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Recent educational initiatives by the Obama Administration have highlighted the need for more racial and ethnic diversity in Science, Technology, Engineering, and Mathematics (STEM) fields (The White House, 2011). While African Americans are underrepresented in faculty positions nationally, accounting for only 5.2% of all academic faculty across all disciplines (Harvey, W. B., & Anderson, E. L. (2005). Minorities in higher education: Twenty-first annual status report. Washington, DC: American Council on Education), the underrepresentation of African Americans in STEM fields such as computing science is even more severe. According to a recent Computing Research Association (CRA) Taulbee Survey, African Americans represent just 1.3% of all computing sciences faculty (CRA, 2006).

This paper examines the benefits of one program that specifically seeks to fulfill the Obama Administration’s initiatives by addressing this disparity in higher education.

The program helps prepare doctoral students for the academic job search process in an effort to increase the ranks of African American faculty in computing sciences.

The purpose of this paper is to examine the perceptions of US MBA and specialist master's degree alumni to determine the influence that their degree program experiences had on subsequent perceptions of career success.

Data were collected from 318 alumni MBA and specialist master's degree recipients from a large university in the southwestern USA; more than half of them were male. The university provided independent demographic data used to match respondents' surveys.

Evidence was found that men and women graduates perceived their post‐graduate degree success differently, with women graduates reporting less salary gain but higher hierarchical levels and job satisfaction compared to men. Social capital and perceived discrimination indirectly affected the reported career success of graduates on hierarchical level salary gain.

Use of self‐report data, for all model variables, puts the findings at risk for common‐method bias. Additionally, while discrimination measure had acceptable reliability for this sample, it has not been widely validated.

The findings that women viewed their graduate program as less effective for advancing their careers than men despite earning higher grades suggests that business schools emphasize improving graduate student experiences as well as managerial competencies. Organizations' leaders should make their diversity management practices readily apparent as women and minority MBA graduates are likely to view such practices as important during their job search.

This study contributes to the knowledge of factors that influence career success.

This study presents a meaningful moderator, a fundamental characteristic of employers – their size, to unravel the inconsistencies regarding the relationship between the workers’ voluntary employer changes and salary attainment in previous studies. Results indicate that voluntary employer changes did not predict salary attainment in large firms, whereas a positive effect was found to be stronger in medium than in small firms. Also presented herein are several explanations for the moderating property of firm size.

The purpose of this paper is to understand better the gendered nature of role model status within organizations. The paper aims to argue that women require organizational legitimacy to be perceived as a role model, whereas men rely primarily on the strength of social ties within their friendship networks.

An empirical study of admissions department employees at a large eastern university within the USA was conducted. Using a social network approach, participants were asked to identify advice, friendship and role model relationships and provide information about awards and recognition received from the organization.

The results showed that, in order to be perceived as a role model, females needed to give (but not ask for) advice, earn organizational rewards, hold leadership positions in the organization, and maintain strong ties with other employees. Males only had to have a number of friendship or advice ties to be seen as a role model.

The findings are consistent with the idea that females need to establish formal organizational status or legitimacy (e.g. leadership roles, rewards) in order to be perceived as a role model. In addition, balancing advice‐giving versus advice‐seeking is more important for female compared with male role models.

This paper examines the concept of role modeling using a social network analysis, thus providing new insight about the impact of advice and friendship network centrality on role model status in organizations.

AT last there is conclusive evidence, of that which we have hitherto proclaimed namely, that incentive schemes based on time and motion study are the best and most satisfactory means, to worker and management alike, of increasing productivity.

Tantalum has a resistance to aqueous corrosion that may be compared closely with that of glass. The principal use of the metal is in the construction of chemical plant where its excellent corrosion‐resistant properties have assured a place for it in special applications, particularly where corrosion resistance needs to be combined with a high degree of heat transfer. This sphere of application is expanding rapidly.

Interpersonal networks and quality of women and men’s close work friendships in three work settings were investigated to assess potential impact of gender socialization and organizational structure factors on patterns of interaction within same‐sex and opposite‐sex work friendships, and to examine whether friendship quality would predict salary and job satisfaction and if this would differ as a function of the sex of the employee or the friend. Findings indicate that homophilous ties are stronger than opposite sex ties, which support previous research on relationships in the work environment. Work context influenced the nature of relationships among women and men. In contrast to research on friendships outside the workplace, work friendships involving women were not consistently rated as more satisfying and ratings varied across work settings. Quality of close male friendships was more associated with career success and job satisfaction than quality of close female friendships.

Given the changing work force demographics and the increased globalization of businesses, the usage of a multidimensional construct to assess racioethnic differences in job‐related attitudes and behaviors may be able to provide researchers and practitioners with a better understanding of how to more effectively manage diverse individuals within various organizational contexts. As such, it is purported that racioethnicity is multidimensional, with at least three dimensions: physioethnicity, the physical dimension; socioethnicity, the sociocultural dimension; and psychoethnicity, the psychological dimension. It is further posited that examining socioethnicity and psychoethnicity, in addition to physioethnicity, will enable researchers and practitioners to assess the sociocultural and psychological dimensions of racioethnicity and their affects on various organizational behavioral outcomes, which have traditionally been ignored.

Drawing on the relational demography literature and a social identity perspective, several research propositions in which the authors postulate that demographic characteristics (e.g. gender and race) of senior leaders will influence the implementation and effectiveness of diversity management practices were presented. Specifically, the authors focus on the Chief Executive Officer/Chief Diversity Officer (CEO/CDO) dyad and explore independent and joint effects of CEO and CDO majority–minority group status on workplace diversity outcomes, outlining key identity-based and relational moderators (e.g. value threat, relational identity and leader–member exchange) of these relationships.

The literature on relational demography and leader–member exchange to develop propositions for future research was integrated.

This is a conceptual paper. There is no empirical data reported testing the propositions.

The authors extended theory and research on relational demography by focusing on senior leaders in the organization and proposing that the influence of CEO and CDO demographic characteristics on the enactment of diversity practices may be contingent on key identity-based and relational processes.

The authors are not aware of any studies investigating how personal characteristics and relational processes relating to the CEO and CDO may influence the implementation and effectiveness of workplace diversity management practices. In a similar vein, the authors contribute to the research literatures on relational demography and social identity by extending the application of these theories to senior leaders in organizations and in relation to the work of CEOs and CDOs.