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Article
Publication date: 1 March 2011

LaVerne Shook and Gene Roth

This paper seeks to provide perspectives of HR practitioners based on their experiences with mergers, acquisitions, and/or downsizings.

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Abstract

Purpose

This paper seeks to provide perspectives of HR practitioners based on their experiences with mergers, acquisitions, and/or downsizings.

Design/methodology/approach

This qualitative study utilized interviews with 13 HR practitioners. Data were analyzed using a constant comparative method.

Findings

HR practitioners were not involved in planning decisions related to downsizings, mergers, and/or acquisition. Neither the practitioners in this study nor other members of the HR team in their organizations had an upfront due diligence role in these change initiatives.

Research limitations/implications

Additional research is needed to guide HRD practitioners in repositioning their roles so that they are more central to an organization's strategic decisions. Given the method of this study, the findings are not intended for generalization to larger populations. Future research should address the needs of HRD practitioners who are affected by downsizings, mergers, and/or acquisitions.

Practical implications

The primary role of HR practitioners need to be more than transitional activities after these change events are announced. Rather, these practitioners need opportunities during the planning stages to ensure that training and development supports the financial goals of these change events. After these change events occur, HRD practitioners need support for interventions to counter the impact of dismissed cultural artifacts and broken human links.

Originality/value

Study participants explained that failure to identify employee issues in the pre‐downsizing due diligence phase creates a chaotic workplace atmosphere and increases employee fears and stress levels. Participants explained how these change events affect career uncertainty, fear, and stress in employees.

Details

Journal of European Industrial Training, vol. 35 no. 2
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 25 January 2013

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Abstract

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European Journal of Training and Development, vol. 37 no. 1
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 1 February 1970

Reports of a number of countries imposing a limited ban on the use of D.D.T. have appeared from time to time in the B.F.J., but in the last few months, what was a trickle seems to…

90

Abstract

Reports of a number of countries imposing a limited ban on the use of D.D.T. have appeared from time to time in the B.F.J., but in the last few months, what was a trickle seems to have become an avalanche. In Canada, for example, relatively extensive restrictions apply from January 1st, permitting D.D.T. for insect control in only 12 agricultural crops, compared with 62 previously; there is a reduction of maximum levels for most fruits to 1 ppm. Its cumulative properties in fat are recognized and the present levels of 7 ppm in fat of cattle, sheep and pigs are to remain, but no trace is permitted in milk, butter, cheese, eggs, ice cream, other dairy products, nor potatoes. A U.S. Commission has advised that D.D.T. should be gradually phased out and completely banned in two years' time, followed by the Report of the Advisory Committee on Pesticides and Other Toxic Chemicals recommending withdrawal in Britain of some of the present uses of D.D.T. (also aldrin and dieldrin) on farm crops when an alternative becomes available. Further recommendations include an end to D.D.T. in paints, lacquers, oil‐based sprays and in dry cleaning; and the banning of small retail packs of D.D.T. and dieldrin for home use in connection with moth‐proofing or other insect control. The Report states that “domestic users are often unaware that using such packs involve the risk of contaminating prepared food immediately before it is eaten”.

Details

British Food Journal, vol. 72 no. 2
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 31 December 2024

Muhammad Farrukh, Basit Abas, Issam Ghazzawi and Muhammad Rafiq

The study aims to explore and test the relationship between abusive supervision, emotional exhaustion, work–family conflict and divorce intentions among employees in the…

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Abstract

Purpose

The study aims to explore and test the relationship between abusive supervision, emotional exhaustion, work–family conflict and divorce intentions among employees in the hospitality industry. Specifically, it investigates how abusive supervision leads to emotional exhaustion, which in turn intensifies work–family conflict and ultimately influences divorce intentions.

Design/methodology/approach

The study used a mixed-methods design with an exploratory sequential approach. In the first phase, qualitative interviews with hotel employees explored the effects of abusive supervision on work and family life. Findings from these interviews informed the development of a framework for the second phase, which quantitatively tested the relationships between abusive supervision, emotional exhaustion, work–family conflict and intention to divorce.

Findings

Our findings revealed that abusive supervision causes emotional exhaustion, which in turn leads to work–family conflict. However, we did not find any significant link between work–family conflict and the intention to divorce.

Originality/value

To the best of our knowledge, this study is among the first studies to explore the outcomes of abusive supervision using the mixed method approach, specifically the exploratory sequential design, to comprehensively examine the associations among abusive supervision, emotional exhaustion, work–family conflict and marital problems. This research contributes to leadership literature by providing empirical findings on the long-term impacts of abusive supervision.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 29 November 2022

Devorah Lieberman

This paper aims to provide insight for higher education leaders about how to navigate the immediate needs and long-term needs of an institution. COVID-19 disrupted higher…

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Abstract

Purpose

This paper aims to provide insight for higher education leaders about how to navigate the immediate needs and long-term needs of an institution. COVID-19 disrupted higher education in unprecedented ways, but the post-pandemic world is proving to be just as challenging – if not more so. Presidents and higher education leaders must be nimble, prepared and multi-skilled to address immediate challenges while making the tough strategic decisions to ensure that colleges and universities remain viable and sustainable for generations to come.

Design/methodology/approach

This discussion focuses on the dual vision and the leadership skills that are essential in addressing both the short-term and long-term threats to colleges and universities resulting from the COVID pandemic (wearing leadership bi-focals). It analyzes the post-pandemic trends that are adversely impacting the future of higher education and details how the President is guiding her team at the University of La Verne through this generational crisis – a process she describes as wearing leadership bifocals.

Findings

What began as a sudden global health crisis has shaken institutions of higher education to their core, challenging some of the very foundations upon which they were built. By adopting a bifocal strategy, the University of La Verne can more clearly assess the challenges it faces in the post-pandemic world and the new opportunities around the corner. While this approach ultimately is a team effort, effective implementation requires leadership from the top. The entire campus community is depending on the President to inspire and lead.

Research limitations/implications

Much has been written about leadership during these troubling times in higher education. This paper is intended hoped to offer a best-practices approach for college and university Presidents in engaging their campus communities in addressing the short- and long-term challenges facing them.

Originality/value

The author’s lengthy experience as a University president and Provost – along with a focus on communication skills – provides a unique framework for addressing the complex challenges confronting higher education.

Details

On the Horizon: The International Journal of Learning Futures, vol. 31 no. 1
Type: Research Article
ISSN: 1074-8121

Keywords

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Article
Publication date: 1 January 1993

John H. Holcomb

Argues that the quality of education at the state or local level isnot the federal government′s business. As a national concern, publiceducation should be encouraged, that it…

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Abstract

Argues that the quality of education at the state or local level is not the federal government′s business. As a national concern, public education should be encouraged, that it maintain a high media profile and that both public and private schools be made more effective, efficient, and available. The federal government should not set one standard of rules and regulations for private schools and another for public schools. Both sectors should abide by the same rules. The public wants control of its schools at the local level.

Details

International Journal of Educational Management, vol. 7 no. 1
Type: Research Article
ISSN: 0951-354X

Keywords

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Book part
Publication date: 30 August 2019

Ellis Cashmore

Abstract

Details

Kardashian Kulture
Type: Book
ISBN: 978-1-78743-706-7

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Case study
Publication date: 8 November 2018

Timothy Feddersen

In September 2014 Leyth Jamal, a transgender woman, filed suit against her employer, luxury retailer Saks Fifth Avenue. Jamal alleged that she experienced harassment from managers…

Abstract

In September 2014 Leyth Jamal, a transgender woman, filed suit against her employer, luxury retailer Saks Fifth Avenue. Jamal alleged that she experienced harassment from managers and other employees because of her gender identity while employed by Saks, including verbal abuse and threats of violence. At the time she filed suit, no federal, state, or local laws protected transgender employees from discrimination. However, some federal district courts had recently begun to allow such suits on the premise that discrimination based on gender identity was a form of sex discrimination. Other suits and amicus briefs brought by the Equal Employment Opportunity Commission (EEOC) furthered this trend. The EEOC is the federal agency charged with investigating and supporting claims of discrimination under Title VII of the Civil Rights Act of 1964, so district and appellate courts watched the EEOC's position on the application of Title VII. Socio-culturally, many Americans supported transgender rights, even as they voiced anxiety about transgender men in women's bathrooms.

This case has students assume the role of a trusted member of the executive team of Hudson's Bay Company, which owns Saks Fifth Avenue. One Friday afternoon in late December 2014, the Hudson's Bay CEO sends an email to his executive team notifying them that he has approved corporate counsel's motion to dismiss Jamal's case based on the argument that transgender people are not a protected class according to Title VII. The motion will be filed in federal court on Monday. The CEO shares that he personally believes it is preposterous for anyone to think that Saks Fifth Avenue is anything but a strong advocate for LGBT rights, but he invites executive team members to call him if they have any concerns. Members of the executive team have a responsibility to consider the broader strategic implications for the company, so students must decide if and how to respond to the CEO.

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