Search results

This study examined the consequences of training on organizations. With data collected from 464 U.S. law enforcement agencies, training effects were explored in terms of crime control performance and sworn officers' resignation in regression analysis. According to the findings, training did not significantly improve crime control performance and police officers tended to stay in current organizations when they received a longer training. This study also found that law enforcement agencies in large cities tended to require longer training hours for their police officers.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This study is a considered interpretation of the National Registration and Accreditation Scheme for the health professions, which commenced operations in Australia in 2010. The development of the Scheme and its operational elements (namely the Australian Health Practitioner Regulation Agency and 14 profession-specific national Boards) are positioned within the context of regulatory capitalism. Regulatory capitalism merges the experience of neoliberalism with an attentiveness to risk, particularly by the State. Nationally consistent legislation put in place a new set of arrangements that enabled the continuity of governments’ role in health workforce governance. The new arrangements resulted in an entity which is neither exclusively subservient to nor independent of the State, but rather “quasi-independent.” In exploring this arrangement, specific consideration is given to how the regulatory response matched the existing reality of a global (and national) health workforce market. This study considers this activity by the State as one of consolidation, as opposed to fracturing, against a backdrop of purposeful regulatory reform.

Nowadays, organizations have to resist the rising competition more effectively than their competitors and take a step closer to excellence in offering the product to customer demands. To do this, organizations need agile leaders in order to implement agility principles and practices. Especially in the health sector, health managers must be agile because of the specific characteristics of health services. From this view, this chapter aims to develop a theoretical agile leadership model in healthcare organizations. First, the authors define agile leadership and its sub-dimensions based on previous literature. Then, the antecedents and outcomes of agile leadership have been analyzed. “Drivers of agile leadership,” “organizational factors affecting agile leadership” and “individual factors affecting agile leadership” are identified as the antecedents of agile leadership. “Organizational outcomes” and “individual outcomes” are determined as the outcomes of agile leadership in the health sector.

The product‐mix decision has received considerable attention in management accounting and economics literatures. However, many studies in these literatures are contradicting, inconclusive and lack rigorous analysis of this complex decision. They seek to develop weights for the products in the product mix based on one objective, to maximize the firm’s profit ability. But before developing these weights, the studies must first rank these products, Ranking is a complex endeavor since it is often driven by a multitude of hierarchical financial and non‐financial goals and objectives. Ranking is also difficult due to the use of complex concepts such as time, uncertainty, cost and interdependencies between accounting systems and manufacturing systems and among the products of the product mix. These concepts are inherently fuzzy and coextensively applied often with a confluence of variables operating simultaneously. This paper applies an advanced mathematical model to account for the product mix decision. The model combines the powers of fuzzy‐set theory (Zadeh, 1965) and the analytic hierarchy process (Saaty, 1978). The fuzzy‐analytic‐hierarchical process (FAHP), developed by de Korvin and Kleyle (1999), is sufficiently powerful to account for the ambiguous variables and the web of prioritized strategies and goals of cost leadership, product differentiation, financial objectives of earnings, cash flows and market share and non financial goals such as tradition and owners’ convictions and philosophies underlying the ranking of the products in the product mix. By way of example, the paper applies the FAHP model to rank order four products subject to these strategies and goals.

The purpose of this paper is to explore the relationships between task-based and interactional informal learning practices in small professional services firms and the moderating role of proactivity in the relationship.

Job demand-resources theory was used to develop theoretical arguments for a link between informal learning and work engagement. Data were collected from 203 employees in professional services firms and analysed using structural equation modelling.

Analysis of the data showed that opportunities to learn through task-based learning processes and through interactions with supervisors and colleagues were positively related to employees’ levels of work engagement. Furthermore, the strength of relationships between these informal learning practices and work engagement was influenced by employees’ proactivity.

The limitations pertain to the non-random sampling procedure, cross-sectional nature of the study and the use of self-report measures. These limitations were mitigated by employing rigorous analytical procedures.

The results suggest that managers are able to influence the quantity and quality of informal workplace learning through strategies such as selecting employees who have a propensity for proactive behaviour, encouraging proactive behaviour, enabling experimentation and reflection and fostering positive interpersonal relations.

The study links two streams of research that have seemingly not been connected previously. The results suggest that small firms are sites with abundant potential for development of employees’ knowledge and skills and the associated experiences of work engagement.

The internationalisation of retailing has been a facet of retail developments in recent years and will continue to be of importance to companies in the 1990s. The forces which encourage retailers to “go international”, the scale of international presence and the strategies employed to enter new markets are identified. Finally, possible trends in the future are discussed.

The world economy is likely to worsen because of the consumer's fears created by a cascade of financial and business catastrophes. To adapt their marketing approach, executives need guidance on how to respond to the sea change in the attitudes of individual customers during this current Great Recession. this paper aims to investigate this issue.

Given that experts believe that we have entered a period of austerity marketing, which is defined as marketing to consumers who do not want to spend, the paper shows how companies can reconcile consumers' fear, their aspirations for comfort, and their new reluctance to flaunt extravagance. His research indicates that marketers will have to include reassurance as part of their appeal.

Some businesses think that the fail‐safe approach is to emphasize great value, but this will require them to understand their evolving customers' value system better than ever in order to sell to them successfully; in particular their need for self‐respect, status and self‐fulfillment.

The author, a professor of marketing at Waseda University in Tokyo has also been a senior marketing executive for major global businesses. Much of his research is based on first‐hand observation.

In the consumer markets of the USA, Japan and Europe, one new marketing approach that addresses consumers' higher needs is that of indulgent parsimony, or frugal indulgence. The theory is that recession‐shocked consumers are shopping for less costly goods and services but nonetheless want their purchases to provide comfort and relief from stress.

For the next few years, marketers should encourage guilt‐free (and altruistic) gratification by customers. A potentially successful marketing approach could articulate this customer mindset: “I'm worth it … because I've examined all the alternatives and this one gives me the best value for something I really do need”. Indulgent parsimony – offering reassurance, value and self‐esteem at bargain – may prove most effective.

This paper aims to develop the readers’ understanding of the transforming role of job engagement (JOB) drivers, specifically for Gen Z in information technology (IT) Companies across India. It measures the association of JOB and perceived organizational support (POS), perceived supervisor support (PSS) and co-worker relationship (COP) with a very special reference to Gen Z.

A total of 302 survey-based responses were collected. To test the conceptualized model of JOB, structural equation modeling was used. Confirmatory factor analysis was conducted using the AMOS platform toward determining the reliability and validity of the individual constructs and the overall model.

All three dimensions, namely, POS, PSS and COP, are positively related to JOB. Out of the three, the most contributing extent in engaging Gen Z is PSS.

A conceptual framework of Gen Z engagement drivers could help human resource (HR) researchers fine-tune Gen Z employees’ retention strategy. The paper shows that it is not about pandering to them but about eliminating blocks so that Gen Z can deliver the future business.

The outcomes may aid establishments and policymakers in advancing and improving HRs policies in engaging Gen Z, who have started entering the organizations.

JOB practices can add to the determinations of the HRs processes in the IT start-ups organizations in dealing with Gen Z. This research reconnoiters the drivers of engagement strategies directly impacting JOB Gen Z.

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.