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Discusses how, after enduring difficult times in the early 1980s, Carlisle Tire & Rubber undertook a major change in its manufacturing operation with the use of employee involvement and teamwork. Examines the reluctance of some managers and supervisors to participate in the change process. Explores sources of resistance, as well as the role Training can play in helping overcome resistance. Contends that the Training and interventions used have enabled the manufacturing organization to continue the successful implementation of empowered teams and have permitted significant changes in the management organization. Concludes that the use of teams has dramatically improved quality and productivity; changing to a team culture requires total commitment on the part of senior management and organizational leaders.

The purpose of this paper is to examine the management innovations developed and implemented by the Harvey House restaurants with specific attention to those human resource policies and procedures that were created to use what many believe to be the first large-scale use of single women working away from home, the famous Harvey Girls. A second purpose of this paper is to use bricolage theory to frame the innovations that Harvey pioneered to illustrate how the theory pertains to this entrepreneur who civilized dining in the “Wild West.”

This paper relies on secondary and archival sources to inform its points and rationale.

Fred Harvey applied his experience-gained knowledge to invent a system that would provide meals to railroad travelers along the Atchison, Topeka and Santa Fe railroad that were not only consistently excellent and reasonably priced but also could be served within the tight time limits of train stops for fuel and water. The precision of his service standards was innovative and required trained and disciplined servers. To deliver the quality of service for which his company became known across the “Wild West.” Harvey invented his famous Harvey Girls.

Fred Harvey’s invention of the Harvey Girls represents the first large-scale employment of women and required the invention of human resource management policies, procedures and processes. This is the story of how this management innovator successfully applied entrepreneurial bricolage to bring civilized dining to the “Wild West.”

The purpose of this paper is to proffer an alternative conceptualization of food integrity and a market-based food integrity intelligence system.

Food fraud is interpreted as a symptom of asymmetric knowledge. Consumer collaboration for knowledge exchange and diffusion of innovation (KEDI) safeguards food markets. The concept of communicative action is applied to conceptualize and analyze key elements for designing a collaborative food integrity intelligence system.

The model of market-based KEDI consists of three dimensions: intelligence flows, organization memory, and social sensitivities. Decentralized control is crucial to effect system innovation.

The paper integrates managerial, marketing, and economic approaches and develops a model for managing food integrity intelligence.

An inspiring leader is perceived by followers to be knowledgeable, enlightened and sensitive to the problems at hand. From this, follower confidence is built. Followers share with the leader common beliefs about what is wrong, beliefs that the leader articulates publicly for them. Unlike the charismatic leader who substitutes for the follower's ego ideal, the inspirational leader can represent and symbolise it.

The paper aims to show that human resource management professionals need to consider the uniqueness of Native, indigenous, and traditional people.

A number of key issues demanding attention are analyzed in a non‐exhaustive discussion of relevant topics.

The paper finds that organizations may lack the perspectives, insights, and skills they need to effectively respond to the needs and demands of employees/potential employees who are members of Native, indigenous, and traditional cultures.

This paper provides a timely discussion of this important topic in ways that have immediate practitioner application as well as suggesting additional research, dialogue, and thought.

The processing techniques and materials utilized in the fabrication of a two-terminal electrostatically actuated micro-electro-mechanical cantilever-arrayed device used for radio frequency tuning applications are presented in this work. The paper aims to discuss these issues.

The process, which is based on silicon surface micromachining, uses spin-coated photoresist as the sacrificial layer underneath the electroplated gold structural material and an insulating layer of silicon dioxide, deposited using plasma enhanced chemical vapour deposition (PECVD), to avoid a short circuit between the cantilever and the bottom electrode in a total of six major fabrication steps. These included the PECVD of the silicon dioxide insulating layer, optical lithography to transfer photomask layer patterns, vacuum evaporation to deposit thin films of titanium (Ti) and gold (Au), electroplating of Au, the dry release of the cantilever beam arrays, and finally the wafer dicing to split the different micro devices. These process steps were each sub-detailed to give a total of 14 micro-fabrication processes.

Scanning electron microscope images taken on the final fabricated device that was dry released using oxygen plasma ashing to avoid stiction showed 12 freely suspended micro-cantilevered beams suspended with an average electrostatic gap of 2.29±0.17 μm above a 4,934±3 Å thick silicon dioxide layer. Preliminary dimensional measurements on the fabricated devices revealed that the cantilevers were at least 52.06±1.93 μm wide with lengths varying from 377.97±0.01 to 1,491.89±0.01 μm and were at least 2.21±0.05 μm thick.

The cantilever beams used in this work were manufactured using electroplated gold, and photoresist was used as a sacrificial layer underneath the beams. Plasma ashing was used to release the beams. The beams were anchored to a central electrode and each beam was designed with varying length.

The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work.

Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model.

Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger.

This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement.

AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.