bluuebunny/crossref_metadata_2025_split huggingface dataset:
Retraining midcareer managers: Career history and self‐efficacy beliefs
Authors: Hill Linda A. , Elias Jaan 
Published: May 2007

AbstractMany corporations are retraining midcareer managers in order to combat employee obsolescence and boost corporate competitiveness. The receptivity of midcareer managers to retraining is mixed. Those managers who believe they can master new work‐related learning (in the terms of this study, those who have positive self‐efficacy in learning beliefs) are most amenable to retraining. The objective of the present study was to determine the antecedents of positive self‐efficacy beliefs for midcareer managers facing retraining. We discovered that managers' advancement potential and the relevance of their previous training had a profound impact on their self‐efficacy beliefs. These findings have important practical implications. The seeds of receptivity to retraining are planted throughout managers' careers. Hence, retraining should not be viewed on a program‐by‐program basis, but rather should be understood in the broader context of corporate life and individual career history. To prepare for the inevitable corporate evolution and change demanded in a dynamic business environment, senior executives and human resource managers should be proactive in creating those conditions that facilitate the development of positive self‐efficacy in learning beliefs.
A new paradigm for customer and supplier relationships
Authors: Ashkenas Ronald N. 
Published: May 2007

AbstractAs boundaries between companies blur, the traditional assumptions that have guided relationships between suppliers and customers for much of the past century may need to be recrafted. This article examines these old assumptions and their limitations and suggests a new set of assumptions—a new paradigm—to guide companies towards greater competitiveness in the boundaryless world of the '90s and beyond. The Human Resource function can play a leadership role in the transformation to this new paradigm—using four strategies that are outlined here.
The managerial implications of changing work force demographics: A scoping study
Authors: Loveman Gary W. , Gabarro John J. 
Published: May 2007

AbstractThe demographic changes currently underway in the United States have been widely anticipated and discussed by scholars and practitioners, but little is known about what impacts, if any, have already been experienced by employers. This article reports on a field study that asked managers in large US corporations to describe how and to what extent demographic changes have affected their businesses. Changing work force demographics were interpreted by managers as having two distinct components: a reduction in the growth rate and quality of potential employees, and increased gender, ethnic, and age diversity. While most firms reported managerial challenges from increased diversity, none characterized it as a serious business problem. A lack of sufficiently skilled workers for increasingly complex jobs, conversely, was seen as a major, ongoing problem.
Beyond demography: A psychographic profile of the workforce
Authors: Mirvis Philip H. , Kanter Donald L. 
Published: May 2007

AbstractThis article examines the life and work attitudes of a national sample of the US workforce surveyed in 1990. It presents a model of work‐ and nonwork‐related factors impinging on attitudes and the impact of these factors on high levels of cynicism found in the workforce today. The survey results show a strong correspondence between people's general perceptions of society, leadership, and the motives of other people and more specific views of their own organization, managers, and co‐workers. Analyses detail the spread of cynicism among demographic segments of the workforce, considering age, race, social class, gender, occupation, and organization type. Concluding sections highlight strategies that companies such as Ben & Jerry's ice cream, Caterpillar Tractor, and others have followed to counter cynicism in their workforce.
Performance measurement and management: A tool for strategy execution
Authors: Schneier Craig Eric , Shaw Douglas G. , Beatty Richard W. 
Published: May 2007

AbstractIn many organizations performance measurement and management (PMM) systems are little more than human resource bureaucracies with forms, rules, and review layers. These paper‐driven systems are burdens to managers and hence are completed marginally, if at all. They are typically seen by raters as extra work and by ratees as at best irrelevant, at worst demotivating. Most PMM improvement efforts center on the most visible aspect of PMM—the form. But these quick fixes attempt to treat symptoms (e.g., leniency), while diseases (e.g., lack of managerial accountability for performance improvement or development) go unchecked. Rather than periodic revisions to the rating scales, PMM can be made relevant by linking it to strategy execution. PMM can be a vital tool for strategy execution by signaling what is really important, providing ways to measure what is important, fixing accountability for behavior and results, and helping to improve performance. In this article a PMM process is described which begins with identification of Critical Success Factors (CSFs) derived directly from business strategy. These are the basis for a PMM process that is a welcome managerial tool. The successful use of PMM as a device for strategy execution is illustrated via a case study.
Perceived service quality as a customer‐based performance measure: An empirical examination of organizational barriers using an extended service quality model
Authors: Parasuraman A. , Berry Leonard L. , Zeithaml Valarie A. 
Published: May 2007

AbstractThis study empirically examines organizational barriers to delivering high‐quality service performance as measured by customer perceptions and expectations. Using the extended service‐quality model developed by Zeithaml, Berry, and Parasuraman (Journal of Marketing, 52, 35–48) as a conceptual framework, five specific propositions implied by the model and by earlier studies contributing to its development were tested. Such testing required a complex research design involving five service companies as well as samples of customers, contact employees, and managers from each company. The results have practical implications and suggest an agenda for future organizational research.
Strategic performance measurement and management in multinational corporations
Authors: Schuler Randall S. , Fulkerson John R. , Dowling Peter J. 
Published: May 2007

AbstractFor multinational firms, operating as global businesses with global workforces, the challenge of managing diverse operations in diverse environments has never been greater. The need to maintain appropriate consistency and coordinate vastly separated operations presents unique challenges. These simultaneous loose–tight requirements of managing business operations significantly increase the difficulty level.In the area of international human resource management it means the identification and development of strategic international human resource actions that will provide a global consistency of purpose. Strategic international human resource management takes on particular importance in the areas of performance measurement and management in multinational corporations (MNCs). This article focuses around the three components of strategic international human resource management: interunit linkages, internal operations, and competitive requirements. Previous literature is reviewed within this framework, and the work of Pepsi‐Cola International is used as an example of how MNCs manage some performance measurement and management issues.
Total quality management and the human resource professional: Applying the baldrige framework to human resources
Authors: Hart Christopher , Schlesinger Leonard 
Published: May 2007

AbstractThe still evolving discipline of total quality management (TQM) has left many humanresource professionals confused about their role. The authors believe that the HR function personnel should spearhead company quality efforts, as well as assess the performance of their own function, by using the Malcolm Baldrige National Quality Awards framework.
Discrimination against latino job applicants: A controlled experiment
Authors: Bendick Marc , Jackson Charles W. , Reinoso Victor A. , Hodges Laura E. 
Published: May 2007

AbstractAnglos and Latinos posing as job seekers applied for 468 job vacancies advertised in the Washington, D.C. area. Latino applicants received less favorable treatment than equally qualified Anglos more than 20% of the time. Discrimination was particularly prevalent for males and for jobs located in the center city, not requiring a college degree, and not widely advertised.
Managers as fathers: Hope on the homefront
Authors: Delong Thomas J. , Delong Camille Collett 
Published: May 2007

AbstractInterviews with 300 male managers on their parenting style revealed obvious patterns. People's understanding of how much and in what intricate ways the reward systems of work and family affect one another is beginning to increase. The themes examined are (1) the inappropriate application of office managerial style, with its explicit tasks, to the implicit needs of family and friends, (2) the emotional spillover of work life into home life, (3) the different, often unspoken, agendas that fathers and children have when they do spend time together, and (4) the difficulty of switching roles from manager at work to father at home. The article concludes with strategies for change that were gleaned from the managers who were interviewed. © 1993 by John Wiley & Sons, Inc.
The flexible workplace: What have we learned?
Authors: Rodgers Charles S. 
Published: May 2007

AbstractData collected on white‐collar and services sector jobs in over 20 large corporations show both the enormous demand from employees for more flexibility in the workplace and the considerable resistance to it by supervisors. The interest in more flexible work practices stems from the tremendous time constraints faced by the many employees with significant family responsibilities. Current practices, schedules, and management philosophy are no longer adequate for workers in this important segment of the labor force and impede them from being as productive as they could be. The major barriers and enablers to flexibility are discussed, and the data on benefits are reviewed. It is argued that if progress toward a more flexible workplace is to continue, the emphasis will have to shift from a strategy of accommodating valued employees to new ways to manage and organize how work is done. © 1993 by John Wiley & Sons, Inc.
Issues of work and family in different national contexts: How the United States, Britain, and Sweden respond
Authors: Bailyn Lotte 
Published: May 2007

AbstractThe ability of people to deal constructively with the needs of work and of family depends on the kind of work they do; the organization that employs them; and the economic, social, and national context in which they live. This article compares the responses to this issue in the United States, Britain, and Sweden. In the United States, the effort has been to allow women to meet male work demands. In Britain, the emphasis has been on providing flexible arrangements for mothers who work. In neither case has there been any attempt to change the rules for career success or to deal with gender roles in the family. Sweden, however, has made the effort to try to equalize gender roles. This makes many aspects of life easier, but women still are seldom found in top positions. These differences in national context determine the kinds of responses that organizations can make to the family needs of their employees. Their implication for the United States response is discussed in the paper. © 1993 by John Wiley & Sons, Inc.
Linking the worlds of work and family: Beyond the productivity trap
Authors: Gonyea Judith G. , Googins Bradley K. 
Published: May 2007

AbstractCorporate America began to explore employees' child‐care responsibilities approximately fifteen years ago, yet today less than 1 % of US companies offer some form of childcare assistance. One of the primary reasons cited for companies' general reluctance to embrace family‐oriented benefits for employees is the lack of data demonstrating that these initiatives result in productivity gains. This article examines the work‐family and productivity research undertaken to date and suggests that to understand how corporate family‐responsive initiatives affect the work place it is necessary (a) to expand the inquiry from a narrow focus on corporate productivity or efficiency gains to a broader assessment of organizational effectiveness and (b) to frame the question within a corporate or organizational culture context. © 1993 by John Wiley & Sons, Inc.
Positioning human resource as a value‐adding function: The case of rockwell international
Authors: Galbraith Jay 
Published: May 2007

AbstractOne of the biggest challenges facing multibusiness corporations is to add value to the businesses that they own. Diversification by itself is no longer seen as a value to share‐holders or to the businesses. This article presents a description of how a diverse corporation, Rockwell International, is trying to add value to its businesses. The corporate office and the Human Resources (HR) function are singled out for their roles in leading this effort at Rockwell.The first section of the article describes the value‐adding corporation as a type of corporation that is u combination of the classical divisionalized structure and the holding company model. Next Rockwell lnternational and its new CEO, Don Beall, are presented and discussed; the strategy used is also described. The Human Resources Strategy that complements the business strategy is then identified. Thefinal section describes the role of the human resource function itself. © 1993 by John Wiley & Sons, Inc.
Managing change, leadership style, and intolerance to ambiguity: A survey of organization development practitioners
Authors: Burke W. Warner , Church Allan H. 
Published: May 2007

AbstractIn today's business environment, human resource development (HRD) and organization development (OD) practitioners need to be experts at helping executives and managers deal with organizational change. This article presents survey research findings, based on responses from 357 HRD/OD practitioners, related to this critical area of expertise. The authors first describe the results of their research, and then conclude with implications of these results for HR and related professionals. Overall, HRD/OD practitioners were found to be quite knowledgeable about managing organizational change, and were more likely to describe their work style as transformational rather than transactional. © 1993 by John Wiley & Sons, Inc.
Entry shock, culture shock: Socializing the new breed of global managers
Authors: Feldman Daniel C. , Tompson Holly B. 
Published: May 2007

AbstractRecent graduates in the field of international business face not only the entry shock of making the transition from school to work, but also the culture shock of working in foreign countries or with joint ventures and foreign subsidiaries. Using survey data collected from 459 recent recipients of masters degrees in international business, this article explores the special problems new entrants into the field of international business face in their first few jobs and suggests organizational strategies for more effectively socializing these new global managers. © 1993 by John Wiley & Sons, Inc.
Attitudes toward employee participation in decision‐making: A comparison of european and american managers in a united states multinational company
Authors: McFarlin Dean B. , Sweeney Paul D. , Cotton John L. 
Published: May 2007

AbstractThis article examines an American multinational company to uncover any crossnational differences in managerial attitudes toward employee participation in decision‐making. Human resource practices of the parent company toward its European subsidiaries were also examined, especially those relevant to employee participation issues. Data were collected from the company's manufacturing facilities in Britain, the Netherlands, Spain, and the United States. Managers were interviewed and then surveyed regarding their attitudes toward participation. The interviews revealed resistance to the parent company's efforts to “export” an American vision of employee participation to its European subsidiaries. The survey data revealed attitudinal differences among European managers as well as among their American counterparts. Possible explanations, implications for human resource executives and research directions are discussed. © 1993 by John Wiley & Sons, Inc.
On massive change: Using the competing values framework to organize the educational efforts of the human resource function in New York State Government
Authors: Giek Donald G. , Lees Patricia L. 
Published: May 2007

AbstractThis article describes New York State Government's experience with the Competing Values Framework. Through the work of the Governor's Office of Employee Relations, Quinn's model has been used to develop the supervision and management development programs offered to thousands of State employees. The article also includes one agency's application of the model to training, job analysis, and performance assessment. © 1993 by John Wiley & Sons, Inc.
The competing values framework for management training and development: A tool for understanding complex issues and tasks
Authors: Sendelbach Neil B. 
Published: May 2007

AbstractThe Competing Values Framework (CVF) can be an effective tool in a business setting for management training and development. Ford Motor Company, in partnership with the University of Michigan, has developed learning activities for management training and development programs utilizing the CVF as a common construct for examining different complex issues and processes. This article describes six such activities and gives examples of associated outcomes. The context of application of the activities ranges from an analysis of corporate culture shifts to individual management performance feedback. The activities demonstrate the strength of the CVF as both a holistic tool requiring consideration of the dilemmas and paradoxes inherent in today's business environment and as a means for gaining a manageable perspective of complex situations. The CVF is shown not to be prescriptive but rather as descriptive in a manner that allows sense‐making in today's chaotic and continuously changing environment. The activities also illustrate effective learning processes for engaging a mixture of participants from many different functional areas of the company in a common experience which then requires them to define their own conclusions and deivlop personal action plans applicable to their specific job responsibility. © 1993 by John Wiley & Sons, Inc.
Using the competing values framework in the classroom
Authors: Thompson Michael P. 
Published: May 2007

AbstractThe purpose of this article is to help instructors apply the Competing Values Framework in both skills‐based and theory‐based courses in management, organizational behavior, and leadership. The article is based on interviews with ten professors of organizational behavior who use the framework extensively in their teaching. It presents the major reasons for adopting the framework, successful approaches used to introduce it in courses, methods of making it relevant to managerial work, its various applications in theory courses, and the reactions students have to it.
Competing values instruments for analyzing written and spoken management messages
Authors: Rogers Priscilla S. , Hildebrandt Herbert W. 
Published: May 2007

AbstractThis article revieios research leading to a Competing Values Model for Management Communication and provides instruments for evaluating managerial writing and speaking based on that model. Developed through empirical research by Quinn, Hildebrandt, Rogers, and Thompson (1991), the Competing Values Model for Communication illustrates the interplay between contrasting qualities in management messages. Instruments based on this model allow users to analyze the extent to which these qualities characterize their written and spoken presentations. By collecting analytical data from superiors, subordinates, and peers, a manager may compare his/her self‐assessment with the assessments of others. Methods for interpreting the data include suggestions for developing action plans. The article concludes with a discussion of other potential applications of the instruments to communication research and pedagogy in managerial contexts. © 1993 by John Wiley & Sons, Inc.
Understanding self‐perception accuracy: Implications for human resource management
Authors: Yammarino Francis J. , Atwater Leanne E. 
Published: May 2007

AbstractA conceptual model of self‐perception accuracy is developed, and its managerial and research implications for human resources management are discussed. The model is based on a series of studies designed to enhance understanding of self–other agreement and the accuracy of self‐perception. Accuracy is defined as the degree of agreement between self‐and other‐evaluations/ratings. In this framework, “other‐ratings” may be provided by subordinates, peers, superiors, or customers/clients, so that self–other agreement includes the entire 360‐degree range of feedback sources available to a focal individual. The evaluations/ratings may concern any of the key areas in personnel and human resource management such as training needs assessment, performance appraisal, or leadership behaviors. The model posits enhanced individual and organizational outcomes when self‐perception is accurate and diminished or mixed outcomes when self‐perception is inflated or deflated, respectively. © 1993 by John Wiley & Sons, Inc.
Attitudes of first‐line supervisors toward subordinate appraisals
Authors: Bernardin H. John , Dahmus Sue A. , Redmon Gregory 
Published: May 2007

AbstractThree groups of supervisors who worked for a federal agency completed a questionnaire regarding attitudes toward subordinate appraisal and other aspects of performance appraisal. Group 1 received appraisal feedback from both their managers and their subordinates. Group 2 received feedback from their managers only. Group 3 received feedback about their performance from their subordinates only. Regardless of group assignment, supervisors were generally supportive of subordinate appraisal. Group 1 responded more positively to subordinate appraisal and the appraisal process in general. Group 3 expressed more concern that subordinate appraisals would undermine supervisors' authority and that supervisors would focus on pleasing subordinates. © 1993 by John Wiley & Sons, Inc.