Search results

Analysis of the responses of 131 local union officers to a questionnaire found that a number of variables are related to the attitudes of union leaders toward quality of worklife (QWL). Unions are morelikely to participate in a QWL program if local officers feel that unions can influence government policy, their members expect them to make progress on QWL issues, and if it is important to have good local‐member relations. Unions are less likely to participate in a QWL program if officers believe that unions are strong, feel employers favor severe tactics, and place a priority on traditional bargaining issues. For unions involved in a QWL program, union strength and perceived influence over government policy were related to positive attitudes regarding the long‐term future of QWL. For unions without QWL experience,severe management policies toward unions, and higher member expectations for local performance on QWL issues were related to more favorable attitudes toward QWL, while the officer’s tenure in position was related to a less favorable view of QWL. For locals involved in a QWL program, satisfaction with QWL increases if officers feel the labor movement needs to change its attitude and approach to problems, the labor relations climate is favorable, the local has sufficient bargaining power, and the overall performance of the local is satisfactory. The results suggest that “get tough” management policies toward unions will negatively affect union participation in and satisfaction with QWL efforts.

This paper aims to describe a variety of cost‐effective methods that employers can use to support training activities and promote the transfer of skills and knowledge to the workplace. These techniques work to positively impact the workplace environment through peer and supervisory support.

The application of action plans, performance assessment, peer meetings, supervisory consultations, and technical support is illustrated in two case examples.

Follow‐up activities resulted in improved transfer and had positive quantitative and qualitative effects on operations and firm performance.

Billions of dollars are spent annually by organisations on employee training and management development. It is important that managers implement procedures that encourage transfer of learning in order to achieve greater training impact. The techniques discussed have wide application and significant effects on trainee motivation and workplace environment that are critical to success.

The paper provides an in‐depth discussion of how to create peer support mechanisms that encourage training transfer. It also provides details on how organisations can engage managers in follow‐up efforts.

Although outplacement consulting and career transition services have become a standard management practice and are almost universally provided when terminating executives, these services have not been carefully evaluated and their benefits are not clearly understood. The purpose of this paper is to consider the role of individual differences in determining outplacement success using the Big Five framework as measured by the occupational personality questionnaire (OPQ).

The behavior of a sample of 53 executives was examined during outplacement as well as their success following reemployment.

The study's hypotheses were largely supported with agreeableness, conscientiousness, and openness to experience making a significant contribution to the understanding of outplacement effectiveness both during and after the transition.

These results suggest that providers should assess individual differences as part of career transition counseling and question recent trends toward making outplacement a commodity service. They also suggest that the diagnostic and counseling skills of a trained professional help to secure a successful outplacement experience and that the process should recognize the unique needs and personality of individual clients.

This paper considers the behavior of actual executives in career transition. It also extends previous research on the Big Five typology to executive outplacement and provides evidence of the usefulness of the OPQ as a measure of these personality traits.

Europe's population is aging. Compared to the number of people who live with an acute, life-threatening disease, more people now live with the effects of serious chronic illnesses, and disability toward the end of life. Meeting both needs presents a public health challenge. Policy makers and health professionals recognize that these changes require a health program that encourages both inventive cure and care professionalization, particularly palliative care for those patients (and their families) who cannot be cured (Davies & Higginson, 2004).

The chapter explores the role of law in society and its relation to ethical conflicts as reflected through the prism of the film The Third Man. By focusing on the complexities of life in post-war Vienna, the film exposes dilemmas that prevail in ordinary times and in functioning democracies as well. Our analysis suggests that one way to manage these dilemmas and balance the conflicting loyalties and interests they raise is to sustain open channels between the law and other narrative-generating practices from which normative stances are evaluated. The law-and-cinema discourse is one such channel and The Third Man presents, in our eyes, the vitality of that channel, due to its rich aesthetical language and its unique representation of the ethical tensions (and their consequences) in the modern era.

This is a short commentary on Herman Aguinis, Geoffrey Martin, Luis Gomez-Mejia, Ernest Boyle and Harry Joo (2017): “Two sides of CEO pay injustice: A power law conceptualization of CEO over and underpayment.”

Using insights from prior studies on executive compensation, the author’s commentary presents a critical evaluation of “Two sides of CEO pay injustice: […].” In addition, the author offers potential avenues for further research.

The paper “Two sides of CEO pay injustice” is well executed and makes several significant contributions to the management and executive compensation literature. Particularly, noteworthy are the use of advanced quantitative methods, the use of power law distributions to explain chief executive officer (CEO) pay outcomes, the focus on pay-for-performance and the role of justice in CEO outcomes. The author’s commentary in the present paper discusses the measurement of CEO pay and performance, poses alternative estimation methods to explore the pay-for-performance link and offers thoughts on justice theory in the context of CEO pay.

The authors’ findings may be briefly stated as CEO pay is better described by a power law distribution than a normal distribution, CEO pay is not linked to firm performance and the patterns of CEO pay does not conform to patterns of distributive justice. Overall, the authors provide an important way to evaluate CEO pay outcomes. Thy set the stage for new avenues of research.

CEO pay is a highly controversial subject in the domain of corporate governance. This paper offers boards of directors and policymakers a method to better understand the success or failure of boardroom pay policies.

CEO pay is an important social measure.

The authors’ paper is original by offering a method for determining over and underpayment of CEOs. The author in the present paper makes suggestions on how one might extend the research.

Objetivo – Este es un comentario sobre el trabajo de Herman Aguinis, Geoffrey Martin, Luis Gomez-Mejia, Ernest Boyle y Harry Joo (2017): “Two sides of CEO pay injustice: A power law conceptualization of CEO over and underpayment”.

Diseño/metodología/aproximación – Utilizando las ideas de la literatura previa sobre retribución de ejecutivos, mi comentario presenta una evaluación crítica del artículo “Two sides of CEO pay injustice: […]”. Además, esbozo algunas ideas para la investigación futura.

Resultados – El artículo “Dos lados de la injusticia de la retribución de los CEO” está bien desarrollado y realiza varias contribuciones significativas a las literaturas de gestión y retribución de ejecutivos. En particular, son de señalar: a) el uso de métodos cuantitativos avanzados, b) el uso de la distribución de ley de poder para explicar los resultados de la retribución de los CEO, c) el foco en el pago por resultados, d) el papel de la justicia en el rendimiento del CEO. Mi comentario a) discute las medidas de retribución y rendimiento del CEO, b) propone métodos de estimación alternativos para la relación entre retribución y rendimiento y c) ofrece ideas en torno a la teoría de la justicia en el contexto de la retribución del CEO.

Implicaciones – Los resultados de los autores pueden resumirse así: a) La retribución de los CEO se describe mejor como una distribución de ley de poder que como una distribución normal, b) la retribución del CEO y el rendimiento empresarial no están conectados, c) los patrones de retribución del CEO no concuerdan con los patrones de justicia distributiva. En general, los autores proporcionan un importante método para evaluar los resultados de la retribución de los CEO y fomentar la investigación futura.

Implicaciones prácticas – La retribución del CEO es un tema muy controvertido en el ámbito del gobierno corporativo. Este artículo proporciona a los consejos de administración y a los decisores públicos un método para entender mejor el éxito o fracaso de las prácticas retributivas en los consejos de administración.

Originalidad/valor – El trabajo de los autores es original al ofrecer un método para determinar la sobre o la infra retribución de los CEO. Yo apunto algunas sugerencias sobre cómo puede extenderse esta investigación.

Objetivo – Este é um breve comentário a Herman Aguinis, Geoffrey Martin, Luis Gomez-Mejia, Ernest Boyle and Harry Joo (2017): “Two sides of CEO pay injustice: A power law conceptualization of CEO over and underpayment”.

Metodologia – Usando conhecimentos de estudos anteriores em compensação executiva, o meu comentário apresenta uma avaliação crítica de “Two sides of CEO pay injustice:….”. Adicionalmente, ofereço potenciais avenidas para investigação futura.

Resultados – O artigo “Two sides of CEO pay injustice” está bem feito e apresenta diversas contribuições importantes à literature sobre compensação executiva e de gestores. Em particular, são de salientar: a) o uso de métodos quantitativos avançados b) o uso de distribuições da lei de potência para explicar os resultados do pagamento a CEOs c) O enfoque no pagamento pela performance d) o papel da justiça nos resultados para o CEO. O meu comentário a) discute a medida de pagamento ao CEO e do desempenho b) Propõe métodos alternativos de estimação para explorar a ligação pagamento ao desempenho e c) Apresenta argumentos da teoria da justiça no contexto da compensação do CEO.

Implicações – Os resultados dos autores podem resumir-se como: a) Compensação do CEO é mais bem descrita por uma distribuição da lei de potência que por uma distribuição normal b) Compensação do CEO não está ligada à performance da empresa c) Os padrões da compensação do CEO não se conformam com justiça distributiva. Em geral, os autores fornecem uma forma importante de avaliar a compensação do CEO. Apresentam por isso novas vias para investigação futura.

Implicações práticas – Compensação do CEO é um tópico controverso do domínio da governança corporativa. Este artigo oferece aos Conselhos de Administração e decisores politicos um método para melhor perceber o sucesso ou insucesso das políticas de pagamento aos membros das Administrações.

Originalidade/valor – O artigo é original e oferece um método para determinar sobre ou sub compensação do CEO. Faço sugestões de como se pode estender a investigação.

Aboriginal students experience disproportionate academic disadvantage at school. It may be that a capacity to effectively deal with academic setback and challenge (academic buoyancy) can reduce the incidence of academic adversity. To the extent that this is the case, academic buoyancy may also be associated with positive educational intentions. This study explores the role of academic buoyancy in Aboriginal students’ post-school educational intentions.

The survey-based study comprises Aboriginal (N = 350) and non-Aboriginal (N = 592) high school students in Australia.

Academic buoyancy yielded larger effect sizes for Aboriginal than non-Aboriginal students’ educational intentions – particularly in senior high school when educational intentions are most likely to translate into post-school educational behaviour.

Post-school education is one pathway providing access to social opportunity. Any thorough consideration of students’ passage into and through post-school education must first consider the bases of students’ academic plans and, by implication, their decision to pursue further study. Identifying factors such as academic buoyancy in this process provides some specific direction for practice and policy aimed at optimizing Aboriginal students’ academic and non-academic development.

Academic buoyancy is a recently proposed construct in the psycho-educational literature and has not been investigated among Aboriginal student populations. Its role in relation to post-school educational intentions is also a novel empirical contribution for both Aboriginal and non-Aboriginal students alike.

While physical reactions and experiences are pervasive in the experiences of leaders and followers, most writing and theorising about leadership fails to register physicality’s significance. Consequently, this chapter relies primarily on a creative narrative, ‘The Interview’, to make visible the physicality in leadership. ‘The Interview’ records the experiences of three leaders in ConstructCo as they prepare for and reflect on the interview for a new CEO. Though fictional, the narrative interweaves real experiences from the lives of leaders with whom I have worked. The narrative form and allowing characters to speak give licence to the physical to appear and take its proper place as a crucial dimension of the leadership experience. The second half of the chapter explores the implications of the physical in leadership, beginning by mapping some of the dimensions of physicality experienced by the three characters in the narrative. The following discussion argues that those of us who research, teach and work with leaders should be open to seeing the way conventional norms mask the physical. I explore what new means and approaches are needed in research and writing to bring physicality into development work with leaders. This chapter, including the narrative and subsequent discussion, argues that being aware of physical selves, with the humanness, vulnerability and connection with others that physicality brings, offers new possibilities to our ways of being in leadership.