Jeff A. Grimshaw and Brian H. Kleiner
Defines downsizing before outlining the legal responsibilities for employers. Covers the role of top management and the human resource department. Looks at the requirement of the…
Abstract
Defines downsizing before outlining the legal responsibilities for employers. Covers the role of top management and the human resource department. Looks at the requirement of the National Labour Relations Act, the Labour Management Relations Act and the Worker Adjustment and Retraining Notification Act before covering the involvement of the Equal Employment Opportunity Commission in any case. Gives the basic requirement of the Employment Retirement Income Security Act and the use of an assessment table to attempt to cover employers within such a degal minefield. Provides an overview of the action required from managers and supervisors and maintains that the best protection from any claim is good preparation.
Details
Keywords
Jeff Grimshaw, Gregg Baron, Barry Mike and Neill Edwards
The authors offer a leaders' guide to assess accountability problems, “take away excuses,” and promote a culture of accountability.
Abstract
Purpose
The authors offer a leaders' guide to assess accountability problems, “take away excuses,” and promote a culture of accountability.
Design/methodology/approach
The authors believe that attribution error and bias influences much of the existing business literature and conventional wisdom around accountability, which focuses almost exclusively on individual responsibility and character. Under‐emphasized or ignored is the way that informal company practices and habits contribute to the widespread problem that employees are not doing what leadership needs and expects them to do.
Findings
The authors developed a predictive accountability model that asserts that most people in organizations will be accountable – that is, they will do what is needed and expected – if four factors are present: expectations are clear to employees; employees perceive that those expectations are credible and reasonable; employees anticipate that positive consequences will follow performance; and employees anticipate that negative consequences will follow poor performance.
Practical implications
Managing accountability is a process for which leaders have responsibility. Toward that end, the authors' experience has shown the culture of accountability model to be a highly reliable tool capable of diagnosing a wide variety of accountability problems.
Originality/value
The authors offer a program for diagnosing and addressing existing accountability problems and for preventing such problems from becoming endemic.
Details
Keywords
Abstract
Details
Keywords
Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…
Abstract
Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.
Details
Keywords
Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management…
Abstract
Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.
Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18;…
Abstract
Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.
Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17;…
Abstract
Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.