bluuebunny/crossref_metadata_2025_split huggingface dataset:
The impact of future demographic shifts on the employment of older workers
Authors: Barth Michael C. , McNaught William 
Published: May 2007

AbstractThis article argues that future demographic shifts will alter the supply of older workers and the demand for their services. Research conducted by the authors, shows that a significant percentage of older workers not currently working would like to work and that older workers can be as cost effective and capable as younger workers. Recommendations for facilitating the greater employment of older workers conclude the article.
Making the Smithkline Beecham merger work
Authors: Burke W. Warner , Jackson Peter 
Published: May 2007

AbstractPerhaps it is an understatement to say that merging two large companies, one predominantly American and the other British, is difficult. Moreover, a merger of such magnitude takes time. This article is, therefore, a “progress report” of the merger that officially began in July of 1989 between the former SmithKline Beckman corporation with the former Beecham, plc. The authors provide suggestions and some guidelines for what facilitates an effective merger, describe the process that has occurred thus far (with particular emphasis on the establishment of values and leadership practices for the desired merger culture), and conclude with the overall model that frames the culture initiative and change effort.
Making total quality work: Aligning organizational processes, performance measures, and stakeholders
Authors: Olian Judy D. , Rynes Sara L. 
Published: May 2007

AbstractTotal quality is increasingly used by companies as an organization‐wide system to achieve fully satisfied customers through the delivery of the highest quality in products and services. The goals of total quality can be achieved only if organizations entirely reform their cultures. Traditional management, operations, finance and accounting systems are reviewed against changes that are needed in organizational processes, measurement systems, and the values and behaviors of key stakeholders to overpower the status quo and shift to a total quality culture that permeates every facet of the organization. Specific company illustrations are drawn upon to show the inadequacies of these traditional areas under the new imperatives for total quality.
Broadening the market orientation: An added focus on internal customers
Authors: Mohrw‐Jackson Iris 
Published: May 2007

AbstractThough the marketing concept is the cornerstone of the marketing discipline, businesses typically describe only limited success in implementing it. An examination of the core pillars of the marketing concept points to limitations in the first pillar, the customer focus. This pillar is directed at the external customer, the person purchasing the firm's products and services with no attention to the internal customer, the employee. Whereas much attention has been directed to human resource practices in total quality management, marketers have overlooked its importance. This article describes an exploratory study based on in‐depth interviews with corporate executives from a broad range of American organizations, which phenomenologically assesses the characteristics of the marketing concept and the employee activities that foster its implementation.
Leadership and management effectiveness: A multi‐frame, multi‐sector analysis
Authors: Bolman Lee G. , Deal Terrence E. 
Published: May 2007

AbstractBolman and Deal (1984, 1991) have developed four perspectives, or frames, for understanding organizations and leadership: structural, human resource, political, and symbolic. This paper reports two studies that operationalize that model. The first study uses critical incidents written by managers to assess how many and which frames they use. Most incidents show the use of one or two frames; very few contain all four. In every population, the structural frame was used frequently while the symbolic frame was rarely evident. Across different populations, the use of the human resource and political frames varied substantially. The second study used survey instruments to assess managers' frame orientations. Regression analyses show that their orientations, as perceived by colleagues, are differentially related to perceived effectiveness as manager and leader. Managerial effectiveness is related to an emphasis on rationality and organizational structure. Leadership effectiveness is linked to symbols and culture. For men and women in comparable positions, gender is unrelated to leadership orientations or to their effectiveness as managers or leaders.
Keys to action: Understanding differences in organizations' responsiveness to work‐and‐family issues
Authors: Morgan Hal , Milliken Frances J. 
Published: May 2007

AbstractThe authors address the question of what factors influence the corporate response to work‐and‐family issues, using data from a written survey of companies. They hypothesized that various demographic, organizational, and other characteristics might affect the degree of a business's response. Among their findings are (1) that the percentage of female employees was unrelated to the responsiveness measure when other factors were controlled; (2) that industry and geographic effects were significant; and (3) that companies which regularly survey their employees tended to be more responsive. © 1993 by John Wiley & Sons, Inc.
A value‐laden approach to integrating work and family life
Authors: Lobel Sharon Alisa 
Published: May 2007

AbstractPeople experience work‐family conflict when they express different values in work and family roles, when personal values differ from organizational expectations, and when individuals feel that external factors have created these discrepancies. These ideas, and the corresponding strategies for managing value‐based conflicts between work and family roles, are explored. © 1993 by John Wiley & Sons, Inc.
Helping top management avoid failure during planned change
Authors: Nutt Paul C. 
Published: May 2007

AbstractManagers use a variety of tactics to set directions, to identify ideas, and to implement plans during planned change. Some of these tactics were found to be quite successful, and others have high rates of failure. Failure stemmed from imposing ideas, adopting ideas after a limited search, and using power to implement plans. Managers were far more successful when objectives were set and the need for action made clear at the outset, when an unrestricted search for ideas was carried out, and when participation was used to entice people to go along with the planned change. Suggestions to improve practice are offered as steps to take and steps to avoid during planned change. © 1993 by John Wiley & Sons, Inc.
Perceptions or reality: Is multi‐perspective measurement a means or an end?
Authors: Tornow Walter W. 
Published: May 2007

AbstractThis article takes an epistemological perspective on “perceptions or reality” when examining multi‐rater assessment measures as means versus ends and contrasts the scientist's and practitioner's perspectives. Multiple ratings—when used to map differences as well as similarities in perceptions about common reference points—can be powerful tools for individual or organizational development applications. The application of measurement tools for development purposes is quite different from the psychometric focus of measurement, however. In the latter, measurement becomes an end in itself; in the former, it is more a means to an end. © 1993 by John Wiley & Sons, Inc.
Self–observer rating discrepancies: Once an overrater, always an overrater?
Authors: Nilsen Dianne , Campbell David P. 
Published: May 2007

AbstractDifferences between the perceptions of self‐raters and other observers are often found on 360‐degree feedback instruments. This article reports on the nature of these self–observer differences. Specifically, self–observer discrepancies were found to be stable over time. In addition, discrepancies on skill‐based multirater instruments were related to discrepancies on personality‐based multirater instruments. This suggests that accuracy in self‐perception is a stable individual difference. The implications for job performance and personality assessment are discussed. © 1993 by John Wiley & Sons, Inc.
Other people's expectations
Authors: Moses Joel , Hollenbeck George P. , Sorcher Melvin 
Published: May 2007

Abstract360‐degree Feedback is a popular fad. It relies on instruments designed to capture information from a variety of sources in the hope that the feedback from these sources can be best applied by the individual. While the idea of collecting information from a variety of relevant sources is commendable, the overall simplicity of the information collection process limits the usefulness of the information.The authors take issue with these kinds of instruments and point out why the “feedback” from 360‐degree feedback instruments is severely limited by many factors which include: (1) the reliance on generalized traits; (2) a limited or nonexistent frame of reference for making rater/observer judgments; (3) a memory‐based, often incomplete description of past performance; (4) the inability of the observer to interpret behaviors; and (5) the reliance on the instrument designer's scoring system, factor analysis, or data collection methods to interpret the information for the participant.The authors have developed instruments which differentiate between Other People's Observations (OPOs) and Other People's Expectations (OPEs). OPOs are based on context‐free assumptions. In contrast, OPEs are situation‐specific and provide both the rater and the recipient with an accurate frame of reference through which to better understand the implications of the expectations held.The article describes how the instruments were designed to capture critical leadership expectations and how this information can be applied. © 1993 by John Wiley & Sons, Inc.
360‐degree feedback PLUS: Boosting the power of co‐worker ratings for executives
Authors: Kaplan Robert E. 
Published: May 2007

AbstractAs useful as co‐worker ratings can be, all too often managers are given feedback and nothing changes. This is not surprising, since habits die hard. But, what if, to stand a better chance of having an impact, the power of co‐worker ratings were boosted? This article describes several possible boosters: follow‐through, using verbal descriptions along with ratings; collecting data on motivation as well as behavior; getting a historical perspective on the individual's current managerial behavior; and gathering data on the individual outside of work. A caveat: The more data that are collected and the greater the depth of these data, the greater the responsibility of those who conduct such an exercise. Feedback PLUS means commitment PLUS. This is all the more true when all the boosters are used in concert—an intervention the author and his colleagues have employed with executives. © 1993 by John Wiley & Sons, Inc.
360‐degree feedback as a competitive advantage
Authors: London Manuel , Beatty Richard W. 
Published: May 2007

AbstractThis article examines the status of 360‐degree feedback in organizations. How to optimally use feedback from multiple constituencies as a competitive advantage is discussed. Differences between traditional performance appraisal and 360‐degree feedback are elucidated. Elements of designing and implementing an effective 360‐degree feedback program are explored: content, employee involvement, item type, format, relevance, implementation, using results for evaluation and/or development, including managers' self‐assessment, and the form and content of the feedback. A research agenda on 360‐degree programs is charted. © 1993 by John Wiley & Sons, Inc.
Management commitment and company policies on education and training
Authors: Useem Michael 
Published: May 2007

AbstractThis article presents evidence from a 1991 survey of 406 large companies indicating that corporate education and training practices are shaped by four company characteristics: (1) human resource innovativeness, (2) management resistance to change, (3) work redesigns to enhance quality and involvement, and (4) firm downsizing. When managements create an innovative climate, their companies invest more in worker retraining and contribute more to public schooling; when they resist change, they find it more difficult to recruit entry‐level employees. When managements redesign work, their companies place greater emphasis on training, development, and school relations. When managements downsize, their companies take more interest in entry‐level training and apprenticeship programs. © 1993 by John Wiley & Sons, Inc.
Bringing mutual gains bargaining to labor negotiations: The role of trust, understanding, and control
Authors: Friedman Raymond A. 
Published: May 2007

AbstractMutual gains bargaining (MGB) is an approach to labor negotiations that has gained widespread popularity among consultants in recent years. Yet little is known about what factors affect negotiator support for MGB. In this article longitudinal survey data from three negotiations are examined to find out the degree to which trust, understanding, and control contribute to support for MGB. The results for labor and management negotiators are compared, as well as the findings before, during, and after negotiations. This exploratory study revealed several findings, including: (1) the one factor that is consistently most important is trust, (2) trust is more important to labor negotiators than it is to management negotiators, and (3) early in negotiations, understanding of the tactical implications of MGB (rather than of MGB “ideas”) is most important. These issues should be addressed during MGB training, and during broader, nontraining interventions into labor–management relations. © 1993 by John Wiley & Sons, Inc.
The new employment contract
Authors: Kissler Gary D. 
Published: May 2007

AbstractFrom the turmoil of the last decade a new relationship has emerged between employees and their organizations. It is one that openly challenges many of the management assumptions behind the imbalance of power between the key participants. Making a successful adjustment to this change has enormous implications in terms of sustained competitive advantage based on the ability to access and retain a committed and skilled work force. Human Resource professionals will find themselves caught in competing loyalties as their roles in this change process evolve. This article offers insight into this changing contract and its impact on the business environment.
Human resource management's role in clarifying the new psychological contract
Authors: Sims Ronald R. 
Published: May 2007

AbstractThis article discusses the importance of understanding and managing the changing employee–employer relationship (psychological contract). It offers a brief discussion on changing employee–employer expectations and provides a definition and discussion on the importance of the psychological contract in managing employee–employer relationships. Several employee–employer interactions in which human resource management (HRM) personnel can help clarify and reshape the psychological contract are presented.
Human resource practices: Administrative contract makers
Authors: Rousseau Denise M. , Greller Martin M. 
Published: May 2007

AbstractPractices used in recruiting, training, performance review, and compensation all contribute to employee beliefs in a psychological contract with their employer. This article presents the basic features of contract‐making which human resource practices must manage. Organizations with multiple contract makers must align the messages they send to create a contract that works and can be kept. Recommendations are made for managing the psychological contract more effectively.
When promises become contracts: Implied contracts and handbook provisions on job security
Authors: Parks Judi McLean , Schmedemann Deborah A. 
Published: May 2007

AbstractIn this article, policy capturing was used to examine how lawyers, as experts, understand the wording in employee handbook passages that promise procedural protections for employees. Specifically, how the wording of employee handbook passages can create both legal and nonlegal obligations was examined. Forty‐six lawyers were asked to make the following judgments: whether the handbook passage constituted a legal or moral obligation and the chances of the employer winning or being granted a summary judgment in a wrongful discharge suit. Five aspects of the handbook passages were examined: verb strength, specificity, contract disclaimers, legalistic jargon, and the employee's signature.
Employee benefits: A growing source of psychological contract violations
Authors: Lucero Margaret A. , Allen Robert E. 
Published: May 2007

AbstractSince the 1940s, the number of employee benefits provided by employers and costs related to these benefits have increased dramatically. However, in the face of intensified product market competition, more and more organizations are decreasing their benefits packages as part of broader efforts to decrease labor costs. At the same time, many employees have become dependent on employer‐provided benefits to help satisfy basic security needs. This article examines the evolution of this predicament and the associated consequences that are likely to arise as a result of this conflict between worker expectations and employer practices. Ideas for resolution of this employee–employer conflict are also discussed.
Shatter the glass ceiling: Women may make better managers
Authors: Bass Bernard M. , Avolio Bruce J. 
Published: May 2007

AbstractThere is considerable evidence that women encounter a glass ceiling or barrier to advancement into the executive ranks of organizations. Although many expected this barrier to be obliterated with the large influx of women entering the work force over the last two decades, little change has actually occurred in the most senior ranks. In most sectors, women still comprise less than 5 percent of board directorships and corporate officerships.This article focuses on emerging evidence which indicates that the trend in U.S. corporations toward high‐involvement work teams, consensus decision making, and empowerment may actually benefit the leadership styles that women already exhibit. Preliminary evidence is also provided which indicates that female managers are seen as more transformational than their male counterparts—a leadership style that has been shown to have a strong positive impact on individual, group, and organizational performance.
The transition into management by scientists and engineers: A misallocation or efficient use of human resources?
Authors: Roberts Karen 
Published: May 2007

AbstractA theme in the career paths of scientists and engineers is their transition into management. This transition is described as difficult both for those who make it and for those who do not. This article uses Human Research Information System data from a large research & development firm to explore an alternative perspective in which the transition is seen as an efficient human resource promotion strategy. The results support the alternative explanation and indicate that the policy serves the firm well in allocating human resources. The results suggest that good technical employees tend to become good managers and that if coupled with aggressive training for those technical employees who do not move into management, the best workers stay with the firm.
Managing predecessors' shadows in executive transitions
Authors: Gilmore Thomas North , Ronchi Don 
Published: May 2007

AbstractNew leaders inevitably face comparisons with predecessors. After a short time these comparisons usually give way to judgments about the leader's performance. Occasionally, however, the presence of the predecessor continues to be felt long after the new leader has taken charge. The metaphor of a “shadow” cast by a predecessor is used to describe the process whereby memories of a former leader play a dominant role in shaping current behavior in the organization. A case is analyzed in which a burdensome shadow impeded a new leader's efforts to take charge of a state agency. Counterprojective group techniques helped the new leader and his staff lift the shadow and form a more productive working relationship. © 1995 by John Wiley & Sons, Inc.
Unplanned executive transitions and the dance of the subidentities
Authors: Hall Douglas T. 
Published: May 2007

AbstractThis is a study of a non‐routine transition in an academic setting. After studying the processes of executive succession, succession planning, and executive development for many years, I found myself serving as Acting Dean of a school of management following the sudden resignation of the dean. This article is an account of my personal journey through that process, using subidentity theory as a way of understanding the experience. This article compares my own transition experiences with the theories of subidentity change and executive succession. It also identifies implications for future research based upon the differences observed, such as the perceived or virtual permanence of the acting administration. The conclusion offers recommendations for practice, such as the need for clarity of role expectations, strong leadership, and clear strategic direction; the value of a long hand‐off process; and the utility of planned transition events. © 1995 by John Wiley & Sons, Inc.
Linking management selection and development through stretch assignments
Authors: McCauley Cynthia D. , Eastman Lorrina J. , Ohlott Patricia J. 
Published: May 2007

AbstractThis article provides a framework and suggests strategies for incorporating management development considerations into selection processes. Components of developmental jobs which were derived from studies of on‐the‐job learning are described first. How various managerial jobs differ in terms of developmental components and learning outcomes is illustrated with data from the Developmental Challenge Profile. Next, how the developmental challenge framework can be used in a selection context to assess the type and degree of “stretch” a job candidate might experience in an assignment is examined. Additional issues to consider in providing developmental assignments to individuals and in enhancing the development emphasis of succession planning systems are discussed. © 1995 by John Wiley & Sons, Inc.
Executive succession as an antecedent to corporate restructuring
Authors: Wiersema Margarethe F. 
Published: May 2007

AbstractOne of the most visible adjustments in company strategies in recent years was the dramatic increase in the level of corporate restructuring activity that took place during the 1980s. Strategic decisions that result in the realignment of firms with their environments are likely to be influenced by the composition of the top management team. This study found that firms experiencing non‐routine executive succession events within the management team subsequently underwent more restructuring activity than did firms without non‐routine executive turnover. These findings suggest that unexpected executive turnovers can significantly alter managerial perspectives within top teams and may thus provide an important mechanism by which firms adapt to their competitive environments. © 1995 by John Wiley & Sons, Inc.