Roger A. Plant and Robert J. Ryan
At a time when industrial expense is under great pressure,particularly training budgets, it is of great importance that trainingis carefully focused, to ensure that organizations…
Abstract
At a time when industrial expense is under great pressure, particularly training budgets, it is of great importance that training is carefully focused, to ensure that organizations obtain the maximum benefit. The widely accepted procedures for evaluation described by Donald Kirkpatrick almost without exception have been applied only at level 1 (Student Reaction forms). Many researchers have questioned the value of this part‐application of an evaluation strategy. This new system of training effectiveness evaluation not only forms the basis of individual analysis, but also allows group deficiencies to be explored over time. The method based on self‐perceived skill gap measurement allows the monitoring of skills management at individual departmental and organizational levels and gives management, for the first time, a control measure to which skill management budgets (of which training is a part) can be compared.
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In the US minimum wages were initially enacted by individual states, beginning with the Commonwealth of Massachusetts in 1912. These laws were modeled on legislation enacted over…
Abstract
In the US minimum wages were initially enacted by individual states, beginning with the Commonwealth of Massachusetts in 1912. These laws were modeled on legislation enacted over the previous two decades in Australia, New Zealand, and England (Fisher, 1926, chap. 8; Hammond, 1915, 1913; Hobson, 1915; Hart, 1994, chaps. 2 & 3; Morris, 1986). From 1912 to 1923, the legislatures of 16 states, Puerto Rico, and the District of Columbia passed minimum wage legislation, although not all of them were operational by the end of this period (Brandeis, 1935, p. 501; Clark, 1921; Millis & Montgomery, 1938, chap. 6; Morris, 1930, chap. 1).
Sandra Cereola, Karen Green and Edward Lynch
Organizations are considering the influence of workplace attention breadth (mindfulness and absorption) on professional development. Although corporate accountants typically focus…
Abstract
Organizations are considering the influence of workplace attention breadth (mindfulness and absorption) on professional development. Although corporate accountants typically focus on technical skills, soft skills such as mindfulness may also improve performance. In this study, we examine the influence of attention breadth on task performance by demonstrating how mindfulness and absorption vary with respect to improvement to entry, mid, and upper-level accounting tasks. We survey over 700 corporate accounting professionals and find that upper-level manager task performance is related to mindfulness, and mid-level manager task performance is associated with mindfulness and absorption. We also find that mid-level professionals who are unable to transition between mindfulness and absorption states serve a relatively longer tenure before advancing to an upper-level position. This study has important implications for management to assist in improving office productivity and morale.
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The most significant event for the School has been the announcement of the creation of the National Centre for Management Research and Development. The Centre is due to open in…
Abstract
The most significant event for the School has been the announcement of the creation of the National Centre for Management Research and Development. The Centre is due to open in 1986 and will provide research facilities for up to 20 major projects designed to improve the competitiveness of Canadian business practices.
Geoff Ryan, Robert J. Emmerling, Lee Fergusson and Shayne Baker
This research investigates the types of critical business situations worked on by multinational corporations' senior managers and the competencies they employ to achieve desired…
Abstract
Purpose
This research investigates the types of critical business situations worked on by multinational corporations' senior managers and the competencies they employ to achieve desired outcomes.
Design/methodology/approach
The research is based on a database of N = 440 critical success incidents obtained from semi-structured interviews with a sample of 143 senior managers during competency-based consulting projects over a 25-year period from 1995 to 2019. Content analysis was used to categorise critical success incidents, by similarity of business intent, into groups labelled as critical business situations. Behavioural coding was used to identify competencies.
Findings
Nine critical business situations were found, and 10 competencies identified, accounting for 79% of behaviours displayed by the senior managers. Five competencies were found to be used more universally and five were more dependent on the specific critical business situation.
Research limitations/implications
This research provides an overview of the initial stage of this topic. Further empirical validation including applicability in contemporary business contexts, testing of competency relationships with critical business situation criterion-referenced outcomes, and temporal and geographic usage will be presented in an accompanying study.
Practical implications
Knowledge of the specific competencies and their relative frequencies when displayed in different critical business situations provide the potential to give more targeted development suggestions to senior managers facing similar situations.
Originality/value
This study examines concurrently, both the business situations and associated competencies of senior managers, a group for whom extant research is significantly limited.
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Munmun Goswami and Lalatendu Kesari Jena
This study is aimed at decoding the impact of supportive leadership behavior (leader–member exchange [LMX]) on job satisfaction (JS) through the mediating role of the work–nonwork…
Abstract
Purpose
This study is aimed at decoding the impact of supportive leadership behavior (leader–member exchange [LMX]) on job satisfaction (JS) through the mediating role of the work–nonwork interface (work-to-nonwork conflict [WNC] and work-to-nonwork enrichment [WNE]), within the work-from-home context in India.
Design/methodology/approach
Multiphased data collected from 232 full-time working Indian dual-working parents (with one or more children) were analyzed using structural equation modeling.
Findings
Overall, the hypothesized model receives empirical support from the data. LMX positively influenced WNE and simultaneously negatively influenced WNC. WNE, in turn, positively impacted JS, and WNC negatively influenced JS. Results supported only the mediating role of WNE between LMX and JS but not WNC. Women reported greater JS than men, and respondents staying in a joint family reported decreased WNC.
Research limitations/implications
The current study takes a multiphased, multidomain approach to understand the underlying mechanisms of leadership’s impact while working from home.
Practical implications
By adopting a tailored approach, organizations can ensure better alignment between employee goals and the desired outcomes of the organization. This entails considering extended family requirements and designing HR interventions and strategies that accommodate the specific challenges faced by dual-working parents.
Originality/value
This study helps to shed light on the sparsely researched arena of the role of leadership in the work-from-home context, more so for Indian dual-working households. Hence, it makes significant contributions to theory and practice.
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Is the death penalty dying? This autobiographical essay offers observations on the application of capital punishment in three very different legal jurisdictions at three different…
Abstract
Is the death penalty dying? This autobiographical essay offers observations on the application of capital punishment in three very different legal jurisdictions at three different time periods when – partially by happenstance and partially by design – she was a homicide researcher, a participant and an observer of profound changes in the jurisdiction's application of the death penalty.
Karlijn Massar, Annika Nübold, Robert van Doorn and Karen Schelleman-Offermans
There is an abundance of empirical evidence on the positive effects of employment – and the detrimental effects of unemployment – on individuals’ psychological and physical health…
Abstract
There is an abundance of empirical evidence on the positive effects of employment – and the detrimental effects of unemployment – on individuals’ psychological and physical health and well-being. In this chapter, the authors explore whether and how self-employment or entrepreneurship could be a solution for individuals’ (re)entry to the job market and which (psychological) variables enhance the likelihood of entrepreneurial success. Specifically, the authors first focus on unemployment and its detrimental effects for health and wellbeing, and outline the existing interventions aimed at assisting reemployment and combating the negative consequences of unemployment for individuals’ well-being. Then, the authors will explore entrepreneurship as a potential solution to unemployment and explore the psychological variables that enhance the likelihood of entrepreneurial success. One of the variables the authors highlight as particularly relevant for self-employment is the second-order construct of Psychological Capital (PsyCap; Luthans, Avolio, Avey, & Norman, 2007), as well as its individual components – hope, optimism, efficacy, and resilience. PsyCap is a malleable construct that can be successfully trained, and PsyCap interventions are inherently strength-based and have positive effects on employees’ and entrepreneurs’ performance and wellbeing. Therefore, the authors end the chapter by suggesting that a PsyCap component in existing education and training programs for entrepreneurship is likely to not only increase entrepreneurial intentions and success, but also increases participants’ well-being, self-esteem, and the general confidence they can pick up the reigns and take back control over their (professional) lives.