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Article
Publication date: 10 April 2017

Sue Lam and Ben Hawkes

The purpose of this paper is to share how Shell HR enabled technological change in their graduate hiring assessments.

2148

Abstract

Purpose

The purpose of this paper is to share how Shell HR enabled technological change in their graduate hiring assessments.

Design/methodology/approach

Shell receives over 100,000 applications for their global graduate program each year for fewer than 1,000 technical and commercial positions. The foundation of the recruitment process is the assessments, providing data and insight on which to make selection decisions. The effectiveness of the assessments, along with attracting the best candidates, determines the quality of hire and long-term value to Shell. To stay competitive in the market with job seekers, Shell recruitment wanted to create a streamlined assessment approach that could be delivered through available technology. HR analytics and assessment specialists collaborated to review the current graduate assessments to enhance candidate assessment data, boost candidate experience, leverage technology and make structural changes that improve cost effectiveness, scalability and efficiency for variable hire demand levels. Focus groups, interviews, candidate experience surveys and assessment center data were examined.

Findings

The findings indicate that the assessment process was robust but could be streamlined, particularly by digitizing the process. For example, pre-recorded video interviewing could be utilized early in the assessment process.

Originality/value

This paper sheds light on the success factors of digitizing the recruitment assessment process. Information on bringing data analysis to recommendations and implementation is shared.

Details

Strategic HR Review, vol. 16 no. 2
Type: Research Article
ISSN: 1475-4398

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Book part
Publication date: 24 August 2004

William H.K. Lam and Hong K. Lo

Abstract

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Handbook of Transport Geography and Spatial Systems
Type: Book
ISBN: 978-1-615-83253-8

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Article
Publication date: 3 June 2014

Elissa Tucker and Sue Lam

The purpose of this research paper is to explore how organizational leadership style is related to employee leadership skills, leadership and business trends, as well as…

1671

Abstract

Purpose

The purpose of this research paper is to explore how organizational leadership style is related to employee leadership skills, leadership and business trends, as well as leadership practices.

Design/methodology/approach

In total, 547 participants representing a variety of industries and organization sizes completed an online survey on the current state of leadership at their organizations. We compared the responses of participants working in organizations using a traditional leadership style (n = 121) with those in organizations with a dynamic leadership style (n = 105).

Findings

Consistent with hypotheses, the results show that the traditional, hierarchical and command-and-control style of organizational leadership is associated with larger leadership skills gaps, while a more dynamic, all-inclusive and collaborative leadership style is associated with smaller leadership skills gaps. Specific business trends and leadership practices partially explain the association between organizational leadership style and organizational leadership shortages. These factors provide guidance for human resources practitioners looking to set priorities and plans for fostering dynamic leadership within their organizations.

Originality/value

This study provides insights into why the leadership deficit endures and what organizations can do to put the issue to rest. This research is unique in that it goes beyond identifying and quantifying specific leadership skills gaps to also reveal which factors may be driving these leadership deficits. This research also isolates which organizational practices and leadership approaches are associated with smaller leadership skills gaps.

Details

Strategic HR Review, vol. 13 no. 4/5
Type: Research Article
ISSN: 1475-4398

Keywords

Available. Content available
Article
Publication date: 10 April 2017

Javier Bajer

479

Abstract

Details

Strategic HR Review, vol. 16 no. 2
Type: Research Article
ISSN: 1475-4398

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Book part
Publication date: 15 July 2009

Ella Miron-Spektor and Anat Rafaeli

Most anger research has adopted a within-person view, focusing on the effects of experienced anger on a person's feelings, cognition, and behavior. Less research has examined the…

Abstract

Most anger research has adopted a within-person view, focusing on the effects of experienced anger on a person's feelings, cognition, and behavior. Less research has examined the effects of anger expressed by one person on other people in the workplace. We review available literature on the interpersonal effects of anger and propose a theoretical framework that addresses two main questions (1) What mechanisms can explain the effects of observed anger on other people? and (2) What factors may strengthen or attenuate these effects? We propose that observed anger affects observers’ performance via emotional and cognitive routes that are interrelated, and that this effect depends on the properties of the expressed anger, the situation in which the anger occurs, and the task being performed by the observer.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84855-056-8

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Book part
Publication date: 26 November 2002

Jing Zhou and William H. K. Lam,

Abstract

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Advanced Modeling for Transit Operations and Service Planning
Type: Book
ISBN: 978-0-585-47522-6

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Article
Publication date: 1 February 2000

Yaw A. Debrah and Ian G. Smith

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…

11599

Abstract

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.

Details

Management Research News, vol. 23 no. 2/3/4
Type: Research Article
ISSN: 0140-9174

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Book part
Publication date: 8 May 2003

Anthony Chen, Zhaowang Ji and Will Recker

Travel time variability has generally been recognized as one of the most important attributes in travelers' route choice decisions. In fact, many empirical studies have indicated…

Abstract

Travel time variability has generally been recognized as one of the most important attributes in travelers' route choice decisions. In fact, many empirical studies have indicated that both passengers and freight carriers are strongly averse to travel time variability, because it introduces uncertainty to their route choice decisions. In this chapter, we examine the effect of incorporating travel time variability and risk-taking behavior into the route choice models and its impact on the estimation of travel time reliability under demand and supply variations.

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The Network Reliability of Transport
Type: Book
ISBN: 978-0-08-044109-2

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Article
Publication date: 1 June 2005

Li‐teh Sun

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…

828

Abstract

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.

Details

International Journal of Sociology and Social Policy, vol. 25 no. 6/7
Type: Research Article
ISSN: 0144-333X

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Article
Publication date: 1 July 2005

Rutger Muurling and Thorsten Lehnert

Employee Stock Options are the most widely used incentive compensation tool, and prior research has shown their advantages. However, research among different peer groups…

735

Abstract

Employee Stock Options are the most widely used incentive compensation tool, and prior research has shown their advantages. However, research among different peer groups, different time frames, different research methodologies, and the constantly changing public opinion prevents unanimous agreements on the various benefits of Employee Stock Options. In this paper we apply a number of research hypotheses tested in recent US studies to a European sample of EuroStoxx 50 companies. Due to the globalisation, the similar accounting regulations and the IT and telecommunications revolu tions, Europe and the United States have grown closer together than ever before and are expected to display similar business practices. This assessment should be especially relevant for the large European companies, which mostly have a dual listing in the United States and are therefore essentially forced to manage according to American practices. How ever, the results differ significantly from the existing US research, providing insufficient grounds to accept previous findings for European companies.

Details

Managerial Finance, vol. 31 no. 7
Type: Research Article
ISSN: 0307-4358

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