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An Examination Of “Nonleadership”: From Laissez-Faire Leadership To Leader Reward Omission And Punishment Omission, Timothy R. Hinkin, Chester A. Schriesheim
An Examination Of “Nonleadership”: From Laissez-Faire Leadership To Leader Reward Omission And Punishment Omission, Timothy R. Hinkin, Chester A. Schriesheim
Timothy R. Hinkin
Laissez-faire leadership has received much less attention than have the 3 transactional leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). However, laissez-faire leadership has shown strong negative relationships with various leadership criteria, and the absence of leadership (laissez-faire leadership) may be just as important as is the presence of other types of leadership. This article focuses on a single type of laissez-faire leadership (i.e., the lack of response to subordinate performance). Using a reinforcement perspective, the authors developed measures and examined the effects of the lack of performance-contingent reinforcement in 2 forms: reward omission (leader nonreinforcement of good subordinate performance) …
Contextual Factors And Cost Profiles Associated With Employee Turnover, J. Bruce Tracey, Timothy R. Hinkin
Contextual Factors And Cost Profiles Associated With Employee Turnover, J. Bruce Tracey, Timothy R. Hinkin
Timothy R. Hinkin
[Excerpt] Employee turnover has long plagued the hospitality industry. In the lodging segment, turnover rates have been shown to average about 60 percent annually for line-level employees (Woods, Heck, and Sciarini 1998) and about 25 percent for managerial positions (Smith Travel Research, Tracey, and Tews 2002). This concern is even greater in other hospitality contexts, such as quick-service restaurants, where mean employee turnover runs in excess of 120 percent. Employee turnover has been and continues to be a particularly prolific area of research, with many publications on the topic. Evidence suggests that turnover is triggered by dissatisfaction with such factors …
Development And Use Of A Web-Based Tool To Measure The Costs Of Employee Turnover: Preliminary Findings, Timothy R. Hinkin Ph.D., J. B. Tracey Ph.D.
Development And Use Of A Web-Based Tool To Measure The Costs Of Employee Turnover: Preliminary Findings, Timothy R. Hinkin Ph.D., J. B. Tracey Ph.D.
Timothy R. Hinkin
Employee turnover continues to be one of the most vexing and costly challenges in the hospitality industry. Despite the obvious expense of turnover, few studies have attempted to account for the diverse costs associated with replacing staff. Rather than estimate the cost of turnover, the web-based tool described in this report compiles the specific costs of turnover in the following five categories: pre-departure costs, recruiting costs, selection costs, orientation and training costs, and the cost of lost productivity. Looking specifically at turnover among front-desk associates, recruiting constitutes a substantial portion of turnover costs. The greatest expense, however, that of lost …
Becoming A Leader In The Hospitality Industry, Timothy R. Hinkin
Becoming A Leader In The Hospitality Industry, Timothy R. Hinkin
Timothy R. Hinkin
[Excerpt] Leadership has been defined in many ways, but the essence of leadership involves influencing people toward a desired objective. Leaders do not push followers—they pull them. While management is often concerned about stability, efficiency, and control, leadership is focusing on innovation, adaptation, and employee development. Management focuses on coping with the day to day, while a true leader is looking into the future. A manager can develop a brilliant marketing campaign, create an innovative strategy for growth, and design the most efficient work processes, but if the followers don't engage effectively in the implementation of these initiatives, these efforts …