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The application of different models of organization to the study of schools is common in the literature on organizational theory. This literature distinguishes rational models, such as the bureaucratic ideal type, from natural systems models, such as the concept of schools as loose‐coupled systems and the image of schools as political arenas. This article examines the extent to which some specially selected schools in Australia and New Zealand can be viewed as resembling certain organizational models. The article concludes that there is no one model which is suitable for describing schools although many of the different models described by theorists seem to be relevant to the schools studied. The article also seeks to isolate some of the factors that result in schools resembling certain organizational models rather than others.

For someone seeking to place his assets out of the reach of creditors, Offshore Asset Protection Trusts (OAPTs) offer the potential settlor secrecy, control, choice of law and jurisdiction, and favourable taxation. While many legitimate entities make use of the benefits of OAPTs, criminal entities have also seized upon them as a means of furthering their crimes.

Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.

The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.

The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.

The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.

The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

This article reviews the extensive history of dynamic performance research, with the goal of providing a clear picture of where the field has been, where it is now, and where it needs to go. Past research has established that job performance does indeed change, but the implications of this dynamism and the predictability of performance trends remain unresolved. Theories are available to help explain dynamic performance, and although far from providing an unambiguous understanding of the phenomenon, they offer direction for future theoretical development. Dynamic performance research does suffer from a number of methodological difficulties, but new techniques have emerged that present even more opportunities to advance knowledge in this area. From this review, I propose research questions to bridge the theoretical and methodological gaps of this area. Answering these questions can advance both research involving job performance prediction and our understanding of the effects of human resource interventions.

Traditional utility analysis only calculates the value of a given selection procedure over random selection. This assumption is not only an inaccurate representation of staffing policy but also leads to overestimates of a device's value. This paper presents a more accurate method for computing the validity of a selection battery for when there are multiple selection devices and multiple criteria. Application of the method is illustrated using previous utility analysis work and an actual case of administrative assistants with eight predictors and nine criteria. A final example also is provided that includes these advancements as well as other researchers' advances in a combined utility model. Results reveal that accounting for multiple criteria and outcomes dramatically reduces the utility estimates of implementing new selection devices.

The present study aims to examine how adjustments to utility analysis (UA) estimates and restructuring UA information to include a tabular format affect managerial acceptance of a selection test.

Managers across organizations (n=185) indicated whether they would accept and implement a new selection test based on a hypothetical scenario. They were randomly assigned to different scenarios based on UA dollar estimate size and visual format of the information.

Overall, managers were indifferent to the dollar size of the UA estimate and were not influenced by presentation format. Managers did report use of UA information when making decisions and qualitative analyses revealed several patterns that help explain why this information was useful.

When presenting UA information, practitioners should reexamine how they build support for both sides of the benefits‐costs equation, potentially adding information beyond UA dollar amounts such as legal liability and company reputation.

The quandary remains regarding how to communicate the value of human resource initiatives to organizational stakeholders. The paper adds to the literature by investigating two variables not previously examined, the size of UA dollar estimates and the format used to present UA information. More importantly, the study incorporates a unique qualitative component to better understand managers' use or non‐use of UA and corresponding rationale.

There has been a surge of interest in leader character and a push to bring character into mainstream management theory and practice. Research has shown that CEOs and board members have many questions about the construct of leader character. For example, they like to see hard data indicating to what extent character contributes to organizational performance. Human resource management professionals are often confronted with the need to discuss and demonstrate the value of training and development initiatives. The question as to whether such interventions have a dollars-and-cents return on the investment is an important one to consider for any organizational decision-maker, especially given the demand for increased accountability, the push for transparency and tightening budgets in organizations. The authors investigated the potential dollar impact associated with the placement of managers based on the assessment of leader character, and they used utility analysis to estimate the dollar value associated with the use of one instrument – the Leader Character Insight Assessment or LCIA – to measure leader character.

The authors used field data collected for purposes of succession planning in a large Canadian manufacturing organization. The focus was on identifying senior management candidates suitable for placement into the most senior levels of leadership in the organization. Peers completed the LCIA to obtain leader character ratings of the candidates. The LCIA is a behaviorally based and validated instrument to assess leader character. Performance assessments of the candidates were obtained through supervisor ratings.

The correlation between the leader character measure provided by peers and performance assessed by the supervisor was 0.30 (p < 0.01). Using the data required to calculate ΔU from the Brogden-Cronbach-Gleser model leads to an estimate of CAD $564,128 for the use of the LCIA over the expected tenure of 15 years, which is equivalent to CAD $37,609 yearly; and CAD $375,285 over an expected tenure of 10 years, which is equivalent to CAD $37,529 yearly. The results of the study also indicate that there is still a positive and sizeable return on investment or ROI associated with the LCIA in employee placement even with highly conservative adjustments to the basic utility analysis formula.

Utility analysis is a quantitative and robust method of evaluating human resource programs. The authors provide an illustration of the potential utility of the LCIA in a selection process for senior managers. They assert that selecting and promoting managers on leader character and developing their character-based leadership will not only leverage their own contributions to the organization but also contribute to a trickle-down effect on employees below them.

The purpose of this article is to understand how academics in management deal with the concept of generation in the workplace. We begin by conducting an interdisciplinary literature analysis, thereby elaborating a conceptual framework concerning generational diversity. This framework consists of four levels of analysis (society, career, organisation and occupation) and three dimensions (age, cohort and event/period). We then conduct a meta-analysis using this conceptual framework to analyse papers from the management field. The results from this analysis reveal the existence of a diversity of generational approaches, which focus on the dimensions of age and cohort on a societal level. Four factors seem to explain these results: the recent de-synchronisation of generational dimensions and levels, the novelty of theoretical models, the amplification of stereotypes by mass media and the methodologies employed by researchers. In sum, this article contributes to a more realistic view of generational diversity in the workplace for both academics and practitioners.

An original systematic review of the academic literature on applications of artificial intelligence (AI) in the human resource management (HRM) domain is carried out to capture the current state-of-the-art and prepare an original research agenda for future studies.

Fifty-nine journal articles are selected based on a holistic search and quality evaluation criteria. By using content analysis and structural concept analysis, this study elucidates the extent and impact of AI application in HRM functions, which is followed by synthesizing a concept map that illustrates how the usage of various AI techniques aids HRM decision-making.

A comprehensive review of the AI-HRM domain’s existing literature is presented. A concept map is synthesized to present a taxonomical overview of the AI applications in HRM.

An original research agenda comprising relevant research questions is put forward to assist further developments in the AI-HRM domain. An indicative preliminary framework to help transition toward ethical AI is also presented.

This study contributes to the literature through a holistic discussion on the current state of the domain, the extent of AI application in HRM, and its current and perceived future impact on HRM functions. A preliminary ethical framework and an extensive future research agenda are developed to open new research avenues.

Investigates the relationship between schools′ administrative styles and the curriculum and teaching practices that occur within them. As part of a wider study conducted into the effects of the decentralization of curriculum decision making in Australia, sampled schools were grouped according to teachers′ perceptions of the extent of autonomy that they were able to exercise. Curricular structures and instructional practices within two discipline areas –science and social science – were then compared across the groupings of schools. The results revealed that the extent of autonomy that teachers perceived they possessed within schools affected both curriculum emphases and instructional practices within the programme in practice although, when asked about curriculum emphases and instructional practices in an ideal programme, there was little difference in the views of the teachers in the different groups of schools.