led to significantly higher work satisfaction than was the case in the other experimental conditions.     

油气井特殊螺纹接头连接安全性研究

针对油气井中API螺纹和常规特殊螺纹接头连接性能较差的问题,提出了1种新型特殊螺纹接头结构,采用有限元法,分析了该螺纹接头在上扣、拉伸、压缩、拉伸+内压、拉伸+内外压等5种工况下螺纹位移、接头接触应力和Mises应力的分布规律,研究了螺纹接头在极限载荷下的连接安全性,并通过全尺寸试验验证了有限元结果的正确性。分析和试验结果表明:在5种工况下,螺纹首尾3扣应力很大,中间段螺纹的应力分布较均匀,螺纹两端存在明显的应力集中;螺纹径向位移和轴向位移随拉伸、压缩、外压载荷的增加而增大,随内压载荷的增大而减小;极限载荷下,管体屈服而接头并未发生滑脱及泄漏现象;该螺纹接头连接强度、密封性能和抗粘扣能力达到了使用要求。     

The impact of job security,satisfaction and stress on performance assessment and optimization of generation companies

In this study, performances of Iranian thermal power plants have been assessed with respect to human factors such as job stress, satisfaction and security through data envelopment analysis (DEA). In the first step performance of power plants (DMUs) have been evaluated considering traditional production factors including installed capacity, internal consumption and fuel consumption as inputs and gross production as output (model 1). In the next step, model 1 is expanded to include three above mentioned human factors (model 2). Power plants have been ranked based on their relative efficiency scores in both models. Pearson and Spearman correlation coefficients between relative efficiency scores and rankings of power plants in two models have been calculated. The results show that efficiency scores and rankings of power plants in two models are quite different indicating that mentioned human factors have direct impact on overall performance of generation companies and that if we were to use just traditional factors it would not reflect the optimum efficiency of the DMUs. Finally, job security has been found as the most effective human factor in Iranian power plants. This is the first study that presents an integrated approach for assessment of electric power plants considering job stress, security and satisfaction. And it is shown that these human factors play important role in overall performance of generation companies.     

HSE理念与管理研究

HSE（健康,安全和环境）的理念和文化建立是非常重要的,文化的建立离不开好的管理系统.员工或领导对工作不熟悉或没有按照生产程序去做,从而导致事故发生.为了预防事故,安全和生产不可分割.公司重视HSE管理,即重视人的生命和价值,热心公益事业,则有高效率的管理系统.     

The impact of subordinate–supervisor similarity in growth‐need strength on work outcomes: the mediating role of perceived similarity

Based on data collected from 205 vertical dyads, we found that subordinate–supervisor similarity in their self‐reported growth‐need strength (GNS) had a positive effect on subordinate‐perceived and supervisor‐perceived global similarity. The findings also suggested that subordinate‐perceived global similarity mediates the link between similarity in GNS and subordinate's trust in and loyalty to supervisor; whereas supervisor‐perceived global similarity mediates the link between similarity in GNS and supervisor‐rated in‐role/extra‐role performances. In addition, we found that subordinate–supervisor similarity in self‐reported GNS and perceived global similarity had independent effects on work outcomes for both subordinates and supervisors. Copyright © 2006 John Wiley & Sons, Ltd.     

Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates

We examined whether participative leadership behavior is associated with improved work performance through a motivational process or an exchange‐based process. Based on data collected from 527 employees from a Fortune 500 company, we found that the link between superiors' participative leadership behaviors and subordinates' task performance and organizational citizenship behavior toward organizations (OCBO) was mediated by psychological empowerment (motivational mediator) for managerial subordinates. Yet, for non‐managerial subordinates such as supporting and front‐line employees, the impact of participative leadership on task performance and OCBO was mediated by trust‐in‐supervisor (exchange‐based mediator). Implications for theories and practices are discussed. Copyright © 2009 John Wiley & Sons, Ltd.     

Inferences about causes and consequences of behavior of leaders and subordinates

This study addresses spontaneous inferences about causes and consequences of performance‐related behavior of leaders and subordinates. Respondents (leaders and subordinates) completed sentences describing the behavior of leaders or subordinates. It was expected that behavior of leaders induces more causal analysis because it can more strongly affect others. This hypothesis was confirmed, suggesting that position labels can trigger control motivation. It was also found that leader behavior induced more inferences about the consequences for the environment than for the actor, supporting the assumption that leaders are seen as persons who affect their environment. In addition, the data indicate that subordinate respondents made more inferences about causes as well as consequences than leaders did, and have a more positive view of others. Copyright © 1999 John Wiley & Sons, Ltd.     

Leader–member exchange and job performance: The effects of taking charge and organizational tenure

We theorized and tested the mechanisms by which leader–member exchange (LMX) quality is associated with job performance. The results obtained using 212 employee–supervisor pairs from eight Chinese companies indicated that LMX quality had an indirect and positive relationship with taking charge via psychological empowerment and had an indirect and positive relationship with job performance via taking charge. In addition, organizational tenure significantly moderated the relationship between taking charge and job performance, such that the positive effect of taking charge on job performance became weaker as organizational tenure increased. Furthermore, organizational tenure significantly moderated the indirect positive relationship between LMX quality and job performance via taking charge; the indirect effect became weaker as organizational tenure increased. These results suggest that organizations should encourage managers to develop high‐quality LMX with their subordinates, which may make them feel more empowered and engage in more taking charge, and result in better job performance. Copyright © 2014 John Wiley & Sons, Ltd.     

Determinants of delegation and consultation by managers

Few studies have identified determinants of delegation and consultation. To investigate this question further, we surveyed managers and subordinates in two samples and interviewed managers individually or in focus groups. The use of delegation and consultation with individual subordinates was determined in part by characteristics of the subordinates and the manager–subordinate relationship. More delegation was used for a subordinate who was competent, shared the leader's task objectives, had worked longer for the manager, was a supervisor also, and had a favorable exchange relationship with the manager. Consultation with a subordinate was predicted by goal congruence, subordinate job level, and quality of the leader–member exchange relationship. The managers acknowledged that developing subordinates and empowering them to do their work were important reasons for delegation, but many managers were reluctant to give up control over important decisions or assign an important task to an inexperienced subordinate. Copyright © 1999 John Wiley & Sons, Ltd.