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Article
Publication date: 1 October 1997

Patrick L. Townsend, Joan E. Gebhardt and Pat Townsend

Ethics in the way organizations go about their business is increasingly important to customers, who are becoming increasingly aware of ‐ and increasingly discriminating against �…

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Abstract

Ethics in the way organizations go about their business is increasingly important to customers, who are becoming increasingly aware of ‐ and increasingly discriminating against ‐ companies which fail to meet their criteria. But how to overcome the accusation that a policy, made at board level, is ignored in implementation? A written statement of policy can go a long way towards keeping an organization honest. But does the leader’s or organization’s philosophy actually need to be written down and published? In theory, if a leader is consistent, every subordinate should have a clear picture of what the leader’s philosophy is, and the organization will act accordingly. On the other hand, if a leader fails to make his or her philosophy explicit, i.e., what the work environment is to be, a philosophy will be assumed. Makes the case for a written policy on ethics, and offers examples from the US Marine Corps, and others.

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Managing Service Quality: An International Journal, vol. 7 no. 5
Type: Research Article
ISSN: 0960-4529

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Article
Publication date: 1 June 1997

Pat Townsend and Joan E. Gebhardt

One definition of a leader is a person who has followers. Argues that, to be a skilled leader, the role of follower needs to be clearly understood ‐ indeed a good leader should…

2986

Abstract

One definition of a leader is a person who has followers. Argues that, to be a skilled leader, the role of follower needs to be clearly understood ‐ indeed a good leader should make a good follower _ and that somewhere within this concept is the very basis of teamwork. Using examples from the US military and the world of sport, explains the authors’ understanding of followership in relation to today’s business context, and offers a series of guidelines for effective “followership”.

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Managing Service Quality: An International Journal, vol. 7 no. 3
Type: Research Article
ISSN: 0960-4529

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Article
Publication date: 23 January 2007

The paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

1053

Abstract

Purpose

The paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Innovation of the continuous quality and continuous improvement sort is not something that can be housed in a particular geographical position. It has to come from people – everyone from top to bottom – buying in on a culture of people's opinions and experiences mattering. The clever company recognizes this and, rather than restrict themselves to relying on the experiences and opinions of a few people at the top of the management structure, creates practices and procedures which allow everyone to have an input into innovation.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

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Article
Publication date: 1 April 1995

Patrick Townsend

In 1983 the Paul Revere insurance company had fallen from itsposition as market leader, an occurrence which acted as catalyst for the“quality‐has‐value” programme. Describes the…

1350

Abstract

In 1983 the Paul Revere insurance company had fallen from its position as market leader, an occurrence which acted as catalyst for the “quality‐has‐value” programme. Describes the company’s quality process, the phases through which staff go before attaining the “right attitude” and the whole process of implementation. Although the company has now regained its position of market leader, the “quality‐has‐value” programme continues.

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Managing Service Quality: An International Journal, vol. 5 no. 2
Type: Research Article
ISSN: 0960-4529

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Article
Publication date: 1 March 1995

Martin Fojt

That someone can make us feel good is a quality in itself. There has been much talk within British government circles, for example, about “the feelgood” factor, which is…

2378

Abstract

That someone can make us feel good is a quality in itself. There has been much talk within British government circles, for example, about “the feelgood” factor, which is constantly reminding us that it is just around the corner! Whether or not we can believe in this is another matter but it certainly displays an awareness that making other people feel good can also have positive benefits for ourselves. How this can be achieved will differ depending on our particular line of business. Having a good‐quality product does not in itself guarantee success as service quality must also be taken into account. This is where the feel‐good factor comes into play. It is all very well, for example, going to a restaurant to have a top‐class meal (in that the food was good), only to have it thrown at you. Quality, therefore, must not be seen as a separate entity, but more as a package deal. Service quality is important if you wish to retain your customer base as acquiring new customers can be both time‐consuming and costly. It quite often takes very little apart from good manners to keep customer loyalty as in the case of the restaurant. Other factors can, however, start creeping into the framework such as efficiency, timeliness and good communication. Is there, for example, a time limit on how long you can reasonably be expected to wait for your meal before it arrives at the table, and if there is a delay is this communicated to you? In other words, we all have expectations as to what is acceptable and what is not. The clever part is for the organization to learn by what criteria the customer judges its service quality performance.

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Journal of Services Marketing, vol. 9 no. 3
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 1 June 1996

Leon W. Brashier, Victor E. Sower, Jaideep Motwani and Michael Savoie

Examines the current literature on total quality management/continuous quality improvement (TQM/CQI) in the health‐care industry and determines the common threads that exist in…

2854

Abstract

Examines the current literature on total quality management/continuous quality improvement (TQM/CQI) in the health‐care industry and determines the common threads that exist in the successfully implemented programmes. Based on the review of literature, proposes a comprehensive model on how to implement and maintain a TQM/CQI programme in the health‐care industry.

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Benchmarking for Quality Management & Technology, vol. 3 no. 2
Type: Research Article
ISSN: 1351-3036

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Article
Publication date: 1 July 2004

Ester Martínez‐Ros and Vicente Salas‐Fumás

This paper explores whether workers share innovation returns and how the size of innovation returns is affected by market conditions. Using a panel data of Spanish manufacturing…

210

Abstract

This paper explores whether workers share innovation returns and how the size of innovation returns is affected by market conditions. Using a panel data of Spanish manufacturing firms during the period from 1990 to 1993, we answer affirmatively to both questions. Product and process innovations both generate returns, but such returns are higher for process innovations. The size of innovation returns seems to be affected positively by demand growth, by product standardization, and by low product market concentration. The three empirical results are in agreement with the theoretical predictions, such as Schmoockler’s (1966) theory of demand‐pool innovation, the price‐elasticity of demand effects postulated by Kamien & Schwartz (1970), and the replacement effect suggested by Arrow (1962). At the time of generating returns, process innovations are more affected by market conditions than are other innovations.

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Management Research: Journal of the Iberoamerican Academy of Management, vol. 2 no. 2
Type: Research Article
ISSN: 1536-5433

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Article
Publication date: 1 October 2004

Eileen Kwesiga and Myrtle P. Bell

Although organizational socialization is a powerful phenomenon with numerous long lasting effects on employees, many organizations and employees weather the experience…

1100

Abstract

Although organizational socialization is a powerful phenomenon with numerous long lasting effects on employees, many organizations and employees weather the experience unconsciously, going through the process blindly and unaware of its powerful influences. Though studies have analyzed organizational socialization and the role of newcomers in the process, none have looked at the role of specific socialization tactics and their influence on women’s careers in organization. In this paper we consider the relationship between organizational socialization methods and the advancement of women’s careers in organizations. We develop and discuss a theoretical integrative framework and propositions, and conclude with implications and suggestions for future research to better explain the linkages between organizational socialization tactics and women’s career advancement strategies.

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Equal Opportunities International, vol. 23 no. 7/8
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 13 November 2020

Ashlea Kellner, Keith Townsend, Adrian Wilkinson and Rebecca Loudoun

Paramedics' work environment is constantly changing and unpredictable. Controlling environmental risks is difficult for the HR department and requires support of external systems…

983

Abstract

Purpose

Paramedics' work environment is constantly changing and unpredictable. Controlling environmental risks is difficult for the HR department and requires support of external systems such as unions and policymakers. Acknowledging environmental complexity, and the interaction of external systems, this study examines how the HRM system manages and responds to violence against paramedics.

Design/methodology/approach

Data were collected from three Australian state ambulance services. Detailed accounts from 72 semi-structured interviews are supplemented by 1,216 phone surveys demonstrating the prevalence of assault.

Findings

Reporting very high levels of assault against paramedics from the survey data, the authors discuss situational risk factors identified by interviewees in the immediate physical environment and broader social context. The authors detail HRM practices adopted by each case and identify how gaps in the HRM system are addressed by other external, industry-level and state/federal-level systems in a multi-layer response to assault against paramedics.

Practical implications

Identification of individual and situational risk factors and consequences for paramedics enables more targeted prevention, intervention and response. Young and less experienced paramedics are perceived to be at greater risk of assault. Importance of HRM practices particularly de-escalation training is highlighted. Gaps in HRM system require external input, particularly via law enforcement and public education.

Originality/value

This study adopts a holistic and contextualised perspective of HRM to improve understanding of violence against paramedics at work. Combining open systems and multi-stakeholder approaches, the authors adapt Beer et al.'s (1984) seminal Harvard Model of HRM. The authors propose a conceptual map which illustrates relationships between situational risks, key systems, HRM practices and outcomes.

Details

Personnel Review, vol. 50 no. 7/8
Type: Research Article
ISSN: 0048-3486

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Book part
Publication date: 6 October 2014

Cynthia D. Anderson, Christine Mattley, Valerie Martin Conley and David A. Koonce

Community colleges are an under-recognized but vital component of higher education. Public two-year colleges provide a foundation for baccalaureate degree attainment, educate a…

Abstract

Purpose

Community colleges are an under-recognized but vital component of higher education. Public two-year colleges provide a foundation for baccalaureate degree attainment, educate a skilled math and science workforce, and support local economic development. Our research, which examines women STEM faculty at community colleges, highlights the role of gender in reproducing advantages and disadvantages within the academy.

Methodology

Data were collected by face-to-face interviews with 27 women faculty at nine community colleges in Ohio. We utilized semi-structured interviewing techniques to examine key dimensions such as decision-making leading to employment in two-year institutions, perceived advantages and disadvantages of such work, job satisfaction, and challenges to balancing career and family.

Findings

Results indicate considerable satisfaction among women faculty members, but contradict a popular stereotype that work at community colleges is easier for women with families. Despite relative parity in terms of occupational composition, pay, and tenure, community colleges are gendered in that they lack formal programs, institutionalized support, and leadership opportunities to support women.

Research limitations

Adjunct faculty play an important role in higher education but are underrepresented in our sample. Future research is needed to examine the unique situation of part-time faculty.

Implications

Community colleges are uniquely poised to contribute to improving gender equality for women in STEM. Understanding community colleges and the academic careers of women in STEM employed by these institutions is a vital step in our nation’s efforts to develop systemic approaches to increase representation and advancement of women in STEM careers.

Details

Gender Transformation in the Academy
Type: Book
ISBN: 978-1-78441-070-4

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