Search results

Purpose – This research examines the effects of gender, race, human capital, work conditions, and organizational characteristics on employees’ current supervisory status at work, and their perceptions of their future promotability.

Methodology – Data are drawn from the salaried employees of The National Study of the Changing Workforce in 2002, a nationally representative sample of all U.S. workers. Employees are compared by race and gender using correlation coefficients, t-tests, and multiple regression.

Findings – In contrast to earlier research, in 2002 non-white women are as likely as white women and non-white men to have attained supervisory status at work. There also is no gender or race effect on employees’ perception of their future promotional opportunity.

Workers who are supervisors, both white and non-white, are more likely than non-supervisors to perceive that they have future promotional opportunity. Having a work context that is supportive, and having supportive coworkers and a supportive supervisor, leads to the perception of greater chances to continue to move up in one's company, as does having greater job demands and union membership. On the contrary, work/family spillover, having a supervisor of the same race, and perceiving racial discrimination at the workplace leads to perception of less chance to continue to move up.

Research limitations – Employees’ actual job titles are not known except that supervising others is a major part of their job.

Practical implications – Many of the variables shown to be related to supervisory status and promotability suggest directions for the restructuring of workplaces to provide more supportive and less biased environments.

Correctional library staff are essential to fulfilling the rehabilitative mission of prisons, but their work is too often misunderstood and neglected. The Colorado Department of Corrections (CDOC) Libraries have a 272% turnover rate and struggle with many long-term vacancies. Despite being the lowest-paid staff in CDOC, library staff are asked to fulfill two distinct sets of responsibilities: that of running a library, and facility safety and security tasks.

Based upon original research, the Colorado State Library (CSL) has created a standard for minimum staffing levels for CDOC Libraries and a formula that can be applied no matter what service model a correctional library uses. CSL has found that to improve recruitment and retention of its library staff, CDOC needs to (1) improve pay and the librarian promotional path by changing staff to a class series which more appropriately reflects the job duties and level of decision-making and (2) create more library staff positions statewide in order to meet the minimum staffing levels.

India is the place of many religions, customs and traditions. Religious events are regularly an exceptional tourist opportunity, and there are several religious events that take place in India throughout the year. These events not only focus on the importance of people engaging in religious events and having spiritual experience but also act as a promotional opportunity for any country. With changing times, these religious places have become a site for tourism; relatively a mere pilgrimage and digital marketing is especially useful in promoting these events and places to new potential attendees as well. Therefore, this research stresses upon the small- and medium-sized religious events that take place in various regions of India and the importance of digital marketing in sustaining and promoting the event tourism.

The purpose of this study was to examine whether middle-level female administrators (particularly women of color) in the California Community College system were being mentored to higher-level positions and whether the retention of leaders in higher-level positions was influenced by mentoring. Specifically, this study examined the mobility and retention of female administrators through a web-based survey that was completed by 156 females currently working in administrative positions at the dean's level or higher in California Community Colleges. Data were also collected through face-to-face interviews with 11 female administrators, 5 of whom were women of color, in senior-level positions from vice president to chancellor. These interviews reflected a range of demographics and were located in Northern, Central, and Southern California. The focus of this chapter is on the responses of the respondents who were women of color.

The study addressed two questions: (1) What effect did mentoring, if any, have on a person's ability to achieve higher-level leadership positions? and (2) What relationship does mentorship have on the retention of women of color in leadership? Findings reported that mentoring was having a positive and often significant influence on women of color administrators and leaders in the California Community College System.

Dina Banerjee is a postdoctoral research fellow in the Purdue Center for Faculty Success at Purdue University. She graduated with her Ph.D. from Purdue University in 2009. Her areas of specialization are gender, work and occupation; development and social change; transnational feminism and globalization; and sociology of developing nations. In her doctoral dissertation she examined the effects of sex-segregation and racial/ethnic segregation on the job-related well being of women workers in the United States. She is the coauthor (with C. C. Perrucci) of “Race, Work Experiences and Perceived Promotional Opportunity,” published in the International Journal of Contemporary Sociology. Dr Banerjee is also associated with the Women's Studies Program at Purdue University. Before coming to the United States as a graduate student, she worked as a lecturer in the University of Calcutta (Kolkata, India).

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

This chapter reviews work that examines the potential causes of inequality for women in employment in the UK. Amongst developed economies and based on mean hourly earnings, the UK has one of the highest gender pay gaps (ILO, 2018). The UK, therefore, illustrates some of the key theoretical and practical issues associated with greater gender equality that affect other countries to varying degrees. This chapter sets out key theoretical perspectives on gender inequality, summarizes important research, identifies research gaps and provides an agenda for future research. It highlights how there is no simple explanation for the disparities in pay between men and women; these disparities persist in the UK and elsewhere. Theories and empirical analyses, therefore, need to expand to identify other potential causes of gender inequality, extending ‘upwards’ to examine how the nature of firms varies across countries and ‘downwards’ to assess how union representatives influence equal opportunity policies in organizations.