Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A study from Vietnam of 353 IT workers showed online knowledge sharing positively influenced employee innovation both directly and indirectly through job self-efficacy. The results also revealed that the innovative climate positively affected employee innovation, as well as moderated the relationship between online knowledge sharing and employee innovation. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
We study the relative efficiency of outside-owned versus employee-owned firms and analyze implications for institutional change in a context of technological innovation. When decisions are made through majority voting, the vote on technology choice is used to influence the later vote on the sharing rule. We show how this dynamic voting generates a systematic technological bias that is contingent on firm ownership. We provide conditions under which the pivotal voter's political leverage leads the firm to an institutional trap whereby majority voting and inefficient technology choice reinforce each other, leading to institutional inertia.
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A study of workers in the banking sector in Pakistan found a significant influence of perception of training on organizational citizenship behavior (OCB). The study found no relationship between perception of training and organizational commitment, but OC partly mediated the effect of perception of training on OCB. Meanwhile, the results revealed that power distance moderates the impact of perception of training on organizational commitment. Originality The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Purpose The authors wanted to find out what characteristics leaders required to inspire their employees during times of crisis Design/methodology/approach The study was conducted in the Philippines after the Government declared the enhanced community quarantine (ECQ) in March, 2020. The authors found 155 participants (69% female) aged from 21 to 67 years old with an average of 37 from various sectors. The participants filled in online surveys with open-ended questions. The most important one was: “What traits or behaviors did your leaders exhibit during this crisis that were helpful to you and the organisation?” Qualitative analysis was used. Findings The authors divided the best qualities into three groups: The first was “attending to the person”; the second was “taking charge and showing the way”; the third was “sustaining the spirit”. Originality/value The authors felt their paper was important because it looked at employees’ perspectives, which was rare in earlier research. It also had practical implications, they said.
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research uses survey data from Spain to explore the relationship between talent management, pay satisfaction and organizational commitment and finds that pay satisfaction is an important mediator in the relationship between talent management and organizational commitment. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Purpose The researcher wanted to study the effect of HRM practices on turnover in a South Korean context. Previous studies have focused on Western contexts. Design/methodology/approach The author collected data from 310 white-collar and knowledge workers from Seoul. A set of five hypotheses were tested Findings The results showed that offering excellent compensation and job security made employees much less likely to leave. However, the indirect effect of job autonomy was not found to be significant. Originality/value The study has theoretical implications for workplaces. First, the findings show compensation satisfaction is of crucial importance and HR retention strategies should focus on how employees perceive their pay, benefits and pay policies. Second, the results show that HR managers and top-level executives should make job security a primary concern. For example, they should provide accurate and honest information” about the causes and actions.
Purpose The purpose of this paper is to consider the usefulness of “decent work” as a construct, whether a collaborative approach helps to highlight problem areas and what lessons can be identified and generalized in respect to impact in context. Design/methodology/approach Data is gathered from stakeholders employed by organizations in Scotland using mixed methodology including survey data, focus group data and a large scale poll for low-paid employees and interviews for employers and advocates of work quality. Findings The results suggest that “decent work” priorities identified by low-paid employees are primarily “hard” variables, employers’ primarily identify “soft” variables and advocates identify a mix of hard and soft variables. Practical implications Therefore to engage all stakeholders a set of “soft” and “hard” priorities should be recognized and implemented in policy development and professional development programs focusing on “decent work” skills and knowledge introduced to support employers who are currently not perceived as providing “decent work”. Originality/value This paper has an original approach in that it identifies what matters and who can make a difference in a collaborative research study in a national context.
Purpose The authors were motivated to carry out their study by the increasing popularity of social media as a recruitment tool. They focused on the recruitment managers as previous studies have concentrated on the experiences of the candidates. Design/methodology/approach The authors wanted to test two hypotheses. The first one was split into two parts – Hypothesis 1A was that: “Recruiters intentions to adopt SMR are significantly related to pre-hire ROs.” And Hypothesis 1B was that: “Recruiters intentions to adopt SMR are significantly related to post-hire ROs.” Their second hypothesis was that: “CS (credibility and satisfaction) will mediate the relationship between SMR intention and ROs”. They surveyed 240 recruitment managers in the manufacturing and services sector, in Gujarat, India. Findings The results confirmed both of the hypotheses. Firstly, the responses showed that recruiters intended to use social media as it provides pre-hire benefits. Similarly, results showed SMR is more compatible, less complex and ensures better trialability and observability. Secondly, the research showed SMR intentions are significantly related to post-hire ROs. The study proved that SMR was “cost-effective, attracts better talents and retains them”. Originality/value The study suggested social media sites like Facebook could maximize the number of applicants and be more effective than traditional advertising in targeting passive job seekers. Second, it showed managers could optimize their SM post-hire outcomes to improve talent retention. Third, the results suggested that SMR could attract dream candidates by providing credible information. Finally, HR departments needed to understand social media complements rather than replaces traditional recruitment methods.
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Based on research from the manufacturing industry in Pakistan, the authors find that high-involvement HR practices have a direct positive impact on individual employee functional flexibility and innovative workplace behavior Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Purpose The purpose of the research was to examine how change leadership activities could help bring about employee support for planned organizational change. Design/methodology/approach The authors tested their theories on employees at Nigeria’s Federal Ministry of Education (FME), which was undergoing major reforms. The “Ministerial Strategic Plan” was to be implemented over four years from 2018 to 2022. Data came from employees at FME headquarters. Of the 212 respondents to a questionnaire, 58% were females, 85% were principal staff, while 15% were support staff. Findings Analysis showed that of the three hypothesized direct effects from change leadership, only the path from change leadership behaviors to cognitive appraisal (H1a) was statistically significant. The paths from change leadership to emotional response (H1b) and change leadership to intentions to support change (H1c) were not statistically significant. Meanwhile, hypothesis 2, which stated "employee cognition and emotion toward a change serially mediates the relationship between change leadership and employee behavioral intentions toward a planned change" was fully supported. Originality/value Previous studies had suggested an effect from change leadership behaviors, but there was a lack of the types of empirical evidence gathered in Nigeria. The results could also help managers to plan for changes by revealing the critical role of employees’ cognitive appraisal of the proposals. Change agents should focus on employee attitudes to changes as precursors to desired positive behavior.
Purpose There is a growing interest in employee involvement as a means to enhance commitment and wellbeing. Typically, there is a degree of power sharing in decisions at all levels. In large organizations, the strategy has been shown to deliver benefits. The authors wanted to study the themes in a small NFP. Design/methodology/approach The authors chose an extreme case of a small NFP organized on democratic lines but with only informal HRM policies. They felt an extreme case would be instructive. The organization, which they gave the pseudonym OA, is a small non-profit agency that offers education around sexual violence and advice and support to survivors. As a collective, it involves everyone in decision-making. The lead author carried out the detailed study over six months based in the office. It involved formal interviews with six existing employees and six ex-employees, or volunteers, as well as a clinical supervisor. Findings The study showed that without systematic and strategic HRM policies, strong forms of employee participation won’t deliver higher levels of equity. Although the NFP in the study operated as a collective, it lacked even basic HR policies. The consequences included poor management, high turnover, burnout and inadequate training. Originality/value The authors said the results showed that small size and organizational commitment did not always support effective employee participation. Weak HR policies made the problems of poor communication and decision-making worse and caused a lot of stress. As a result, the high turnover impacted performance. The findings add a note of caution to existing findings about employee participation. In fact, perversely, it can even lead to worse outcomes. Arguably, they say, HRM is even more essential in a small NFP environment because of the structural constraints and lack of funding.
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The results showed that individual skills were more influential on teammate satisfaction for FtFs than for VTs. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Engaged employees create positive outcomes and increased performance for organizations. Another contributor to increased outcomes is innovation and creative behaviors. Engaged employees are positive and proactive and are more likely to display Innovative Work Behaviors (IWB). A 360-degree feedback evaluation can be seen to be a fair and robust system of increasing positive feelings in employees, which in turn leads to engagement and innovation. This form of evaluation process can be seen to be a moderating factor between engagement and innovation and in particular with intangible idea generation behaviors. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Despite increasing gender equality at home and in the workplace, there remains a satisfaction gap in terms of work-life balance, with women continuing to perform the greater share of childcare and home responsibilities as well as taking on paid employment. Government family-friendly policies aim to aid employees to achieve a satisfactory balance. Despite self-selecting roles to suit pay and flexibility needs (especially in careers in which the opposite gender is traditionally dominant), this article demonstrates that a gender gap persists, and can be dependent on the specific occupation. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Despite increasing gender equality at home and in the workplace, there remains a satisfaction gap in terms of work-life balance, with women continuing to perform the greater share of childcare and home responsibilities as well as taking on paid employment. Government family-friendly policies aim to aid employees to achieve a satisfactory balance. Despite self-selecting roles to suit pay and flexibility needs (especially in careers in which the opposite gender is traditionally dominant), this article demonstrates that a gender gap persists, and can be dependent on the specific occupation. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis paper looks at different scales of measuring employee engagement. There is no previously agreed-upon single scale of measurement. This study uses the multi-criteria decision-making method to evaluate different choices and criteria, taking into account decision-makers’ judgments and preferences, to indicate which single scale would be the best to use for measuring employee engagement.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsEmployees are increasingly demanded to perform beyond their daily role expectations, in order to create effective organizational outcomes and gain competitive advantage. Performing organizational citizenship behaviors (OCBs) can lead to positive outcomes. To increase such behaviors, HR managers can use high-performance human resource practices (HPHRPs) which demonstrate investment in employees. Employees then perceive a more positive psychological climate (PC) in the workplace and are likely to reciprocate by investing more of themselves and increasing work engagement (WE) and motivation.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Purpose The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of the best way to recruit, select, train, design, motivate, develop, evaluate, and retain employees at an organization to help achieve its goals more effectively. Design/methodology/approach The first and foremost step to generate metrics and analytics strategies in an organization is identification of existing problems faced by them. Owing to the changing environment and global requirement, the labor measurement also changes. The main focus is on the problems faced by the organization and human resources in the working environment. Findings Through the use of human resources measures and workforce analytics, decision-makers will gain the ability to more effectively manage and improve human resources programs and processes. This in turn improves the effectiveness of the workforce and organizational performance. Practical implications Metrics and analytics is a better problem-solving measure in organizations, because in any situations, decisions are made after analyzing the tactical choices. Social implications The development of effective human resource metrics and workforce analytics is likely to be seen in the future as a very important source of competitive advantage. Originality/value The use of human resource metrics and workforce analytics improves organizational effectiveness and strategic decision-making of managers that positively impact the organization’s performance as a whole.
Journal Article Mentors and Career Development Get access James J. Kennedy, James J. Kennedy 1Assistant Professor, Department of Forest Resources, Utah State University, Now Assistant Professor, School of Natural Resources, University of Michigan, Ann Arbor Search for other works by this author on: Oxford Academic Google Scholar Paul Mohai Paul Mohai 2Assistant Professor, Department of Forest Resources, Utah State University, Now Assistant Professor, School of Natural Resources, University of Michigan, Ann Arbor Search for other works by this author on: Oxford Academic Google Scholar Journal of Forestry, Volume 85, Issue 12, December 1987, Pages 23–26, https://doi.org/10.1093/jof/85.12.23 Published: 01 December 1987
This chapter introduces students to a number of different ways to add variety and excitement to their lessons, such as: easy to manage classroom games; paper construction activities; in-class competitions; outdoor activities. There are a number of potential benefits to teaching and learning mathematics 'outside': it can give pupils a chance to engage with concepts in an active, physical way; it can give rise to memorable and unusual experience. One topic where outdoor learning is particularly powerful is loci. Ask the pupils to all stand exactly three metres away from the netball hoop, or from the tennis net. Construct a perpendicular bisector by getting pupils to stand equidistant from two fixed points. Take photos and show these to them when they get back to the classroom, and take the discussion further. The chapter presents a tiny fraction of the multitudes of activities, games and competitions that can be used effectively to enhance learning.
