Assessing the desktop manager
Abstract
Purpose
This paper aims to present the results of an empirical study identifying desktop managers who spend all of their time engaged with the computer and the effects this has on organizations.
Design/methodology/approach
A survey was administered to 30 organizations in a southwestern US state to determine the presence of desktop managers.
Findings
The paper finds that desktop managers in an organization negatively impacted job satisfaction, organizational commitment, organizational citizenship, and the zest and vitality of subordinates.
Research limitations/implications
Only employees from 30 organizations were surveyed, and all were located in a specific geographic area of the USA.
Practical implications
The negative impact of desktop managers on organizational members points to a disturbing trend, that knowledge workers are not having their interactive communication needs with managers met.
Originality/value
The original scale developed for the study shows promise in identifying the presence of desktop managers in organizations.
Keywords
Citation
Lester, D.L., Parnell, J.A. and Carraher, S. (2010), "Assessing the desktop manager", Journal of Management Development, Vol. 29 No. 3, pp. 246-264. https://doi.org/10.1108/02621711011025777
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited