The present study explored the applicable motivation factors that contribute to job satisfaction in terms of job motivators and maintenance factors when working on projects. The researchers asked students enrolled in a university advanced project management leadership course to respond to a job motivators and maintenance factors factor self- assessment. This tool is useful in determining the factors that contribute to motivation when working on projects (Lusser & Achua, 2016). The researchers then conducted a chi-square test to determine whether the observed values were significantly different from an expected value of 18, which is the midpoint. The chi-square goodness of fit test led to the rejection of H10 and the acceptance of H1a. with a p<.001. Additionally, the chi-square goodness of fit test led to the acceptance of H20 and the rejection of H2a. with a p=.994. The self-assessment revealed that the students tended to exhibit higher motivator scores and lower maintenance scores. The findings of this study have significant implications for leadership behavior when leading project teams. These findings can also contribute to a better understanding of the motivation factors that characterize team members for the completion of successful projects.
The nursing home industry is facing a crisis that appears to only get worse as each year progresses. The issue at hand is attracting and retaining qualified nursing home administrators to run efficient nursing homes. There is an overwhelming amount of data that highlights the devastating effects of job burnout on professionals. Job burnout has been found to impact the longevity of professionals. The purpose of this research was to examine the impact of job burnout among Georgia’s nursing home administrators. Participants in the study were licensed nursing home administrators (N= 363) who are employed in the state of Georgia. I received 141 completed surveys for a response rate of 38%. This study found that nursing home administrators show moderate levels emotional exhaustion, low cynicism, and high professional efficacy.
The present study explored the applicable situational leadership styles of experienced military managers attending an advanced leadership educational program. While attending this program, these managers were requested to reveal the results of their situational leadership self-assessment in which they participated. A total of 620 managers agreed to reveal their results, and descriptive statistics were conducted to determine the findings of their situational leadership self-assessments. The study research results revealed two situational leadership styles were predominating: (Telling and Participating). The findings of research study have significant implications for managers when leading individuals and teams for organizational success. These findings also may contribute to better understanding of the situational leadership styles which characterize managers when leading people and team members. Additionally, the findings of this study also have implications for teaching situational leadership skills in a variety of settings to include educational leadership programs such as the one reported here.
In 2012, EEOC v. Henry’s Turkey Service was one of the largest disability settlements in American history. Henry’s Turkey Service was ordered to pay $240 million for paying mentally disabled workers with I.Q.s estimated in the 60-70 range, 41 cents per hour and housing them in unsafe housing and health conditions (Hsieh, 2013). Over forty years, Henry’s Turkey Service relocated hundreds of mentally disabled workers from Texas to Iowa where they were subjected to horrendous living conditions with unlawful, minimal pay—about $65.00 per month, while they worked at a local turkey processing factory in West Liberty, Iowa. The actual case shows a pattern of violations of the Fair Labor Standards Act of 1938 and Americans with Disability Act, 1990. After a raid of the bright blue, florescent colored, century old school house in Atalissa, Iowa, these employers were brought to justice. This case study is about one of the largest EEOC settlements in the history of the United States; yet due to federal damage caps was cut to $1.6 million for all of the men and their estates. The graphic account of the inhumane treatment and degradation of the labors presented in this study is not provided for gratuitous or salacious purposes; rather, it places into context what can occur when governmental regulations and laws go unheeded, unenforced and when authorities are apprised of wrongdoing possibilities stand idly by and in this case, do nothing for 35 years.
The purpose of this paper is to examine the demographic changes to the accounting and auditing profession over the past several decades on two levels of diversity (gender and minorities). Using data from a variety of sources, we find significant improvement in the representation of women and minorities in accounting degrees and entry to the profession. However, we also note areas where additional efforts are needed to provide more significant representation including the wage gap and greater representation in higher-level positions.
The “Opportunity Gap” and the “Skills Gap” have been the focus of conferences this year. Solutions have been proposed, but none has aligned technology with the cultural capital that exists within an organization to close the gaps. Cultural capital is the accumulation of symbols, language, political knowledge and expertise that senior leaders use to get the job done daily within an organization. Emerging leaders who have not been immersed in this cultural capital, particularly diverse candidates, struggle to identify or find the resources and develop the skills necessary to succeed in an organization. Frequently training dollars are allocated to high-potential candidates who often are able to assimilate these skills quickly, but rarely if ever are they, when at the managerial level, tested on their ability to transfer these skills to others. This inability of high-potential mangers to transfer cultural capital between the different layers of an organization is a real cause of the skills and opportunity gap.In 2012, at a larger retailer in the southern US, we began testing a pilot program for a practical management training in the form of a Licensed Online Open Course (modeled after the MOOC) to determine if managers with access to a structured and disciplined curriculum could have an impact on human capital productivity and increase retention among managers and their followers. The LOOC and its content were created by the Donohue Mentoring System™ (DMS).We concluded that on-the-job training, using the DMS LOOC delivery and mentoring, fosters cultural capital, increased job motivation and satisfaction, and subsequently increased output (productivity) by 10%. Using a survey comprised of 19 questions, we were also able to determine that trust in superior officers increased by 10% and self-assessed value of work increased by 10%. These increases resulted in a reduced employee churn of 50%. As we carried on pilots in 2013, 2014 and 2015 with other large corporations, not for profit and a government, we were surprised to find that the system delivered the same noteworthy results each time. We found that when managers are presented with a technology solution that allows them to train candidates (mentees) and transfer knowledge to their mentees, leadership magic happens, and people engage with each other. What surprised us the most was that no matter the size of the pilot program, mentees for the most part surpassed their mentors’ knowledge pre-program.
This research is unique because it presents empirical evidence testing whether increasing gender diversity is associated with improved firm performance for Japanese listed companies, which have different cultural backgrounds from Western companies, after controlling for size and firm age.As Worthley et al. (2009) point out, the growing importance of the Japanese female workforce under global competition requires a better understanding of gender-related issues in organizational management which is undergoing a transformation from their rooted traditional managerial habits, such as seniority-based promotion, lifetime employment, paternalism, or prioritizing corporate harmony, which favor men.We find statistically significant positive relationships between managerial gender diversity and one measure of firm performance, Tobins q, without a long time lag required for it to be realized.We find, similarly to Siegel and Kodama (2011), that manufacturing firms benefit significantly and sensitively to a greater extent from increasing managerial gender diversity as compared to those in the service industries, and moreover the curvature of this relationship is significantly greater for manufacturers. Furthermore, firms that demand fewer hours of overtime by their employees also experience this performance boost with increases in management gender diversity, with the same concave shape, and the more OT is reduced the more pronounced is the effect. Having established a committee for diversity promotion by 2006 did not show any impact on firm performance per se, even by 2012, but it did magnify the effect of gender diversity on Tobins q, providing support for Pless and Maaks (2004) conjecture that a culture of inclusiveness is required for the benefits accruing from gender diversity to truly be realized.
In this two-part case study, Dan Flint faced a dilemma that was not of his own making. He saw himself as a “...female imprisoned in a male’s body.” In attempting to get a “grip” on his gender identity, he consults a renowned sex therapist and a barrage of emotions and feelings that make up his inner core nature are revealed. He faces the reality that “coming-out” is fraught with many issues and dilemmas. Will his transgendered state be understood? Will he undergo surgical procedures which will give him female anatomical parts? How will he face his work environment, supervisors, and co-workers? And finally, will he be accepted as a person with value and dignity? The case shows the difficulties that Dan faced in transitioning to Danita in a workforce that reacted with confusion, uncertainty and skepticism. The case presents in the first part, seven questions that bring up the interpersonal, ethical and managerial questions imbedded in the case study, and explore how a supervisor might prepare the organization for dramatic change. In the second part, President Obama’s Executive Order on prohibition of discrimination on LGBT workers, coupled with Employment Non-Discrimination Employment Act (ENDA), and the Supreme Court decision on religious freedom (Hobby Lobby) are woven into a series of important issues, concluding with a debate scenario.
Presidents of higher education institutions are a major source of vision and direction for their respective universities. Established research has shown that a variety of demographic, psychographic and personal characteristics may impact one’s thoughts and actions. Undoubtedly, for university presidents, their educational background and the source of their terminal degree play roles in their abilities to lead and in developing their visions. For this paper, we examined the educational background of public university presidents to determine the degree of homogeneity across institutions. The question we seek to address is if vision and leadership are overly influenced by a common educational background with little diversity in source and field of terminal degree.
This study provides insight into the role of self-determination for post Castro Cuban-American women in leadership roles in the United States. It provides a description of the dynamics and social influences that shaped, guided, and supported their self-determination skills. It outlines the process they used to achieve personal control over their lives and what empowered them to accomplish the things they perceived as important. The findings reveal the role and effect that self-determination had in how this particular group of women became leaders and how their self-determination stems from their passion, determination, and sense of responsibility to care and support others.
The manuscript entitled Impact of Job Analysis on Job Performance: Analysis of a Hypothesized Model was retracted on December 17, 2015. Please contact our office at Journals@CluteInstitute.com for more information.
University presidents play a major role in setting and managing the course of higher education in the U.S. In the past, females and minorities were under-represented in such positions. However, as the number of females and minorities seeking advanced degrees has increased, the number of female and minority candidates capable of applying for such positions has increased. The purpose of this investigation was to discern whether women and minorities are proportionately represented in the halls of academic leadership.
Few models view culture as a multi-level construct and limited diversity management theories capture the significance of the configuration of individual, organizational, and national culture differences on employee and organizational outcomes. This paper seeks to bridge this gap by presenting a conceptual model that suggests that the interplay between this triad of cultural entities (individual, organizational, and national) influences the degree of cultural congruence that ultimately affects individual and organizational outcomes. Figures that serve as explanations of these cultural configurations are presented and implications for diversity management research and practice are offered.
While various theoretical arguments have been constructed that imply that a firm would see improved financial performance by increasing the proportion of women managers, previous studies on the issue, in Japan and elsewhere, have shown mixed results. Using data from Toyo Keizai and Nikkei NEEDS on 745 Japanese-listed companies, the authors investigate the impact of womens managerial participation and, more generally, overall workplace and managerial gender diversity on corporate performance. They find a robust significant positive relationship between firm performance and both female manager ratio and gender diversity, after controlling for industry, firm size, capital structure, corporate governance, and compensation policy. This relationship also exhibits substantial nonlinearity, with the benefit decreasing as the proportion of women managers or managerial gender diversity increases.
The movement of undocumented people across the southern border of the United States creates an environment which destroys the free market of United States labor by increasing the supply of labor and decreasing the price of labor. The undocumented females follow up with birth on United States soil, and create an economic dilemma for local municipalities that must provide public education for those babies. The babies become the basis within the United States for claims of citizenship activities and legalization of the original undocumented persons. In this scenario, the Law of Supply operates to decrease the earnings of unskilled labor. The Law of Supply also operates to decrease the possible unionization of unskilled workers, while decreasing governmental funds needed for municipal services. The cost to municipal governments to provide education for the anchor baby generation appears to be an unending cost increase due to the unending supply of Third World undocumented individuals crossing the United States southern borders.
Nonprofit stewardship imposes two special duties. As stewards of donative resources, nonprofits must fulfill their programmatic mandates. As stewards of public benefit, they must also be responsive to pressing social issues that transcend organizational confines. This paper examines the tension nonprofit leaders encounter when, in response to the latter duty, some stakeholders push for an organizational diversity initiative, while other stakeholders, in response to the former duty, claim organizational diversity initiatives trigger mission drift. Drawing upon an interdisciplinary theoretical palette, this article proposes a conceptual way to reconcile a tightly constructed nonprofit mission with a broader calling to mitigate the degenerative effects of historically embedded identity hierarchies.
