Steven H. Appelbaum, Manon Leblanc and Barbara T. Shapiro
Describes the impact of ongoing downsizing activities as an established organization attempts to develop a new corporate culture. Objective of this undertaking was to recommend an…
Abstract
Describes the impact of ongoing downsizing activities as an established organization attempts to develop a new corporate culture. Objective of this undertaking was to recommend an action plan and feedback loop to assist this complex procedure. An organizational climate survey was developed via a review of the literature utilizing a nonprobability sample design and utilizing an ordinal scale. A questionnaire (N = 30) was developed to explore downsizing practices, compensation, satisfaction and morale in this particular hybrid case and field study. Attention was given to changing culture leadership, communication systems, decision‐making, incentives ‐ satisfaction, gainsharing and the surveyor syndrome. The results indicated that corporate culture was incongruous with employee culture, thus impeding the downsizing process. Recommendations for management to correct this structural and process problem are given in addition to an action plan to implement all variables previously described in the literature and tested in this case study.
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Wendi J. Everton, Jeffrey A. Jolton and Paul M. Mastrangelo
This paper aims to review research about four forms of deviant employee behavior: unexplained absenteeism/tardiness, employee theft, incivility, and violence. It is believed that…
Abstract
Purpose
This paper aims to review research about four forms of deviant employee behavior: unexplained absenteeism/tardiness, employee theft, incivility, and violence. It is believed that, when an organization and its managers are perceived to be fair and supportive, employee deviant behavior will decrease.
Design/methodology/approach
Because the literature on employee deviant behavior is so vast, the typology of deviant behavior proposed by Robinson and Bennett to select and frame these four forms of deviance was used.
Practical implications
Employees can behave in a variety of ways that are harmful to the organization, such as stealing, sexual harassment, or purposefully taking long breaks. Sometimes this misbehavior happens despite the best efforts of managers to enforce organizational rules, but managers can do more to prevent such behavior than just rule enforcement.
Originality/value
This paper identifies new reasons for managers to behave in a fair and equitable way toward employees. The point is made that such behavior is in a manager's best self‐interest because it reduces his/her subordinate's deviant behavior. Finally, specific and research‐based recommendations for manager behavior are provided.
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Colby Riggs, Yan Han and Julia Gelfand
Aims to provide highlights from the American Library Association (ALA) 2005 Midwinter meeting.
Abstract
Purpose
Aims to provide highlights from the American Library Association (ALA) 2005 Midwinter meeting.
Design/methodology/approach
Provides a brief report of the meeting held in Boston, MA. in January 2005.
Findings
Outlines how the Public Library Association (PLA) debuted blogging at this meeting and provides a summary of the ever popular ALA Technology Showcase – the highlights of which included shared networks, library data mining and audio archives. Concludes with highlights from various Library and Information Technology Association (LITA) meetings and discussions and a detailed report on the Standards Interest Group.
Originality/value
A report of interest to library and information management professionals.