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Managerial Practices Versus The Attitudes And Behaviors Of Employees

Author

Listed:
  • Roxana Lucia Mihai

    (ASE Bucharest, Romania)

  • Catalin Georgian Mihai

    (University of „Vahahia”, Târgoviste, Romania)

Abstract

Relationship’s represents an integrated part of our lives as human beings and will be always part of our own conscience. Their objectivity will be as much as possible uncertain. Recent studies of the labor market shows that one of the reasons why the employees’ are leaving the company is the direct relationship with their upper management level. Efficient management communication helps to better connect with the employee, to create positive relationships but also frame behavior and attitude. Managers represents the organizations and their way of communication can influence the employee behavior. Despite the fact that relationships were considered pillars of management research for decades, the meanings of communications between the management and the employee became more and more essential. The organizations can train supervisors to develop set of good practice ways and tools, to communicate with people, to implement flexible labor contracts, to improve job designs, to involve the employee into important decision taking and to offer important and provocative tasks, having as aim to create the frame for the employee to reach the highest potential and to become an integrated part of their organization

Suggested Citation

  • Roxana Lucia Mihai & Catalin Georgian Mihai, 2016. "Managerial Practices Versus The Attitudes And Behaviors Of Employees," Management Strategies Journal, Constantin Brancoveanu University, vol. 34(4), pages 215-219.
    • Handle: RePEc:brc:journl:v:34:y:2016:i:4:p:215-219
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    References listed on IDEAS

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    1. Nicholas Bloom & Christos Genakos & Raffaella Sadun & John Van Reenen, 2011. "Management Practices Across Firms and Countries," CEP Discussion Papers dp1109, Centre for Economic Performance, LSE.
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    More about this item

    Keywords

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    JEL classification:

    • J5 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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