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The purpose of this study is to investigate whether athletic identity contributes to discretionary effort among employees. Athletic identities have long been associated with “giving 110 percent” by exerting high levels of discretionary effort. In response, a growing number of organizations have enacted recruiting programs to specifically seek out prospective employees among individuals who are likely to exhibit strong athletic identities. However, the belief that strong athletic identities will spill over to greater discretionary effort at work has not received systematic examination.

Drawing on a field study of over 1,000 working professionals across various countries and industries, the current study explored whether athletic identity was predictive of discretionary work effort through behavioral self-control and locus of control. Bootstrapping procedures that are robust to any normality distribution violations were implemented.

Results suggest that athletic identity indirectly influences employee discretionary work effort through higher behavioral self-control and a more internal locus of control. These effects were found even when controlling for actual weekly metabolic energy expenditure, age, gender and education.

This study supports the relationship between athletic identity and discretionary effort in the workplace, mediated by greater self-regulation and internal locus of control when compared to those with weaker athletic identities. Importantly, these results were found even while controlling for actual metabolic activity, suggesting that identifying as an athlete is associated with greater internal locus of control and behavioral regulation independent of actual current physical activity. The findings suggest support for human resource practices that prioritize recruiting individuals with strong athletic identities.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

Wireless communication, comprising telecommunication industry products and services which move voice, video, data, and graphics at the speed of the electron, is the back bone of the Internet. We have today a wireless world which two Chief ‘Ntrepreneur Officers (CNOs)‐American Sam Ginn (AirTouch) and Britisher Chris Gent (Vodafone)‐created by their Memory Management during the 16 years between Olympics in Los Angeles (1984) and Olympics in Sydney (2000).

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.

Outlines previous research on reasons for the many failures of US thrifts and loans during the 1980s, and suggests that crime played a larger part than is generally supposed. Explains the regulatory system set up to deal with failed thrift institutions and analyses all disposals made by the Resolution Trust Corporation between 1989 and 1995, including its referrals for criminal investigation. Shows for each year and in total the proportions disposed of by insured deposit transfers, pay‐outs and purchase and assumption contracts; the value of assets/liabilities involved; and the cost of resolution to the taxpayer. Goes on to show that the failed thrifts affected by criminal activity (almost half!) accounted for almost 80 per cent of total resolution costs and were more likely to be larger institutions. Contrasts these results with previous research, recognizes the limitations of the study and calls for further investigation.