Search results

The purpose of this article is to debut a novel initiative that could potentially optimize resources that are currently constrained but, if unleashed, could help ameliorate the science, technology, engineering and mathematics teacher shortage. The initiative involves the reconceptualization of the National Network for Educational Renewal (NNER) tripartite model, which evolved from the work of Goodlad (1994a) and promotes cooperation and partnerships between the three important players responsible for preparing succeeding generations of competent teachers: PK-12 schools, university colleges of education and university colleges of arts and sciences (Roselle, Hands, Marino, Kilgallen, & Howard, 2021; Goodlad, 1994a).

The approach used in writing the article was narrative, offering a brief review of the various challenges that have had an impact on the national teacher shortage, particularly in the field of mathematics.

The study suggests that a reconceptualized NNER tripartite model can be implemented to assuage the devastating effects of the coronavirus disease 2019 pandemic on learning, offer support to an overworked teacher workforce and provide a possible math teacher recruitment pipeline by forming a life-giving partnership between a college of education, a college of arts and sciences, a local elementary school and undergraduate math club members.

This is an original application of the NNER tripartite model, particularly with math teacher recruitment in mind, and it is hoped that the model will be considered transferable to a variety of school-university contexts. However, additional study is required to explore the validity and replicability of this model.

This study aims to investigate the research question: how do women leaders in the professional business services (PBS) sector develop and approach workplace (in)authenticity?

Ten senior women leaders in the Midlands region of the UK were purposefully selected and interviewed. A semi-structured approach meant that the author adopted a social constructionist paradigm and feminist interpretation. Questions were designed to elicit rich descriptions from the participants. An inductive thematic analysis was conducted to address the study’s purpose.

Four themes were important to women when they developed and approached workplace (in)authenticity: (1) Power Structures, (2) Fit to Belong, (3) Influential Femininity and (4) Through Her Evolution. Women described masculine-majority organisations exerting power. They were pressured into altering their behaviours to “fit” into workplaces. When women had the latitude to be themselves, their leadership excelled. Women’s authenticity developed through increased self-knowledge, helping them to overcome workplace challenges. The study concluded that women face complexities when developing and approaching their constructions of authenticity, namely in the barriers and ramifications they face.

The study suggests several implications for practice and theory concerning enablers and barriers to women leaders' workplace authenticity. The link between authenticity and workplace gender equity needs to be investigated.

The study provides evidence that women are challenged when becoming authentic, therefore, altering their careers irrecoverably in some cases.

Popular media suggests that technological advancement will continue to have a dramatic effect on work, but it is difficult to distinguish between the hype surrounding this and the actual potential impacts. This study examines what the evidence is in relation to the impact of emerging technologies on work and the role of the human resource (HR) function in helping employees and organisations to navigate these changes. Evidence suggests that the latest technologies, such as artificial intelligence and robotics, are being employed by organisations to automate simple and repetitive tasks as well as to make complex decisions quickly and more accurately via predictive algorithms. In addition, emerging technologies are increasingly being used to support the implementation of more flexible working practices such as virtual work and gig work. However, this will present a number of challenges for HR professionals, who will need to help employees to update their skills to compete in the future world of work, and to find ways to address the possible negative effects of increased connectivity and precarious working arrangements on employee wellbeing.

Disruptive shocks significantly compromise service contexts, challenging multidimensional value (co)creation. Recent focus has been on consumers experiencing vulnerability in service contexts. However, the susceptibility of service firms, employees and other actors to the impacts of disruptive shocks has received little attention. Since resource scarcity from disruptive shocks heightens tensions around balancing different needs in the service system, this paper aims to propose a framework of balanced centricity and service system resilience for service sustainability.

Adopting a conceptual model process, the paper integrates resilience and balanced centricity (method theories) with customer/consumer vulnerability (domain theory) resulting in a definition of multiactor vulnerability and related theoretical propositions.

Depleted, unavailable, or competed over resources among multiple actors constrain resource integration. Disruptive shocks nevertheless have upside potential. The interdependencies of actors in the service system call for deeper examination of multiple parties’ susceptibility to disruptive resource scarcity. The conceptual framework integrates multiactor vulnerability (when multiactor susceptibility to resource scarcity challenges value exchange) with processes of service system resilience, developing three research propositions. Emerging research questions and strategies for balanced centricity provide a research agenda.

A multiactor, balanced centricity perspective extends understanding of value cocreation, service resilience and service sustainability. Strategies for anticipating, coping with and adapting to disruptions in service systems are suggested by using the balanced centricity perspective, offering the potential to maintain (or enhance) the six types of value.

This research defines multiactor vulnerability, extending work on experienced vulnerabilities; describes the multilevel and multiactor perspective on experienced vulnerability in service relationships; and conceptualizes how balanced centricity can decrease multiactor vulnerability and increase service system resilience when mega disruptions occur.

The methods and procedures in which teachers are trained and supported are rapidly changing. While the COVID-19 pandemic undoubtedly disrupted education and exacerbated a growing teacher shortage, these problems are not new, they stretch back decades and are the result of underfunding and political machinations among many other factors. This paper is a case study of a small private university and how it transitioned to supporting employed interns and providing on-the-job-training and support for these types of interns in this volatile time for teacher education and preparation.

This paper is a case study. The paper chronicles how the initial certification department within a larger school of education was able to transition to meeting the needs of employed interns and supporting them.

The most important findings for this case study/examination of practice, while not necessarily generalizable, were the creation of a culture, attention to implementation and the fostering of a learning organization.

The teacher shortage forced the university in this paper to change its offerings, assumptions and culture with regard to interns and their needs. While this was unique to one institution, other institutions are most likely in similar situations.

While the main purpose of reporting – e.g. reporting for taxes – is to gauge the economic state of a company, the fact that reporting is done at pre-determined dates distorts the reporting results. For example, to create a larger impression of their productivity, companies fire temporary workers before the reporting date and re-hire then right away. The purpose of this study is to decide how to avoid such distortion.

This study aims to come up with a solution which is applicable for all possible reasonable optimality criteria. Thus, a general formalism for describing and analyzing all such criteria is used.

This study shows that most distortion problems will disappear if the fixed pre-determined reporting dates are replaced with individualized random reporting dates. This study also shows that for all reasonable optimality criteria, the optimal way to assign reporting dates is to do it uniformly.

This study shows that for all reasonable optimality criteria, the optimal way to assign reporting dates is to do it uniformly.

It is found that the individualized random tax reporting dates would be beneficial for economy.

It is found that the individualized random tax reporting dates would be beneficial for society as a whole.

This study proposes a new idea of replacing the fixed pre-determining reporting dates with randomized ones. On the informal level, this idea may have been proposed earlier, but what is completely new is our analysis of which randomization of reporting dates is the best for economy: it turns out that under all reasonable optimality criteria, uniform randomization works the best.

This paper aims to identify and report the differential effects of activity control and capability control on role stressors, which subsequently affect salespeople’s job satisfaction and sales performance.

Drawing on job demands-resources (JD-R) theory, the authors defined active control and customer demandingness as the job demands and capability control as the job resource, and designed their relationship with role stressors, which are indicated as role ambiguity, role conflict and role overload. The authors enrolled a sample of 223 industrial salespeople from pharmaceutical companies. After collecting the data, the authors used structural equation modeling using AMOS to test and estimate causal relationships along with a two-step approach to examine the interaction effect. The authors have also tested the simple slope of two-way interactions. All of the measured variables were identical to those used in previous studies.

The study findings indicate that behavior-based control can be counterproductive. Reducing activity control can decrease role stress, increase job satisfaction and improve job performance; increasing capability control, however, can reduce role stress and increase job satisfaction and performance. It is also important to acknowledge the external environment of the sales context in which behavior-based control is most effective: whereas high customer demandingness and capability control are related to reduced role stress, high customer demandingness and activity control are related to increased role stress.

Sales managers should recognize that different control management regimes reinforce or mitigate salespeople’s job stressors and outcomes under specific conditions (i.e. work environments marked by higher or lower customer demandingness).

Drawing on JD-R theory, the research shows that a behavior control (i.e. activity control and capability control) has differential, and even opposite, psychological consequences.

This study aims to identify and review research articles to understand the conceptualization of employee engagement (EE) in a remote working environment. Specifically, the aim is to explore the antecedents impacting remote workers’ engagement.

A systematic literature review was conducted, encompassing empirical studies sourced from EBSCO, Emerald and Gale databases. Studies published in peer-reviewed journals between 2013 and 2023 covering countries in the Organization for Economic Co-operation and Development (OECD) were included. Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines were followed to capture the review process.

A total of 25 empirical studies published across 18 journals were synthesized, with the results being reported in terms of three research objectives. The researchers identified that individual, organizational/job resources and organizational/job demands are the three main antecedents affecting EE in remote working environments.

This study can serve as an important source of information for academics and practitioners as well as postulate new avenues for the future research. While the Job Demands-Resources model remains relevant in specifying demands and resources as antecedents of workforce engagement, technological antecedents gain prominence as additional factors contribute to the engagement of remote workforce.

This article studies the shifting landscape of EE with the rise of remote working and the need to gain a better understanding of how to keep remote workers engaged.