Margaret Lindorff
Biographic Data
| ID | 769178 |
|---|---|
| NAME | Margaret Lindorff |
| GIVEN NAMES | Margaret |
| FAMILY NAME | Lindorff |
| SIGNATURE | LINDORFF M |
| AFFILIATIONS | Monash University |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 13 |
| AUTHOR COUNT | 5 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2001 |
| LATEST PUBLICATION YEAR | 2011 |
| H-INDEX | 3 |
Temporary Staff, Contractors, and Volunteers: The Hidden Workforce in Victorian Local Government
Theories of strategic Human Resource Management (HRM) emphasise the need to understand and effectively manage the workforce, and to align HRM practices with organisational strategy. Local government in Victoria was radically revised in 1993–94 with forced amalgamations, and later the introduction of Best Value Principles. Alongside this have been changes to council workforces. This article explores the composition of these workforces, and seeks t…
Job Satisfaction and Gender in the APS: Who’d Want to be a Male
This article uses the 2008 State of the Service survey data to compare the job satisfaction and attitudes toward work of men and women in the Australian Public Service (APS). It shows that up to and including Executive Level (EL) women are significantly more positive than men about their work and the organisation. At Senior Executive Service (SES) level men are more satisfied. The article also looks at the predictors of job satisfaction separatel…
We’re Not all Happy Yet: Attitudes to Work, Leadership, and High Performance Work Practices among Managers in the Public Sector
This article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female mana…
Determinants of received social support: Who gives what to managers
The matching hypothesis suggests that contextual variables will influence the social support received for stressful events. This study examines the influence of supporter relationship, stressor domain (work or nonwork), recipient gender, stressor controllability, and the social nature of the stressor on the social support received by 435 managers. Some evidence is found for support matching. Emotional support is more often received for social str…
Sex differences in explanations for career progress
Tests the prediction that there will be sex differences in how middle managers perceive promotion requirements, and that such differences will be influenced by societal expectations of gender appropriateness, in which women are expected to display communal (nurturing, interpersonally sensitive) and men agentic (independent, assertive and ambitious) qualities and behaviour. Results from 351 male and 156 female managers indicated that sex does not …
We’re Not all Happy Yet: Attitudes to Work, Leadership, and High Performance Work Practices among Managers in the Public Sector
This article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female mana…
Temporary Staff, Contractors, and Volunteers: The Hidden Workforce in Victorian Local Government
Theories of strategic Human Resource Management (HRM) emphasise the need to understand and effectively manage the workforce, and to align HRM practices with organisational strategy. Local government in Victoria was radically revised in 1993–94 with forced amalgamations, and later the introduction of Best Value Principles. Alongside this have been changes to council workforces. This article explores the composition of these workforces, and seeks t…
Determinants of received social support: Who gives what to managers
The matching hypothesis suggests that contextual variables will influence the social support received for stressful events. This study examines the influence of supporter relationship, stressor domain (work or nonwork), recipient gender, stressor controllability, and the social nature of the stressor on the social support received by 435 managers. Some evidence is found for support matching. Emotional support is more often received for social str…
Job Satisfaction and Gender in the APS: Who’d Want to be a Male
This article uses the 2008 State of the Service survey data to compare the job satisfaction and attitudes toward work of men and women in the Australian Public Service (APS). It shows that up to and including Executive Level (EL) women are significantly more positive than men about their work and the organisation. At Senior Executive Service (SES) level men are more satisfied. The article also looks at the predictors of job satisfaction separatel…
Sex differences in explanations for career progress
Tests the prediction that there will be sex differences in how middle managers perceive promotion requirements, and that such differences will be influenced by societal expectations of gender appropriateness, in which women are expected to display communal (nurturing, interpersonally sensitive) and men agentic (independent, assertive and ambitious) qualities and behaviour. Results from 351 male and 156 female managers indicated that sex does not …
Determinants of received social support: Who gives what to managers
The matching hypothesis suggests that contextual variables will influence the social support received for stressful events. This study examines the influence of supporter relationship, stressor domain (work or nonwork), recipient gender, stressor controllability, and the social nature of the stressor on the social support received by 435 managers. Some evidence is found for support matching. Emotional support is more often received for social str…
We’re Not all Happy Yet: Attitudes to Work, Leadership, and High Performance Work Practices among Managers in the Public Sector
This article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female mana…
Temporary Staff, Contractors, and Volunteers: The Hidden Workforce in Victorian Local Government
Theories of strategic Human Resource Management (HRM) emphasise the need to understand and effectively manage the workforce, and to align HRM practices with organisational strategy. Local government in Victoria was radically revised in 1993–94 with forced amalgamations, and later the introduction of Best Value Principles. Alongside this have been changes to council workforces. This article explores the composition of these workforces, and seeks t…
Job Satisfaction and Gender in the APS: Who’d Want to be a Male
This article uses the 2008 State of the Service survey data to compare the job satisfaction and attitudes toward work of men and women in the Australian Public Service (APS). It shows that up to and including Executive Level (EL) women are significantly more positive than men about their work and the organisation. At Senior Executive Service (SES) level men are more satisfied. The article also looks at the predictors of job satisfaction separatel…
Business (4 works) · Political science (4 works) · Public relations (4 works) · Work (physics (4 works) · Gender Diversity and Inequality (3 works) · Job Satisfaction and Organizational Behavior (3 works) · Psychology (3 works) · Social Psychology (3 works) · Economic growth (2 works) · Economics (2 works)