Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance
Administration & Society 52 (4): 593-630
42 Pages Posted: 23 Jul 2019 Last revised: 20 Mar 2020
Date Written: 2020
This study investigates linear and nonlinear effects of job tenure on organizational performance and explores how administrators’ job tenure can moderate the relationship between three key managerial strategies – innovative management, participatory management, and external management – and performance. Using archival performance indicators available from the Centers for Medicare and Medicaid Services in combination with a recent survey of nursing home administrators, we find that job tenure has a linear and nonlinear relationship with two different performance dimensions, respectively. Also, more experienced managers are better able to manage external environments and share power internally to achieve better outcomes.
Keywords: Job Tenure, Management Strategies, Organizational Performance
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