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Available. Open Access. Open Access
Article
Publication date: 15 December 2007

Paul M. Arsenault

This paper is a case study of a five year leadership seminar at a mid-sized university. The paper will discuss the progress of this seminar in meeting the goals set by the…

103

Abstract

This paper is a case study of a five year leadership seminar at a mid-sized university. The paper will discuss the progress of this seminar in meeting the goals set by the university’s leadership model. Discussed in detail will be the model and theories used in and the implementation of the seminar. The successes of the seminar to this point are meeting the organizational objective for leadership, having continuous executive support and a very integrated seminar that includes both formal and action learning. Further steps include a survey or graduates to determine a successful return on investment and add a coaching program that will provide more one-to-one learning for the seminar graduates to develop their leadership abilities more.

Details

Journal of Leadership Education, vol. 6 no. 1
Type: Research Article
ISSN: 1552-9045

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Article
Publication date: 1 March 2004

Paul M. Arsenault

Today's workforce is more diverse that ever. One diversity issue that has not been generally recognized is generational differences. Defined as a shared tradition and culture by a…

19931

Abstract

Today's workforce is more diverse that ever. One diversity issue that has not been generally recognized is generational differences. Defined as a shared tradition and culture by a group of people that is lifelong, differences in generations have been plagued by erroneous misconceptions. The principal reason has been a lack of research to validate the significance of these differences. This extensive study validates that generations create their own traditions and culture by a shared collective field of emotions, attitudes, preferences, and dispositions. In addition, the study illustrates significant differences in how these generations rank admired leadership characteristics, which correlates to their preferred leadership style and favorite leaders. The conclusion is that generational differences are a legitimate diversity issue that organizations need to recognize and understand and an issue that needs to be addressed in developing current and future leaders.

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Leadership & Organization Development Journal, vol. 25 no. 2
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 20 February 2019

Nidhi Arora and Vijay Dhole

The purpose of this paper is to examine expectations of Generation Y (born between 1980 and 2000) entrants to Indian industry, in respect of their perspective, job experiences…

4694

Abstract

Purpose

The purpose of this paper is to examine expectations of Generation Y (born between 1980 and 2000) entrants to Indian industry, in respect of their perspective, job experiences, considerations and initial employment expectations. Keeping in mind that organizations are required to prepare for the expectations of Generation Y. Human resources (HR) practitioners should consider the next generation as strategic business partners in the twenty-first-century workplaces, questions ignite about Generation Y’s values and aspirations and how we can engage them in our workplaces. This study was an attempt to look at Indian Gen Y employees who comprise almost half of the Indian working population and are growing at a rapid pace. Effective understanding of Gen Y will lead to the designing of effective HR policies and environment.

Design/methodology/approach

Utilizing quantitative research methods, an exploratory study was undertaken with 520 employees (all of whom fell into the category of Generation Y) from various industries.

Findings

The study found that many of the propositions contained within the Generation Y literature were reflected among participants in relation to their future career and lifestyle aspirations. This hints to the need for industry to carefully benchmark employee expectations and experiences to ensure commitment to the sector.

Research limitations/implications

Being an exploratory study, the results are not generalizable to the wider population. The findings frame a future longitudinal study on the careers of Generation Y graduates as they move from the anticipation to the encounter stage of their career development. This will seek to further explore the implications of Generation Y values, including those relating to diversity and equality which were not raised as an issue in this preliminary study.

Practical implications

The findings of this research contribute to our knowledge of the career aspirations of Generation Y. The paper indicates to employers some of the future benchmarkings in recruitment and HR practices that they might adopt to meet the needs of this generation of employees. It is anticipated that this paper will interest new and experienced HR practitioners. Interest might spark ongoing inquiry into effective approaches for employee engagements, specifically to Gen Y employees who will be ruling the workplace in the coming decade. The Gen Y has also led to attrition problems. Therefore, this paper will help in the effective understanding of Gen Y and designing strategies for internal benchmarking in various policies.

Originality/value

This work is a unique effort to look at the common expectations of the Gen Y employees, from the workplace. The findings highlighted the general expectations which are normally neglected in high strategical environment of today’s tech-savvy industry.

Details

Benchmarking: An International Journal, vol. 26 no. 5
Type: Research Article
ISSN: 1463-5771

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Book part
Publication date: 4 July 2024

Larry W. Isaac, Daniel B. Cornfield and Dennis C. Dickerson

Knowledge of how social movements move, diffuse, and expand collective action events is central to movement scholarship and activist practice. Our purpose is to extend…

Abstract

Knowledge of how social movements move, diffuse, and expand collective action events is central to movement scholarship and activist practice. Our purpose is to extend sociological knowledge about how movements (sometimes) diffuse and amplify insurgent actions, that is, how movements move. We extend movement diffusion theory by drawing a conceptual analogue with military theory and practice applied to the case of the organized and highly disciplined nonviolent Nashville civil rights movement in the late 1950s and early 1960s. We emphasize emplacement in a base-mission extension model whereby a movement base is built in a community establishing a social movement school for inculcating discipline and performative training in cadre who engage in insurgent operations extended from that base to outlying events and campaigns. Our data are drawn from secondary sources and semi-structured interviews conducted with participants of the Nashville civil rights movement. The analytic strategy employs a variant of the “extended case method,” where extension is constituted by movement agents following paths from base to outlying campaigns or events. Evidence shows that the Nashville movement established an exemplary local movement base that led to important changes in that city but also spawned traveling movement cadre who moved movement actions in an extensive series of pathways linking the Nashville base to events and campaigns across the southern theater of the civil rights movement. We conclude with theoretical and practical implications.

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Article
Publication date: 1 March 1985

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier…

18833

Abstract

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

Details

International Journal of Manpower, vol. 6 no. 3
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 March 1976

M. Paul‐A. Fortin and M.J.R. Brent Ritchie

En mars 1974, le Conseil de planification et de développement du Québec soumettait un avis intitulé: «Vers une industrie touristique au Québec : éléments d'une stratégie de…

26

Abstract

En mars 1974, le Conseil de planification et de développement du Québec soumettait un avis intitulé: «Vers une industrie touristique au Québec : éléments d'une stratégie de développement». Le rapport soumettait un certain nombre de recommandations au sujet des orientations que devrait prendre le développement futur du tourisme au Québec, s'il voulait promouvoir et favoriser également les intérêts sociaux et les intérêts économiques des résidents de la province. Ces recommandations contenaient aussi un certain nombre de propositions précises sur le plan d'action souhaitable, en vue d'augmenter l'efficacité des secteurs public et privé dans le développement du tourisme. Finalement, le rapport énumérait un certain nombre de secteurs stratégiques qui, de l'avis des experts, comportaient de grands avantages dans le développement du tourisme, mais au sujet desquels très peu d'information était disponible pour seconder les planificateurs et les administrateurs intéressés par le sujet.

Details

The Tourist Review, vol. 31 no. 3
Type: Research Article
ISSN: 0251-3102

Available. Open Access. Open Access
Article
Publication date: 15 January 2023

Benjamin Brachle and L.J. McElravy

The rising costs of recruiting and hiring workers and the seismic shift of age demographics in the United States workforce has created much stir around the concept of generational…

411

Abstract

The rising costs of recruiting and hiring workers and the seismic shift of age demographics in the United States workforce has created much stir around the concept of generational cohorts. Although much has been done by researchers and practitioners alike to attempt a better understanding of each generational group’s leadership preferences, confusing and contradictory results has attracted much criticism. This critique has inspired efforts to look at the concept of leadership and followership preference through an alternative lifespan developmental lens. Because leadership influences are inherently social influences, a person’s overall lifespan development level may potentially provide a deeper perspicacity of the phenomenon than examining it from the more conventional generational cohort perspective. However, specific research into this area is lacking. This paper adds to the literature by uncovering what we are missing in research and practice when we look at age-related leadership phenomena solely from a generational cohort perspective. A review of the contradicting literature on generational cohorts and leadership is offered. Next, specific lifespan developmental theories are examined, and propositions and implications of such research are extended.

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Journal of Leadership Education, vol. 22 no. 1
Type: Research Article
ISSN: 1552-9045

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Article
Publication date: 1 June 1998

Ann Marie Wood

Explores the extent of employee surveillance in the western world and queries why the USA uses surveillance measures to a greater extent than other developed nations. Suggests…

1563

Abstract

Explores the extent of employee surveillance in the western world and queries why the USA uses surveillance measures to a greater extent than other developed nations. Suggests that American managers choose surveillance methods which include the control of workers’ bodies in the production process. Lists the batteries of tests and monitoring to which US employees can now be subjected – including searching employee computer files, voice/e‐mail, monitoring telephone calls, drug tests, alcohol tests, criminal record checks, lie detector and handwriting tests. Notes also the companies which are opposed to worker and consumer privacy rights. Pinpoints the use of surveillance as a means to ensure that employees do not withold production. Reports that employees dislike monitoring and that it may adversely affect their performance and productivity. Argues that Americans like to address complex social problems with technological means, there are no data protection laws in the USA, and that these two factors, combined with the “employment‐at‐will” doctrine, have all contributed to make it possible (and easy) for employers to use technological surveillance of their workforce. Outlines some of the ways employers insist on the purification of workers’ bodies.

Details

International Journal of Sociology and Social Policy, vol. 18 no. 5/6
Type: Research Article
ISSN: 0144-333X

Keywords

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Book part
Publication date: 19 September 2012

Larry W. Isaac, Daniel B. Cornfield, Dennis C. Dickerson, James M. Lawson and Jonathan S. Coley

While it is generally well known that nonviolent collective action was widely deployed in the US southern civil rights movement, there is still much that we do not know about how…

Abstract

While it is generally well known that nonviolent collective action was widely deployed in the US southern civil rights movement, there is still much that we do not know about how that came to be. Drawing on primary data that consist of detailed semistructured interviews with members of the Nashville nonviolent movement during the late 1950s and 1960s, we contribute unique insights about how the nonviolent repertoire was diffused into one movement current that became integral to moving the wider southern movement. Innovating with the concept of serially linked movement schools – locations where the deeply intense work took place, the didactic and dialogical labor of analyzing, experimenting, creatively translating, and resocializing human agents in preparation for dangerous performance – we follow the biographical paths of carriers of the nonviolent Gandhian repertoire as it was learned, debated, transformed, and carried from India to the Fellowship of Reconciliation (FOR) and Howard University to Nashville (TN) and then into multiple movement campaigns across the South. Members of the Nashville movement core cadre – products of the Nashville movement workshop schools – were especially important because they served as bridging leaders by serially linking schools and collective action campaigns. In this way, they played critical roles in bridging structural holes (places where the movement had yet to be successfully established) and were central to diffusing the movement throughout the South. Our theoretical and empirical approach contributes to the development of the dialogical perspective on movement diffusion generally and to knowledge about how the nonviolent repertoire became integral to the US civil rights movement in particular.

Details

Nonviolent Conflict and Civil Resistance
Type: Book
ISBN: 978-1-78190-346-9

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Book part
Publication date: 29 August 2022

Aaditeshwar Seth

Abstract

Details

Technology and (Dis)Empowerment: A Call to Technologists
Type: Book
ISBN: 978-1-80382-393-5

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