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This is the first study to compile statistical data to describe the functions and responsibilities of physicians in formal and informal leadership roles in the Canadian health system. This mixed-methods research study offers baseline data relative to this purpose, and also describes physician leaders’ views on fundamental aspects of their leadership responsibility.

A survey with both quantitative and qualitative fields yielded 689 valid responses from physician leaders. Data from the survey were utilized in the development of a semi-structured interview guide; 15 physician leaders were interviewed.

A profile of Canadian physician leadership has been compiled, including demographics; an outline of roles, responsibilities, time commitments and related compensation; and personal factors that support, engage and deter physicians when considering taking on leadership roles. The role of health-care organizations in encouraging and supporting physician leadership is explicated.

The baseline data on Canadian physician leaders create the opportunity to determine potential steps for improving the state of physician leadership in Canada; and health-care organizations are provided with a wealth of information on how to encourage and support physician leaders. Using the data as a benchmark, comparisons can also be made with physician leadership as practiced in other nations.

There are no other research studies available that provide the depth and breadth of detail on Canadian physician leadership, and the embedded recommendations to health-care organizations are informed by this in-depth knowledge.

The purpose of this qualitative research study is to gain an understanding of the workplace experiences of individuals, employed in health care organizations, a few months after taking leadership development programming, as they endeavor to put into practice the concepts, ideas, and skills they acquired as part of their leadership development programs.

Four providers of leadership development programs in the health care arena canvassed their recent “graduates” to participate in the study. A total of 54 participant telephone interviews were transcribed and inductively analyzed.

Despite the range of leadership development programs attended, participants were consistent in their enthusiasm for the uptake of leadership knowledge, and the organizations for which they worked were largely consistent in their facilitation of the participants' leadership efforts when they returned to work. Organizational factors that support or impede the practice of effective leadership, and strategies to facilitate supportive organizational responses to aspiring leaders, were identified.

This study cites benefits realized by health care organizations when participants of leadership development programs return to their workplaces; such benefits are based on the participants' self‐report only. Future research could gain third‐party corroboration concerning specific organizational impacts related to employees attending leadership development programs.

There are many practices organizations can implement to ensure that full value is realized from employees who have attended leadership development programs. This study provides organizations with qualitative evidence of what supports and hinders employees in practicing newly learned leadership behaviors.

Little qualitative research exists that provides an overview of the workplace leadership experiences of individuals after taking leadership development programs.

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.

Using human capital theory and resource-based view (RBV), the authors argue that individuals and societies derive economic benefits from investments in people (Becker, 1992; Sweetland, 1996), thus effective management of talent is critical for economic development (Lepak and Snell, 2002; Khilji, 2012a). Next, the authors review governmental policies in three of the world's most populous countries, Bangladesh, India, and Pakistan, in order to highlight their national talent development efforts. The authors discuss how each country is meeting the challenge of making the talent they own, as well as buying diaspora talent in order to strengthen their local capabilities. The paper aims to discuss these issues.

The authors adopted a comparative analysis approach in order to frame our arguments and discussion.

The paper finds that Bangladesh, India and Pakistan have implemented a wide range of initiatives, from skill development programs to citizenship policies for its diaspora, in order to upgrade their local capabilities. In addition, these countries are simultaneously using inclusive, exclusive, and subject dimensions (Gallardo-Gallardo et al., 2013) in developing their national talent. The paper highlights prevalence of the paradox of development and retention particularly in Bangladesh and Pakistan, where youth is also being trained to emigrate.

Global talent management (GTM) has become an increasingly important policy initiative, in view of a global generational divide that will require youth-rich emerging economies and aging developed countries to implement policies that help them meet global talent needs.

This commentary advances a macro GTM view, and argues in favor of promoting a policy perspective to better connect policy, research and practice that may lead to maximizing human potential globally and addressing global talent shortages.

The purpose of this conceptual paper is to provide strategies on how to embed physician leadership development efforts within health organizations.

Findings from our previous research, which include an extensive literature review and analysis of 53 interviews with representatives from healthcare organizations across the globe, are integrated within the context of the Influencer© framework to provide a useful and grounded tool for physician leadership development strategies.

Physician leadership development strategies are identified for each of the six domains within the Influencer© framework.

A number of physician leadership development strategies are provided. They can be used in combination or used independently.

Integrating the knowledge gained from practices in health organizations and from the literature within the Influencer© framework is a unique approach and strengthens the usefulness of the identified physician leadership development strategies.

With the recent proliferation of AI, organisations are transforming not only their organisational design but also the input and output operational processes of the hiring process. The purpose of this paper is to explore the organisational and operational dimensions resulting from the deployment of AI during talent acquisition process.

The authors conducted semi-structured interviews and meetings with human resources (HRs) professionals, recruiters and AI hiring platform providers in Sweden. Using an inductive data analysis rooted in the principles of grounded theory, the study uncovered four aggregate dimensions critical to understanding the role of AI in talent acquisition.

With insights from algorithmic management and ambidexterity theory, the study presents a comprehensive theoretical framework that highlights four aggregate dimensions describing AI’s transformative role in talent recruitment. The results provide a cautionary perspective, advising against an excessive emphasis on operational performance driven solely by algorithmic management.

The study is limited in scope and subject to several constraints. Firstly, the sample size and diversity are restricted, as the findings are based on a limited number of semi-structured interviews and meetings with HRs professionals, recruiters, and AI hiring platform providers. Secondly, the rapid evolution of AI technologies means that the study’s findings may quickly become outdated as new advancements and applications emerge.

The results provide managers with actionable information that can lead to more precise and strategic management practices, ultimately contributing to improved organizational performance and outcomes. Plus, enhancing their ability to make informed decisions, optimize processes and address challenges effectively.

The results signal both positive and negative impacts on employment opportunities. On the positive side, AI can streamline recruitment processes, making it easier for qualified candidates to be identified and hired quickly. However, AI systems can also perpetuate existing biases present in the data they are trained on, leading to unfair hiring practices where certain groups are systematically disadvantaged.

By examining the balance between transactional efficiency and relational engagement, the research addresses a crucial trade-off that organizations face when implementing AI in recruitment. The originality lies in its critique of the prevailing emphasis on e-recruiting.

This paper investigates perceptions on ethics amongst surveyors working in Hong Kong. Objectives of the study are to develop an organisational ethics model, to examine the dominant and significantly different ethical climate and culture types amongst private‐ and public‐sector organisations that employ surveyors, and to determine any effects of the existence of ethical codes. It is postulated that ethical behaviours have an impact on the final project outcome. The empirical work is of survey design and the data are analysed using principal component factor analysis, correlation and analysis of variance. The results yield a number of factors and the strength of factors present differs between public and private organisations with a large number of respondents indicating uncertainty of the presence of ethical codes.

THE American magazine Business Week recently dealt with the problem of work study in white collar areas and in the course of the article made the following comment: ‘The real impact of computer technology on work measurement and performance standards will come when it can take over more of the functions of the industrial engineer.’

Explores the moral issues which underpin the personnel function and considers the ethical challenges in policy making and the policy/practice gaps being thrown up by the radical global changes. Discusses the subject of axiology, together with deontology, to explore how these underpin company integrity and the rules of ethical custom. Emphasizes the need to raise the subject of ethics in the many areas associated with the employment of people. Recommends that this is an appropriate time with the change in emphasis from personnel to human resource management, and the need for proactive approaches to change. Concludes with a personal plea for HR specialists to be responsible for raising awareness, facilitating learning and ensuring that standards of ethical conduct are practised within human resource policies and practices.

The purpose of this paper is to examine the extent to which shared values influences organizational effectiveness and the extent to which shared values influences profitability, productivity, and market share.

The correlational study adopted a cross-sectional survey design. Research questionnaires were administered; interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The independent variable, “shared values” was measured by coordination and integration, agreement, and core values. The dependent variable, organizational effectiveness was measured by profitability, productivity, and market share. The measures used a five-point Likert scale ranging from 1-strongly disagree to 5-strongly agree. Spearman's rank correlation statistical tool was used to test the hypotheses.

The result (ρ=0.555, p<0.05) (see Table II) shows a significant positive relationship between shared values and profitability. The result (ρ=0.504, p<0.05) (see Table III) shows a significant positive relationship between employee involvement and productivity. The result (ρ=0.359, p<0.05) (see Table IV) shows a positive relationship between employee involvement and market share. There is a significant positive relationship between shared values and organizational effectiveness.

The results cannot be generalized because the study was carried out only in the banking industry. Not all the questionnaires given out were retrieved. Some respondents were reluctant to give out information about their organizations because of fear that such information will get to their competitors. Relevant literature on the topic of African origin were scarce, thus most of the literature reviewed was from Europe and America.

The results imply that increase in the level of shared values in organizations will enhance profitability, productivity, and market share. This means that “shared values” is associated with organizational effectiveness.

The study provides increased understanding, prediction, and appreciation of human behaviour. It enables us analyse the relationship that exist between shared values and organizational effectiveness. The study significantly enhances the body of knowledge in this area of management as it provides reliable empirical results that can be used by scholars and practitioners. It will also help to alert managers on the implications of cultivating a culture of sharing values in the organization that can serve as a competitive advantage. The study will be a challenge to further research because of its findings.