Journal of Management Research

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Grievances of Middle Managers


Affiliations
1 Department of Management of Technology, University of Moratuwa, Sri Lanka
2 Department of Human Resource Management, University of Sri Jayawardenapura, Sri Lanka
     

   Subscribe/Renew Journal


By considering branch managers of commercial banks as middle managers, the paper explores grievances suffered by commercial bank branch managers in the Colombo district, Sri Lanka, in fulfilling their organisational roles. Although the main emphasis was given to the identification of causes of grievances, other related factors such as grievance handling procedures banks resort to and branch managers' contentment regarding the current practices of grievance handling by the banks were also investigated. By drawing upon research evidence from 100 branch managers from five commercial banks (two solely state sector owned and three local private sector owned) in Colombo district, we identified five major causes and 21 causes of grievance. In the analysis, we found that the major cause "job itself" created the highest degree of grievances out of the five major causes. Further, two causes - number of duties and number of targets that were comprised in the major cause "Job itself" were highlighted as giving the highest degree of grievance to all respondents irrespective of sector and gender. The paper discusses the research and practical implications of the study.

Keywords

Grievance, Commercial Bank Managers, Grievance Handling
User
Notifications

  • Babbie, E (1989), The Practice of Social Research (3rd Ed), Wordsworth, California.

  • Brubakk, B., and Wilkinson, A. (1996), Changing Roles of Middle Management: A Case Study of Bank Branch Management, Journal of Retail and Consumer Services, 3(1): 163-174.

  • Central Bank of Sri Lanka (1997), Foundation Laid for a Dynamic Financial System, The Economic Research Dept, Central Bank, Sri Lanka.

  • Davar, R.. S. (1992), Executive Motivation-A Behavioural Science Approach, in Davar, R.S. (Ed), The Human Side of Management, pp. 169-183, Universal Books, New Delhi.

  • Devanna, M. A., and Warren, E. K. (1983), Managing the Middle, Human Resource Management, 22(1/2): 173-181.

  • Dopson, S. and Stewart, R. (1989), What is Happening to Middle Management?, British Journal of Management 1(2): 3-16.

  • Gleason, R. D. (1963), Why Executives Change Jobs, Management Review, November: 44-46.

  • Graham, H.T. and Bannett, R. (1995), Human Resource Management (8th Ed), Pitman, London.

  • Kanter R.M. and Stein, B.A. (1979), Life in Organizations: Work Places As People Experience Them, Basic Books Inc, New York.

  • Keys, B. and Bell, R. (1983), The Four Faces of Middle Management, The World Executive Digest, July.

  • Lewitt, T. (1962), Incentives for Executives, in Ewing, D. W. and Fenn, Jr, Dan H, Incentives for Executives, McGraw Hill.

  • Mankidy, A. (1996), Women Managers In Indian Banks, Sri Lankan Journal of Management, July-September.

  • McDermott, L. C. (1992), Caught in the Middle, Prentice Hall, Englewood Cliffs.

  • Metzger, R.(1990), Middle Managers in the Middle of Planning. Bankers Monthly, July: 68.

  • Nilkant, V. and Ramnarayan, S. (1990), Managers in the Middle: A Case of Underdevelopment and Underutilisation, Vikalpa 15(2): 3-12.

  • Poval, M. (1985). Women in Banking, in Livy, B. L. (Ed), Management and People in Banking, pp. 325-340, The Chartered Institute of Bankers, London.

  • Siegel, L and Lane, I. M. (1982), Personnel and Organizational Psychology, Richard D. Irwin Inc, Homewood.

  • Singh, A.K and Singh, R. (1994), Effective Executive Behaviour Among Middle Managers, South Asian Journal of Management, July-September 1994.

  • Smith, P. C., Kendall, L. M. and Hulin, C. L. (1969), The Measures of Satisfaction in Work and Retirement, Rand McMally, Chicago.

  • Stewart, R. (1992), Changes Affecting Middle managers in the EC. International Studies of Management and Organisation 22(1).

  • Yin, R. K. (1994), Case Study Research: Design and Methods, Sage, California.


Abstract Views: 269

PDF Views: 1




  • Grievances of Middle Managers

Abstract Views: 269  |  PDF Views: 1

Authors

Vathsala M Akuratiyagamage
Department of Management of Technology, University of Moratuwa, Sri Lanka
H. H. D. N. P. Opatha
Department of Human Resource Management, University of Sri Jayawardenapura, Sri Lanka

Abstract


By considering branch managers of commercial banks as middle managers, the paper explores grievances suffered by commercial bank branch managers in the Colombo district, Sri Lanka, in fulfilling their organisational roles. Although the main emphasis was given to the identification of causes of grievances, other related factors such as grievance handling procedures banks resort to and branch managers' contentment regarding the current practices of grievance handling by the banks were also investigated. By drawing upon research evidence from 100 branch managers from five commercial banks (two solely state sector owned and three local private sector owned) in Colombo district, we identified five major causes and 21 causes of grievance. In the analysis, we found that the major cause "job itself" created the highest degree of grievances out of the five major causes. Further, two causes - number of duties and number of targets that were comprised in the major cause "Job itself" were highlighted as giving the highest degree of grievance to all respondents irrespective of sector and gender. The paper discusses the research and practical implications of the study.

Keywords


Grievance, Commercial Bank Managers, Grievance Handling

References