Search results

Facilities managers are fast becoming the legal‐compliance experts for their organizations. Highlights the various US Government agencies and regulatory acts affecting organizations. Looks at the Occupational Safety and Health Administration′s (OSHA′s) intended ergonomic standard for industry in all areas of facilities. Much like the facilities manager′s job, the ergonomic mandate will span from the boiler room to the boardroom. It is concerned with adapting job routines to prevent occupational illness, injury and disease. Employers who do not address ergonomic hazards in the workplace will lay themselves open to massive Workers′ Compensation claims. States that now is the time to establish an ergonomically‐sound workplace and outlines the main elements of a facilities manager′s ergonomic‐compliance plan.

The use of mobile digital devices requires secure behaviour while using these devices. To influence this behaviour, one should be able to adequately measure the behaviour. The purpose of this study is to establish a model for measuring secure behaviour, and to use this model to measure the secure behaviour of individuals while using mobile digital devices such as smartphones and laptops.

Based on a wide-ranging questionnaire (N = 1000), this study investigates the degree of influence that a relatively large number of factors have on secure behaviour while using mobile digital devices. These factors include knowledge and cognitive attitude, but also affective attitude, as well as several types of bias.

This study has provided a model for measuring secure behaviour. The results of the measurements show that knowledge, bias, cognitive attitude and affective attitude all have impact on secure behaviour while using mobile digital devices. Moreover, none of these factors is of minor importance.

This study shows that it is important to also consider previously undervalued factors, such as affective attitude and various types of bias, when designing interventions to improve secure behaviour while using mobile digital devices.

Most research on secure behaviour has only looked at a small number of influencing factors, usually limited to knowledge and cognitive attitude. This study shows that one needs a more elaborate model for measuring secure behaviour, and that previously undervalued factors have a clear influence on secure behaviour.

This phenomenological study aims to explore how media promote and should promote wheelchair rugby.

Semi-structured interviews were conducted with 31 athletes at National Wheelchair Rugby Championship. In using a reflective thematical analysis approach, three themes were identified – media coverage: the promise of an unknown quantity; the battle of inspiration and athleticism; and leverage marketing and promote the “wow”.

Lacking fair representation from media resulting in the perception and reception gap between the general public and spectators was identified and explained by most of the athletes. Besides urging increased coverage with a shifting focus on athleticism, the important role of marketing was highlighted.

In short, the “wow” factor of the sport is its aggressiveness which can be its bestselling feature and used by stakeholders for maximum impact when marketing wheelchair rugby.

The Internet and social media have fundamentally transformed the ways in which individuals find jobs. Relatively little is known about how demand-side market actors use online information and the implications for social stratification and mobility. This study provides an in-depth exploration of the online recruitment strategies pursued by human resource (HR) professionals. Qualitative interviews with 61 HR recruiters in two southern US metro areas reveal two distinct patterns in how they use Internet resources to fill jobs. For low and general skill work, they post advertisements to online job boards (e.g., Monster and CareerBuilder) with massive audiences of job seekers. By contrast, for high-skill or supervisory positions, they use LinkedIn to target passive candidates – employed individuals who are not looking for work but might be willing to change jobs. Although there are some intermediate practices, the overall picture is one of an increasingly bifurcated “winner-take-all” labor market in which recruiters focus their efforts on poaching specialized superstar talent (“purple squirrels”) from the ranks of the currently employed, while active job seekers are relegated to the hyper-competitive and impersonal “black hole” of the online job boards.

This paper aims to explore the role of mental models in knowledge development in order to demonstrate how the type and strength of the mental models held by a team contribute to its success in general and to innovation in particular.

Two cases are analysed (a successful and an unsuccessful team) which were developed via observation and interviews. The mental models in each case were analysed to map them to the success or otherwise of the teams.

The first case demonstrates that mental models in a multidisciplinary team can provide opportunity for a shared generation of knowledge for process innovation while open to external influence. The second case demonstrates that, where there are strongly shared mental models that prevent the team from constructing an accurate picture of their present by closing out external influences and pre‐selecting desired knowledge, opportunities for innovation are shut down.

Where mental models provide a sharing framework without closing out the networks and systems that sustain them, they can foster and support innovation. Managing team openness becomes a priority for supporting innovation. Team leaders will need to consider what types of mental models are developing and foster a focus on innovative outcomes and not processes. A concentration on understanding the current context via challenging given assumptions is recommended.

The paper offers clear, practical examples of the results of teams being encouraged to utilise open and closed systems of mental models.

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required capabilities to achieve successful performance, and the related executive development activity implemented to support these. Methods of delivery, development needs analysis and evaluation are explored in case organisations to ascertain current practice. A detailed review of the leadership and governance literatures is included to highlight the breadth of knowledge required at director level. Key findings of the study include the importance of focusing executive development on capability enhancement, to ensure that it is supporting organisational priorities, and on its thorough customisation to the corporate context. Deficiencies in current corporate practice are also identified.

The overrepresentation and lack of academic success for Black male athletes on college campuses are problems that warrant attention in the 21st century. A recent report from the University of Pennsylvania shows that over the four-year period between 2007 and 2010, Black males were overrepresented in college sports (Harper, Williams, & Blackman, 2013), a startling reality considering that Black males are severely underrepresented in the general student body. Further complicating matters is the fact that Black male student-athletes do not graduate from college at rates comparable to their peers (Harper et al., 2013). Focused primarily on the experiences of Division I Black male student-athletes, this chapter begins with an overview of literature relevant to successful academic support programs. The authors also present an overview of best practices for advising African American male student-athletes, derived from athletic departments with a demonstrated record of academic success for Black males.

OCLC has recently installed searching enhancements to its PRISM service online authority file. The new features include: