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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.

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

Vast sums of money are paid out each year in the UK so that enterprises may hold stocks of materials, fuel, work‐in‐progress and finished goods. The holding costs of UK manufacturing alone for 1979 could well be in the region of £15bn, suffice it to say, an amount of great magnitude running into billions of pounds. There is a tendency on the part of materials management to over‐stock because “Thou shalt not run out of stock” is considered by many to be avoiding a cardinal sin. This means that in addition to carrying stocks which may not be required for some time the firms concerned also have to cover certain holding costs unnecessarily. Stocks kept on one side for “a rainy day” may in actual fact cost more in holding costs than their appreciation in value. Increased stock levels will in addition to increasing holding costs also increase risk, (see Figure 1).

The purpose of this paper is to explore whether organizations have increased their crisis response planning in response to the terrorist attacks of 9‐11. While organizations were encouraged to implement crisis response plans or improve their existing plans after the events of 9‐11, there is mixed research on whether firms have taken such actions.

This study used a survey to explore if the number of firms implementing crisis response plans had increased since 9‐11. The survey also looked at employee perceptions of their company's preparedness for a crisis. By using subjects in New York and California, the survey also explored if there were geographical differences to the crisis response planning which occurred after 9‐11.

The survey found that firms have not responded as well as researchers and the government had hoped. The survey did find that the west coast firms seem to be responding quicker than the east coast companies.

Limitations of the survey include asking people to recollect the past. Another limitation is not having control over who filled out the survey since the survey was e‐mailed to the executives. The respondents also may have been susceptible to the social desirability bias.

This paper should impress upon organizations the need for an organizational crisis response plan. After the events of 9‐11, Hurricane Katrina has more recently focused attention on how firms were not prepared for a natural crisis and that firms may not be prepared for the Avian Flu.

The value of this paper is that it shows empirically the need for organizations to prepare crisis response plans. Future research should focus on exactly which elements should be included in a firm's crisis response plan.

There is an increasing concern on the quality of jobs and productivity witnessed in the flexible employment arrangements. The purpose of this paper is to examine the relationship between various flexible employment arrangements and the workplace performance.

Home-based working, teleworking, flexible timing and compressed hours are the main employment types examined using the Workplace Employee Relations Survey (WERS) over the years 2004 and 2011 in Great Britain. The workplace performance is measured by two outcomes – the financial performance and labour productivity. First, the determinants of these flexible employment types are explored. Second, the ordinary least squares (OLS) method is followed. Third, an instrumental variable (IV) approach is applied to account for plausible endogeneity and to estimate the causal effects of flexible employment types on firm performance.

The findings show a significant and positive relationship between the flexible employment arrangements and the workplace performance. Education, age, wage, quality of relations between managers-employees, years of experience, the area of the market the workplace is operated and the competition are significant factors and are positively associated with the propensity of the implementation of flexible employment arrangements.

The insights derived from the study can have various profound policy implications for employees, employers and the society overall, including family-work balance, coping with family demands, improving the firm performance, reducing traffic congestion and stress among others.

It is the first study that explores the relationship between flexible employment types and workplace performance using an IV approach. This allows us to estimate the causal effects of flexible employment types and the possible associated social implications.

Provides a brief review of trends in library management in 2000, indicating issues of current concern.

Seeks to conduct serious academic study of the Generation X phenomenon.

Considers how the literature (primarily the popular press) has viewed the contrast between Generation X and its predecessor, the Baby Boomer generation. Uses Fey's acceptance of others scale to consider what differences may exist between these individuals and those who preceded them.

The popular literature and anecdotal evidence from practicing managers hold that the impact of a new, radically different generation, often referred to as Generation X, is just now beginning to be felt in US organizations as well as in society as a whole. Many observations and informal reports from practicing managers describe how different the “new breed” of employees is and how difficult they are to manage. Finds that issues of trust and independence surface repeatedly. Interprets the results as providing some evidence that generational differences may exist.

Considerable future research will be required to clarify the extensiveness of the differences and their significance.

Considers the impact of a radically different generation on US organizations and on society as a whole.

The purpose of this paper is to investigate how recruiters at a college career fair perceive sustainability and the knowledge business graduates should have about it. It reports on how recruiters understand sustainability and perceive their organization’s engagement and resulting expectations for new hires. The results indicate that recruiters neither understand sustainability well, nor are suitably informed of their organizations’ needs with respect to this topic. Educators, as a consequence, face a dilemma of how to craft adequate educational experiences, as employer needs are not clearly expressed. The paper concludes with suggestions on how educational institutions can nevertheless proceed with offerings in sustainability education.

The study was performed by conducting personal, structured interviews at a college career fair.

While most respondents considered sustainability to be an important topic, there appears to be a lack of thorough understanding of sustainability. Recruiters were not overly informed about their organizations’ position and efforts toward sustainability. They considered it to be important that students learn about sustainability, but preferences for educational tools were not aligned with expected depth of knowledge. This leaves educators in search of guidance on how to align educational offerings with organizational needs.

As a pilot study, the total number of interviewed organizations was low, and therefore, the results should not be over-interpreted. The findings nevertheless point to a clear disconnect between organizations’ expressed needs for adequate trained personal and their ability to define what they are looking for. These results encourage more research to develop a better link between company strategy toward sustainability, recruiter’s know-how of it and concise expectations in new hires that could be mirrored in educational offerings.

Human resources play a critical role in providing organizations with the capabilities to become more sustainable. Organizations need to develop concise recruitment policies that better communicate what they are looking for, as well as educational programs for recruiters to ensure future hiring fulfills critical needs.

This paper closes a gap in the literature as it includes a thus-far ignored stakeholder group, namely recruiters; into the research on how to align organizational needs with the development of adequate educational offerings that generate future leaders and managers well-versed in sustainability.

The purpose of this paper is to determine key competencies used by organizations in identifying high potential employees. It also seeks to examine practices and programs to manage such employees and finally to identify problems encountered in the development programs.

The respondents of the study were HR practitioners. Convenient sampling was used and the respondents answered survey forms that were sent out using regular mails and e-mails. As a result, 237 forms were generated and used for analyses. In order to test construct validity, factor analyses were performed and mean values of each variable were also used for interpretations.

Employers put highest emphasis on employees who were customer service oriented. Three major competences were identified – results-oriented character, interpersonal competence and technical competence/flexibility. The most common method to identify potential was performance appraisal by immediate superiors. The most common method to develop high potential employees was job enlargement and the most common problem in the development programs was in dealing with those who had personal and work-life balance.

Performance appraisal done by immediate supervisor may not be the best method to gauge future performance and should be coupled with performance review or discussion with the superiors. Job experience is still effective in developing potential. Specific policies that help employees to balance personal and work life are important in development programs.

The responses from the HR practitioners shed some lights on what major competences are important in identifying potential that can be used in talent management.