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Phenomenological study of managers' ...

Amaro, Frank C., Jr.

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Phenomenological study of managers' perceptions in the evaluation of nontraditional workers' job performance.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Phenomenological study of managers' perceptions in the evaluation of nontraditional workers' job performance./
Author:	Amaro, Frank C., Jr.
Description:	162 p.
Notes:	Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.
Contained By:	Dissertation Abstracts International77-02A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3723034
ISBN:	9781339055312

Phenomenological study of managers' perceptions in the evaluation of nontraditional workers' job performance.
Amaro, Frank C., Jr.

Phenomenological study of managers' perceptions in the evaluation of nontraditional workers' job performance. - 162 p.

Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.

Thesis (Ph.D.)--Capella University, 2015.

The purpose of this study was to explore how managers' perceptions in the construction and building trades industry influence their decisions in the evaluation of nontraditional workers' job performance. The researcher applied transcendental phenomenological methodology (Moustakas, 1994) in conducting this study, coupled with two additional theories (a) performance improvement/HPT (Van Tiem, Moseley, and Dessinger, 2012) model; and (b) theory-in-use and theory-in-practice (Argyris and Schon, 1974). The researcher applied phenomenology protocols to explore and to analyze the lived experiences of 12 first-line managers who supervised workers. Five themes emerged that indicated (a) no significant evaluation differences in nontraditional and traditional workers, (b) accountability as a mutual contract, (c) the influence of task/outcome dependency on perceptions, (d) giving of feedback to improve performance, and (e) trust in forming nourishing manager-worker business relationships. The implications of these findings for practice suggest that the giving of feedback (as a theory-in-practice) to improve and to rate the performance of employees is mutually associated with the situational factors of (a) accountability, (b) task/outcome dependency, and (c) trust. The acceptance of these situational factors by managers is due to their own cognitive interpretation of satisfactory work accomplishments. Although the researcher provided credible findings there were a number of questions that remained unanswered. Recommendations for future research to expand the findings should include (a) a larger sample size of first-line managers that employ nontraditional workers, and (b) an investigation of how to apply feedback to reduce cognitive miscues on the part of the worker.

ISBN: 9781339055312Subjects--Topical Terms:

516664
Management.

Phenomenological study of managers' perceptions in the evaluation of nontraditional workers' job performance.
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245 1 0 $a Phenomenological study of managers' perceptions in the evaluation of nontraditional workers' job performance.
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500 $a Source: Dissertation Abstracts International, Volume: 77-02(E), Section: A.
500 $a Adviser: Pamela Robinson.
502 $a Thesis (Ph.D.)--Capella University, 2015.
520 $a The purpose of this study was to explore how managers' perceptions in the construction and building trades industry influence their decisions in the evaluation of nontraditional workers' job performance. The researcher applied transcendental phenomenological methodology (Moustakas, 1994) in conducting this study, coupled with two additional theories (a) performance improvement/HPT (Van Tiem, Moseley, and Dessinger, 2012) model; and (b) theory-in-use and theory-in-practice (Argyris and Schon, 1974). The researcher applied phenomenology protocols to explore and to analyze the lived experiences of 12 first-line managers who supervised workers. Five themes emerged that indicated (a) no significant evaluation differences in nontraditional and traditional workers, (b) accountability as a mutual contract, (c) the influence of task/outcome dependency on perceptions, (d) giving of feedback to improve performance, and (e) trust in forming nourishing manager-worker business relationships. The implications of these findings for practice suggest that the giving of feedback (as a theory-in-practice) to improve and to rate the performance of employees is mutually associated with the situational factors of (a) accountability, (b) task/outcome dependency, and (c) trust. The acceptance of these situational factors by managers is due to their own cognitive interpretation of satisfactory work accomplishments. Although the researcher provided credible findings there were a number of questions that remained unanswered. Recommendations for future research to expand the findings should include (a) a larger sample size of first-line managers that employ nontraditional workers, and (b) an investigation of how to apply feedback to reduce cognitive miscues on the part of the worker.
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