Search results

1 – 10 of 847
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 1 February 1960

H.C. Wesson

There are many factors to observe when using paint to protect a steel surface from corrosion, and neglect of any one of them will usually accelerate failure. The advent of a new…

15

Abstract

There are many factors to observe when using paint to protect a steel surface from corrosion, and neglect of any one of them will usually accelerate failure. The advent of a new and effective pigment in this field is not, therefore, a panacea, but it is a powerful weapon in the corrosion struggle. This article is Written to introduce calcium plumbate, produced by Associated Lead Manufacturers Ltd., to a wider public and to indicate the scope of this pigment.

Details

Anti-Corrosion Methods and Materials, vol. 7 no. 2
Type: Research Article
ISSN: 0003-5599

Access Restricted. View access options
Article
Publication date: 1 July 2002

Brad Rawlins and Kevin Stoker

Smith & Wesson negotiated a settlement that signified changes in its gun marketing and manufacturing practices. An opportunity to lead the industry in public safety resulted in a…

219

Abstract

Smith & Wesson negotiated a settlement that signified changes in its gun marketing and manufacturing practices. An opportunity to lead the industry in public safety resulted in a public relations blunder. “Topical transformation”, a concept that applies structuration theory to explain the importance of signification, is used to illustrate that S&W failed to show its actions as significant for its stakeholders, resulting in isolation from its peers, consumers and supporters.

Details

Journal of Communication Management, vol. 6 no. 3
Type: Research Article
ISSN: 1363-254X

Keywords

Access Restricted. View access options
Book part
Publication date: 20 July 2017

Neal M. Ashkanasy, Ashlea C. Troth, Sandra A. Lawrence and Peter J. Jordan

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has…

Abstract

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

Keywords

Available. Content available
Book part
Publication date: 11 August 2014

Abstract

Details

Multidisciplinary Insights from New AIB Fellows
Type: Book
ISBN: 978-1-78441-038-4

Access Restricted. View access options
Book part
Publication date: 10 June 2015

Russell Cropanzano, Marion Fortin and Jessica F. Kirk

Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom…

Abstract

Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom been the subject of analysis in their own right. To address this limitation, we first consider three meta-theoretical dualities that are highlighted by justice rules – the distinction between justice versus fairness, indirect versus direct measurement, and normative versus descriptive paradigms. Second, we review existing justice rules and organize them into four types of justice: distributive (e.g., equity, equality), procedural (e.g., voice, consistent treatment), interpersonal (e.g., politeness, respectfulness), and informational (e.g., candor, timeliness). We also emphasize emergent rules that have not received sufficient research attention. Third, we consider various computation models purporting to explain how justice rules are assessed and aggregated to form fairness judgments. Fourth and last, we conclude by reviewing research that enriches our understanding of justice rules by showing how they are cognitively processed. We observe that there are a number of influences on fairness judgments, and situations exist in which individuals do not systematically consider justice rules.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

Keywords

Access Restricted. View access options
Book part
Publication date: 13 August 2018

Robert L. Dipboye

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Access Restricted. View access options
Book part
Publication date: 2 June 2015

Shani Pindek and Paul E. Spector

Contextual factors play a vital role in employee mistreatment. This chapter deals with the definition and scope of contextual factors, including a distinction between the…

Abstract

Contextual factors play a vital role in employee mistreatment. This chapter deals with the definition and scope of contextual factors, including a distinction between the objective environment and its idiosyncratic perception by employees. Several mechanisms are offered to explain the effects of context on mistreatment, including the stressor–strain framework, interaction with personal characteristics, and also mistreatment acting as a stressor. The framework suggested in this chapter uses levels of analysis, and proposes that the objective environment (group level variables) is perceived at the individual level, which consequently leads to both perpetrated and received mistreatment. Those same objective environment variables also have a direct effect on mistreatment, as well as a moderating role in the relationship between individually perceived context and mistreatment. Furthermore, there is some evidence that mistreatment acts as a contextual variable in and of itself, with perpetrators, victims, and bystanders perceiving mistreatment in their workplace and reporting higher levels of stressors and strains. Finally, we outline the need for more longitudinal, multi-level studies to clearly discern the role of context in employee mistreatment.

Details

Mistreatment in Organizations
Type: Book
ISBN: 978-1-78560-117-0

Keywords

Access Restricted. View access options
Article
Publication date: 27 July 2020

Gretha Steenkamp and Nicolene Wesson

Share repurchases are increasingly employed in South Africa. Disclosure on share repurchases in annual reports is poor, and a high percentage of share repurchases are not…

471

Abstract

Purpose

Share repurchases are increasingly employed in South Africa. Disclosure on share repurchases in annual reports is poor, and a high percentage of share repurchases are not announced in real time on the Johannesburg Stock Exchange (JSE). A comprehensive database of share repurchases by JSE-listed companies has been created up to 2009, but post-recession repurchase behaviour is not known. This study aims to examine South African share repurchase behaviour (activity, repurchase entity, repurchase type and transparency) in the post-recession period and compare this to the 2000–2009 period.

Design/methodology/approach

Comprehensive share repurchase data for all JSE-listed companies (excluding those in the basic materials and financial industries) were obtained by scrutinising annual reports and JSE announcements.

Findings

The repurchasing of shares reached a peak during the financial recession of 2008/2009, with share repurchases stabilising at a lower level post-recession. Repurchases executed by subsidiaries have decreased post-recession, probably owing to the introduction of dividends tax. However, 45% of the share repurchase value was not announced via the JSE (compared to 22% in 2000–2009).

Practical implications

Real-time JSE announcements of all share repurchases are required to improve transparency.

Originality/value

Owing to low announcement rates, a lack of transparency relating to share repurchases was observed in South Africa post-recession. Enhanced corporate governance requirements could improve transparency.

Details

Journal of Accounting in Emerging Economies, vol. 10 no. 3
Type: Research Article
ISSN: 2042-1168

Keywords

Access Restricted. View access options
Book part
Publication date: 1 July 2014

Tom Bellairs, Jonathon R. B. Halbesleben and Matthew R. Leon

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government…

Abstract

Sudden crises, known as environmental jolts, can cripple unprepared organizations. In recent years, financial jolts have led many organizations, particularly government organizations, to respond by furloughing employees. Furloughs can engender various responses in employees that can lead to negative work outcomes for both the employees and the organization. Previous research shows that the implementation of strategic human resource management (SHRM) practices, such as commitment-based systems, can mitigate the negative effects of environmental jolts. Utilizing the knowledge-based view and affective events theory, we propose a multilevel model where SHRM practices moderate employee affective responses to furloughs, which, in turn, drive subsequent employee behavioral outcomes.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78350-824-2

Keywords

Access Restricted. View access options
Book part
Publication date: 10 June 2015

Anthony C. Klotz and Ryan D. Zimmerman

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how…

Abstract

Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78560-016-6

Keywords

1 – 10 of 847
Per page
102050