International Journal of Research and Innovation in Social Science (IJRISS) |Volume VI, Issue X, October 2022|ISSN 2454-6186
Anabelle O. Chagas, Gloria P. Gempes
University of Mindanao, Philippines
Abstract: This study determined the best fit model of managerial effectiveness among managers of water service providers based on knowledge management, personal skills, and emotional labor of six public water utility providers in Davao Region, one of the regions of the Philippines, designated as Region XI. The Structural Equation Modeling (SEM) was utilized in this study with a sample of 400 respondents who were employees of the different water utility providers in Region XI. Sets of adapted survey questionnaires were used to obtain data from the respondents, which were subjected to content validity and reliability analysis. The data were analyzed using the Mean, Pearson-r, and Structural Equation Model. The results reveal that the levels of knowledge management, personal skills, and emotional labor strategies of managers among water service providers are very high. Moreover, a significant relationship existed between these variables. The best fit model (hypothesized model 5) revealed a significant relationship between knowledge management and personal skills as exogenous variables predicting the endogenous variable managerial effectiveness.
Index Terms: causal model, knowledge management, management, managerial effectiveness, Philippines, water service provider, SEM
I. INTRODUCTION
Organizational problems such as managerial ineffectiveness often arise because of a lack of managerial responses arising from dispersed knowledge (Becker, 2002). There have been a number of managerial strategies tested to address different components of effectiveness, thereby guiding managers to be in control, one of which is feedback-seeking. However, seeking positive feedback, for example, decreased constituents’ opinions of the manager’s effectiveness [3]. Further, it was argued that the problems brought by managerial ineffectiveness such as low productivity, dwindling morale, and high excessive employee turnover are because of a lack of quality relationship between the manager and employees [2].
One important aspect of managerial effectiveness that can be stressed out is the managerial context that focuses on the individual’s attributes. It is believed that organizational context can significantly support or hinder job performance [23]. Considering the context of the water industry, a study conducted in the U.K.’s Privatized water industry [21] revealed that a firm could enhance the interests of its shareholders and other relevant stakeholders by upholding customer interests and managerial performance. Hence, managerial effectiveness can be translated into managerial autonomy in water service