Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance

Anna A. Amirkhanyan, Seung Ho An, Beth A. Hawks, Kenneth J. Meier

Research output: Contribution to journalArticlepeer-review

4 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)593-630
Number of pages38
JournalAdministration and Society
Volume52
Issue number4
DOIs
StatePublished - Apr 1 2020

Keywords

  • job tenure
  • management strategies
  • organizational performance

ASJC Scopus subject areas

  • Sociology and Political Science
  • Public Administration
  • Marketing

Fingerprint

Dive into the research topics of 'Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance'. Together they form a unique fingerprint.

Cite this