With one foot in HR and training, and the other in communication, Diane Gayeski is well placed to understand the strategic role HR has to play in aligning corporate culture with…
Abstract
With one foot in HR and training, and the other in communication, Diane Gayeski is well placed to understand the strategic role HR has to play in aligning corporate culture with the external brand. Here she explains to Bob Gorman why the best place for HR professionals to start is by taking the marketing vice‐president to lunch.
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Thomas C. Leach, Gina Vega and Herbert Sherman
The case is a continuation of the series of articles, written in the form of a case, that focus upon various issues relating to case research, writing and teaching with cases. In…
Abstract
The case is a continuation of the series of articles, written in the form of a case, that focus upon various issues relating to case research, writing and teaching with cases. In this article Professor Moore and the other fictitious characters, confront the difficulties that he had experienced grading student case analyses. In discussing the situation with his department chair Gloria Gorham he learns much about the origins of grading and the various methods of evaluating student work. At a later date other colleagues, Chris Anderson and Dave Berger, are brought into the discussion expressing their views and providing rubrics for use in grading student case analyses.
This is the fourth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case teachers…
Abstract
This is the fourth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case teachers and learns many different approaches to use in the classroom. The article is written as if it were a case; it is fictitious.
Gina Vega, Barry Armandi and Thomas Leach
This is the third in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, receives mixed reviews on his case…
Abstract
This is the third in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, receives mixed reviews on his case submission and learns how to respond to them in a positive way. The article is written as if it were a case; it is fictitious.
Working with organizations around the world to calculate the top drivers of employee engagement, Hewitt’s Ray Baumruk knows how businesses can harness such knowledge to become…
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Working with organizations around the world to calculate the top drivers of employee engagement, Hewitt’s Ray Baumruk knows how businesses can harness such knowledge to become more successful. Here, he explains to Bob Gorman why the manager is critical to increasing engagement and improving performance and profitability.
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Gina Vega, Herbert Sherman and Thomas Leach
This is the sixth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case reviewers…
Abstract
This is the sixth in a series of articles about case research, writing, teaching, and reviewing. In this article, the protagonist, Prof. Moore, consults experienced case reviewers and learns several different approaches to reviewing cases for journal publication. The article is written as if it were a case; it is fictitious.
Thomas C. Leach, Herbert Sherman and Margaret J. Naumes
Barry R. Armandi, Herbert Sherman and Gina Vega
This article, written in case format, has been written to assist the novice case writer in case research and writing. The article covers all aspects of case writing including…
Abstract
This article, written in case format, has been written to assist the novice case writer in case research and writing. The article covers all aspects of case writing including: idea generation and sources of cases, working with primary and secondary case sources, obtaining client releases, writing the case story line, developing a catchy ‘hook’, using the past tense, providing supporting exhibits, and providing a bibliography for the case. The teaching note (or instructor's manual)is also covered in detail including: an overview of the case, learning objectives, course placement and targeted audience, instructional methodologies, case questions and answers, the epilogue, and the bibliography. Appendix A includes a discussion on case publishing and includes a list of journals and conferences which accept cases.
With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of…
Abstract
Purpose
With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design.
Design/methodology/approach
The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis.
Findings
The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated three distinct factors of organizational culture, career planning along with incentives and organizational support. The first two were indicative of high attrition.
Research limitations/implications
A limitation of the research design was a sample size of 272 respondents. Some of the Cronbach's alpha scores of the subscales of Gallup q12 were low. The strength of the study lies in data triangulation, which was obtained through a mixed method approach, a survey and unstructured focus group interviews. There are theoretical implications for the construct of employee engagement. There seems to be a construct contamination from the fields of employee satisfaction, employee commitment and employee involvement, which is beyond the scope of this paper. Future studies in India may look into this area and construct an independent scale of employee engagement, focusing on the antecedent variables and testing them for theoretical underpinnings.
Originality/value
The present study indicated that a good level of engagement may lead to high retention, but only for a limited time in the ITES sector. The need for a more rigorous employee engagement construct is indicated by the study. Practical implications for retention in the BPO/ITES sector are referred to.
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This chapter argues that the dead are stakeholders and that they should be regarded as such. In making that argument I will be exploring the claims of the philosopher Bob Brecher…
Abstract
This chapter argues that the dead are stakeholders and that they should be regarded as such. In making that argument I will be exploring the claims of the philosopher Bob Brecher (2002) that we have real obligations to the dead because they made us what we are, if they were a part of our community. Indeed, Brecher (2002) argues that the dead never ceased ‘to be members of a particular community’ and therefore ‘the dead can be said to have interests’. This chapter explores the validity of their interests as stakeholders. Indeed, I argue that if they are not regarded as stakeholders, corporate management will overlook their interests. Admittedly, corporate managers might seem mindful of their interests. However, if they are not conceived of as stakeholders, such managers will not be primarily concerned with their interests, but with how other stakeholders might perceive those interests. In attempting to satisfy these other stakeholders’ perceptions of those interests, the actual interests of the dead could be overlooked. But that relies on the dead being legitimate stakeholders. To substantiate that status I therefore argue in this chapter that the dead are stakeholders, but also that their status as a stakeholder now that they are dead is dependent on their behaviour when they were alive, given Brecher's (2002) insistence as to them being a part of that community.
In arguing this, I utilize a recent article by Rosenbloom and Althaus (2010). I argue that the interest of the dead they mention in their article would best be served if they are considered as stakeholders. Indeed, that because Rosenbloom and Althaus (2010) do not consider those dead as stakeholders, their interests are never considered. I acknowledge though that being stakeholders relies on them remaining a part of that community (Brecher, 2002), which I argue they were a part of. If they do not remain a part of that community, I cannot argue that they are stakeholders. I therefore consider a historical argument which if accepted would prove that the dead which Rosenbloom and Althaus (2010) consider had not remained a part of that community and therefore cannot be accepted as stakeholders. This chapter rigorously examines the validity of that historical argument as to the behaviour of those dead when they were living, and whether their behaviour negates any claims as to them being stakeholders. This chapter completely refutes any arguments as to these dead being involved in such activities which would have removed them from their community and thus from being stakeholders. It furthermore argues that successfully rebutting such arguments is essential to my argument that the dead I am considering are stakeholders.