THE UPWARDS INFLUENCE TACTICS OF HUMAN RESOURCE EXECUTIVES
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This study examines the use of influence tactics by 41 Human Resource Executives in upward direction (e.g. CEO/General Manager). The results indicate that they use a large number of influence tactics, that they use more frequently ‘‘soft’’ tactics than ‘‘hard’’ ones or ‘‘neither soft nor hard’’ ones, and they choose their tactics based on a cost-benefit analysis. Furthermore, the analyses reveal that respondents whose feelings of self-efficacy are high will not attempt to influence or use ‘‘soft’’ tactics any more frequently than respondents with low feelings of self-efficacy. Finally, the results indicate that our respondents exercise influence effectively in upward direction.
SKU-1145
30 Items
2050-01-01
New
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This article focuses on current and future analysis teams Socially Responsible Investment (SRI) of asset management in France. The aim of this paper is to investigate a possible convergence between traditional asset management and SRI management, in particular through a detailed study of the tasks performed by these teams and their position in the Management Industry assets. The results of a survey conducted in France in 2009 with key players in the field are presented. These results suggest a convergence taking place between SRI and conventional management (mainstream), although it still seems to be a great heterogeneity of practices reflecting a transition in a field still very fragmented.
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