Summary The risk of off‐the‐job misconduct by high‐profile employees is a serious concern of top management in professional sport organizations, media and entertainment companies, and public‐facing entities in the government and education sectors. Yet there is little research on how to prevent or mitigate this form of misconduct in organizations. Utilizing upper echelons theory and the literature on demographic composition, we examine the relationship between the gender composition of executives of team organizations in a men's professional sport league and subsequent misconduct by players on those teams. Specifically, we employed multilevel and logistic regression analyses to unique data on U.S. National Football League team organizations, and we found that firms with a critical mass of women executives experienced fewer player arrests. No support was found for executive power as a moderator of this relationship. We discuss the implications of our findings for the demographic composition literature. We also offer guidance for preventing and managing off‐the‐job misconduct by high‐profile employees.

Women lag men in their representation in management jobs, which negatively affects women's careers and company performance. Using data from 81 publicly traded firms with more than 2,000 establishments, the authors examine the impact of two management structures that may influence gender diversity in management positions. The authors find no association between the presence of an HR executive on the top management team-a structure envisioned in practice as enhancing diversity but which could, instead, operate merely symbolically-and the proportion of women in management. By contrast, the authors show a strong, positive association between a previously unexamined measure of commitment to diversity-the hierarchical rank of the individual certifying the company's required, confidential federal EEO-1 report-and women's representation in management. These findings counter the common perception that the Equal Employment Opportunity Commission (EEOC) regulations are too weak to affect gender diversity. The authors discuss the implications for diversity scholarship, as well as for management practice and public policy.

Recent research has documented the potential enhancement of gender diversity in management, from human resource management interventions designed to hire and promote more women into management. However, little scholarly attention has been paid to the roles played by senior management who implement and manage equal employment opportunity and workplace diversity programs. The macro-organizational behavior literature suggests that HR structures may serve to substantively enhance gender diversity in management and/or to send symbolic signals to key stakeholders that the firm is legitimately attempting to manage gender diversity. We examine which explanation predominates, through the examination of two key structural variables: the presence of an HR executive on a firm’s top management team, and the hierarchical level of the person certifying the accuracy of company’s annual report to the Equal Employment Opportunity Commission. Using a unique random sample of 81 publicly-traded firms with over 2,000 establishments, we find no association between having an HR executive on the top management team and higher proportions of women in management over time, consistent with an inference of the HR executive as a symbolic position. Instead we find that an unobtrusive measure of a firm’s substantive commitment to diversity, the hierarchical level of the individual signing and certifying the accuracy of the company’s required EEO-1 report, is positively and significantly associated with greater proportions of women in management. We discuss the implications of our findings for scholarship on human resource management and workforce diversity, as well as for management and for public policymakers.

Village seamstresses in Ghana, primarily women, need access to markets outside of Africa. To this end, researchers surveyed women from a southeastern state in the U. S. regarding their preferences for Ghanaian fabrics in women’s garments, accessories, and home goods. Online stores such as The African Fabric Shop, Global Girlfriend, and Global Mamas are examples of businesses that create job opportunities for women in rural African villages. These businesses create a way for global customers to support these women by purchasing ethnic products on their websites. This system generates income for the companies so they can provide more opportunities for African women.

A measurement scale has been developed to assess secondary students' energy literacy-a citizenship understanding of energy that includes cognitive as well as affective and behavioral items. Instrument development procedures followed psychometric principles from educational and social psychology research. Initial exploration of the measure yielded promising results: internal consistencies for the cognitive, affective, and behavioral subscales, measured by Cronbach's alpha, ranged from 0.75 to 0.83; average discrimination indices ranged from 0.27 to 0.46. The instrument's validity was supported with contrasted-groups and developmental-age progression comparisons, as well as factor analyses. The energy literacy questionnaire provides an opportunity to measure baseline levels of energy literacy and to assess broader impacts of educational interventions.

During recessions, the focus on male job losses may overshadow other important outcome variables. We examine the effects of economic downturns on occupational segregation by gender, using staffing data from over 6 million private-sector US establishments from 1966-2010. Consistent with the literature, we find a downward trend in occupational segregation that is diminishing over time. Drawing upon Rubery's (1988) work on women and recessions, we find support for both the buffer and the segmentation hypotheses. On net, however, the buffer hypothesis appears to dominate providing evidence that in periods of economic decline the trend of decreasing economic dissimilarity is interrupted.

PurposeThere is increasing concern about the environmental aspects of business and production processes, and many companies have chosen to implement environmental management systems (EMSs). The purpose of this paper is to examine whether change management efforts improve the perceived success of EMS implementation.Design/methodology/approachThe paper analyzes empirical survey data using hierarchical regression analyses with a sample of mid‐level engineers and managers in manufacturing facilities.FindingsChange management efforts appear to enhance the perceived environmental performance of manufacturing establishments, primarily driven by top management support for EMS implementation and efforts to institutionalize the EMS.Research limitations/implicationsResults are generalizable to large manufacturing facilities implementing EMSs. Results should be replicated with a larger sample and using measures of actual environmental performance.Practical implicationsChange management techniques can enhance the environmental performance outcomes of EMS implementations.Originality/valueChange management concepts have been neglected in examinations of EMS implementation outcomes, and they may help explain mixed findings on EMS success to date. The findings suggest that change management efforts can enhance the value of firms' EMS implementations.

In this article, we test the proposition that the presence of women in management impacts decision-making outcomes. In particular, we hypothesize that the greater the proportion of women on the senior management team, the lower the degree of risks taken at the firm level. Using data from the US Equal Employment Opportunity Commission (EEOC), the Center for Research in Security Prices (CRSP) and the US Treasury in this study, we create firm-level gender ratios and control for firm size to assess the impact on two separate risk outcome measures. We find some evidence that financial institutions with more women in the senior management team avoided having to accept Troubled Asset Relief Program (TARP) funds, but that the proportion of women executives has no impact on stock return volatility.

This paper provides an introduction to the special issue on human resource management (HRM) in supply chains. To this point, HRM researchers have paid little attention to the field of supply chain management (SCM) and how HRM practices may help firms manage their supply chains more effectively. We provide an overview of supply chain management for readers new to this field. We conceptualize three potential applications of HRM in supply chains, and then use our framework to introduce and link the papers that comprise the special issue. © 2010 Wiley Periodicals, Inc.

Purpose – The purpose of this paper is to propose a proactive public policy approach to complement relatively reactive existing policies addressing gender-related employment disparities in the USA, and to provide an initial empirical illustration of the proposal. Design/methodology/approach – The paper provides a conceptual application of theories of total quality management (TQM) to the topic of gender-related employment disparities, followed by an empirical illustration using US Current Population Survey data and a gender equal employment opportunity (EEO) scorecard. Findings – Using the TQM framework, company outliers were conceptualized on the EEO scorecard as “special” causes of economy-wide equal employment variation and the industries in which companies are situated as “common” causes. The paper identifies two underperforming industries on gender-related employment outcomes: Mining and Construction, and Transportation, Communication and Utilities. Research limitations/implications – Further conceptual work on the application of TQM to gender disparities in employment is recommended. Also, the study considered broad industry categories; future research should refine these categories further. Practical implications – It is recommended that US enforcement agencies incorporate industry considerations more explicitly into their activities. Employer insights may be beneficial to improving equal employment opportunity performance at the industry level. Originality/value – The application of TQM theory to the topic of gender-related employment disparities is a novel approach that may motivate new public policies.

Academy of Management Learning & EducationVol. 7, No. 3 ArticlesDiversity Management Content in Introductory Human Resource Management TextbooksMary E. Graham, Emily Kennavane and Katherine Hannon WearsMary E. GrahamClarkson University School of Business, Emily KennavaneClarkson University School of Business and Katherine Hannon WearsClarkson University School of BusinessPublished Online:30 Nov 2017https://doi.org/10.5465/amle.2008.37029277AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View article References Anthony W. P. , Kacmar K. M. , Perrewe P. L. 2006. Human Resource Management, 5th ed. Mason, OH: Thomson. Google Scholar Bernardin H. J. 2007. Human Resource Management, 4th ed. Boston: McGraw-Hill Irwin. Google Scholar Bohlander G. , Snell S. 2007. Managing Human Resources, 14th ed. Mason, OH: Thomson. Google Scholar Byars L. L. , Rue L. W. 2006. Human Resource Management, 8th ed. Boston: McGraw-Hill Irwin. Google Scholar Cascio W. F. 2006. Managing Human Resources, 7th ed. Boston: McGraw-Hill Irwin. Google Scholar Decenzo D. A. , Robbins S. P. 2007. Fundamentals of Human Resource Management, 9th ed. Hoboken, NJ: John Wiley & Sons. Google Scholar DeNisi A. S. , Griffin R. W. 2008. Human Resource Management, 3rd ed. Boston: Houghton Mifflin Company. Google Scholar Dessler G. 2006. Framework for Human Resource Management, 4th ed. Upper Saddle River, NJ: Pearson Prentice Hall. Google Scholar Dessler G. 2008. Human Resource Management, 11th ed. Upper Saddle River, NJ: Pearson Prentice Hall. Google Scholar Fisher C. D. , Schoenfeldt L. F. , Shaw J. B. 2006. Human Resource Management, 6th ed. BostonHoughton-Mifflin. Google Scholar Foot M. , Hook C. 2005. Introducing Human Resource Management, 4th ed. Harlow, UKPrentice Hall. Google Scholar French W. L. 2007. Human Resources Management, 6th ed. Boston: Houghton-Mifflin. Google Scholar Gomez-Mejia L. R. , Balkin D. B. , Cardy R. L. 2007. Managing Human Resources, 5th ed. Upper Saddle River, NJ: Pearson Prentice Hall. Google Scholar Ivancevich J.M. 2007. Human Resource Management, 10th ed. Boston: McGraw-Hill Irwin. Google Scholar Jackson S. E. , Schuler R. S. , Werner S. 2009. Managing Human Resources, 10th ed. Mason, OH: South-Western Cengage Learning. Google Scholar Mathis R. L. , Jackson J. H. 2008. Human Resource Management, 12th ed. Mason, OH: Thomson South-Western. Google Scholar Mathis R. L. , Jackson J. H. 2007. Human Resource Management. Essential Perspectives, 4th ed. Mason, OH: Thomson South-Western. Google Scholar Mello J. A. 2006. Strategic Human Resource Management, 2nd ed. Mason, OH: Thomson South-Western. Google Scholar Messmer M. , Bogardus A. 2008. Human Resource Management, Hoboken, NJ: John Wiley & Sons. Google Scholar Mondy R. W. 2008. Human Resource Management, 10th ed. Upper Saddle River, NJ: Pearson Prentice Hall. Google Scholar Noe R. A. , Hollenbeck J. R. , Gerhart B. , Wright P. M. 2007. Fundamentals of Human Resource Management, 2nd ed. BostonMcGraw-Hill Irwin. Google Scholar Noe R. A. , Hollenbeck J. R. , Gerhart B. , Wright P. M. 2008. Human Resource Management, 6th ed. Boston: McGraw-Hill Irwin. Google Scholar Stewart G. L. , Brown K. G. 2009. Human Resource Management, Hoboken, NJ: John Wiley & Sons. Google ScholarFiguresReferencesRelatedDetailsCited ByThe Research–Teaching Gap in ManagementLisa A. Burke and Barbara Rau30 November 2017 | Academy of Management Learning & Education, Vol. 9, No. 1The Case for Mandatory Diversity EducationMyrtle P. Bell, Mary L. Connerley and Faye K. Cocchiara30 November 2017 | Academy of Management Learning & Education, Vol. 8, No. 4 Vol. 7, No. 3 Permissions Metrics Downloaded 3 times in the past 12 months History Published online 30 November 2017 Published in print 1 September 2008 Information© Academy of Management Learning & EducationKeywordsTEXTBOOKSDIVERSITY in the workplace -- Study & teachingPERSONNEL managementMANAGEMENT scienceSEXUAL orientationMULTICULTURALISMPDF download

This paper proposes a novel approach that has the potential to hasten the eradication of gender disparities in employment. This approach relies upon the concept of statistical process control (SPC) to more systematically remedy disparate employment outcomes for women. SPC also serves as a new vehicle for conceptualizing the influence of industry on equal employment opportunity (EEO) outcomes. Using data from U.S. Current Population Surveys, we compare industries on EEO performance as assessed by a recently developed Systemic Gender Disparity Scorecard. The theory and practice of SPC suggest that further improvement, and by far the greater opportunity for gender-related EEO progress, necessitates fundamental changes in each industry's practices and norms that serve as barriers to gender parity. We recommend more resources to support collaboration between employers and EEO enforcement agencies.

Entrepreneurship education in business schools is experiencing tremendous growth, and there are many innovative programs at the college level (Newton and Henricks 2003). Several factors support this trend. First is a general shift in teaching methods away from programmed instruction in favor of experiential learning (Schank et al. 1999). As business schools look to implement experiential learning, entrepreneurship is emerging as a natural fit for this instructional technique. Many of the courses in university entrepreneurship programs rely upon experiential or ‘learning by doing.’ For example, at Babson College, one of the top-ranked institutions in the United States for entrepreneurship education (Newton and Henricks 2003), some courses require students to start and run actual businesses (www.babson.edu).

Prior studies of corporate reputation have looked broadly at the relationship between corporate reputation and corporate performance. In this paper, we take a more fine-grained approach. In particular, we investigate consumers' willingness to pay for organizational attributes that have historically predicted corporate reputation, in this case, for airlines. Using a policy-capturing or scenario-based design, we determine how airline customers choose between a series of ticket options. The findings provide two important insights into corporate reputation. First, they demonstrate that consumers are willing to pay more for a better corporate reputation. Secondly, they demonstrate that consumers base their willingness to pay on organizational attributes, but that they do so primarily through corporate reputation. These findings suggest that corporate reputation research has an important place within our understanding of corporate strategy.