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Viewing the last dying embers of 1984, the Orwel‐lian year of Big Brother and some of its not‐so‐far off the mark predictions, the unemployment which one cannot help feeling is more apparent than real, it is hardly surprising that the subject of Poverty or the so‐called Poverty arise. The real poverty of undernourished children, soup kitchens, children suffering at Christmas, hungry children ravenously consuming free school meals has not, even now, returned.

Information was obtained in interviews with Richard Nagel in Winter/Spring 2022. This information was supplemented by material from secondary sources. The only information that was disguised were the real names for Bob Crater, Tim Landy, Jane Tolley and Mary Nagel.

The case was classroom tested in Summer 2022. The responses from students helped to shape the writing of the case.

Richard Nagel, the owner of the RE/MAX Elite real estate agency in Monmouth Beach, New Jersey, has just learned that one of his agents, Tim Landy, quit and left the industry. Tim was a young real estate agent and Richard had spent considerable time training him. Tim was motivated and he worked hard to prospect for business, but he showed that he was experiencing difficulty closing on his sales. Richard decided to recommend that Tim work with another agent, Bob Crater, as Bob was an experienced salesman but was not doing the up-front prospecting that Tim was doing. Richard suggested two different strategies to the two agents – a pairing up arrangement and peer-to-peer learning. The outcome that Richard envisioned was that both of the struggling salesmen would benefit from either of these strategies, but Bob refused to collaborate.

Tim’s quitting was characteristic of an ongoing problem with employee retention that Richard had been experiencing as a manager in recent years. This problem caused Richard to think about how he recruited his real estate agents, how he developed them through coaching and how he motivated them so that they would stay happy in their job and not leave. He recognized the importance of thoroughly examining his retention strategy within the next 12 months so that he could better manage the problem and strengthen the productivity of his real estate agency.

The case is intended for an undergraduate course in human resources management, as it deals directly with recruiting, coaching and retaining employees.

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

This paper presents an organizational learning framework for reframing management practices within large bureaucratic organizations. Reviewing the relevant literature, the paper argues managers' control orientations and practices effectively stifle learning and personal development by severely limiting the ability of employees to exert control or change the nature of their work activities. To encourage organizational learning, a number of reframing tools are proposed The paper concludes by discussing how reframing tools may be used in conjunction with other psychoanalytic techniques to challenge and change managers' control orientations and practices.

In this paper, I discuss the personalities of several representative crypto YouTube celebrities and Bitcoin aficionados, such as George Tung from CryptosRUs, Mike Jenkins (Guy) from Coin Bureau, Lark Davis, Andreas M. Antonopoulos, and Richard Heart. I look closely at their online performances to reveal the character of a trickster, the ambivalent mythological figure that symbolizes chaos, creativity, and disruption. Based on the core literature on the subject, I trace how the figure of a trickster has transformed into the jester in medieval times, and then into the adventurer in the new modern times, and how this transformation is relevant for today. A variety of examples demonstrates that the jester, the trickster, and the adventurer all reveal themselves in different facets of crypto influencers’ performances. However, the most popular YouTubers are also comparatively tame: they produce educational content on cryptocurrencies and blockchain, as compared to “get rich quick” schemes, which are typically presented with a higher degree of tricksteriness. There are also crucial differences and omissions: crypto influencers do not demonstrate queerness, which is inherent to the trickster, and they do not balance praise with abuse, as jesters do. The modern type of an adventurer is more fitting, although it is mostly found in the virtual Wild West of blockchain entrepreneurship, rather than on the most popular YouTube channels.

To identify and describe work environment conditions that give rise to a shared or different state of the psychological contract for managers and employees.

Semi‐structured interviews conducted with seven managers and 12 employees within an Australian credit union. Questions relate to the causes (work environment conditions) and content (salary, recognition and rewards, trust and fairness, open/honest communication) of the psychological contract. Comparative analysis techniques identify and contrast psychological contract categories of managers and employees.

Although managers and employees shared similar responses as to the state of the psychological contract, they attributed different causes to these states. Managers tended to construct rational explanations and emphasise resource constraints and financial considerations, whilst employees constructed emotional explanations and attributed this situation to an unfair, uncaring or distant management. Employees regarded the Staff Consultative Committee and open‐door policies as “symbolic acts” rather than genuine attempts to give employees a voice in the company.

Aligning the psychological contract espoused by management more closely with that upheld by employees requires managers to adopt more personal, face‐to‐face communication strategies. The removal of status‐related barriers to communication places managers in a better position to explain to employees how the organisation can meet (or not) specific contract expectations and obligations.

Paper provides interesting insights into how contracts form within the context of work environment, HRM policy and practice, and cultural factors – work context factors largely ignored by psychological contract researchers.

The purpose of this paper is to identify demographic variables that may impact the quality of leader‐member exchange (LMX) relationships within a military platoon.

A total of 109 non‐commissioned officers (NCOs) and 421 recruits from 27 platoons in the Singapore Armed Forces independently assessed the quality of their relationship with their platoon commander using the LMX7 survey instrument.

Bivariate analyses indicated rank and type of service differentiated the quality of LMX between leaders (platoon commanders) and followers (NCOs, recruits).

The paper considers LMX only from the perspective of followers and does not take into account the broader context of the military platoon.

The performance of the entire platoon may be more effective when platoon commanders operate at a distance, respect rank and formal authority relationships, and build closer personal relationships with NCOs than with recruits.

There have been no studies examining the demographic basis for LMX differentiation in an Asian military organization. This paper fills the gap.

Consider the plight of the contemporary manager: the forces affecting corporate planning today stem from a wide variety of external sources—public interest groups, changing customer demands, foreign nations, government agencies, and many more. Consequently, the problems that managers and planners must solve are increasingly complex. They are, in addition, ill‐structured and have many highly interrelated dimensions, each of which expresses a wide range of differing values, beliefs and knowledge. Compared with well structured problems—proving geometric theorems or solving Sunday supplement puzzles are examples—ill‐structured problems have no sure fire solutions. One can't tell whether the planning methods used and the solutions obtained fit the problem best or not.

Examines the development of the Spanish non‐residential property market over the last 20 years and in particular since the Boyer reform of 1985. Explores the legal framework of property interests to demonstrate that the legal prerequisites of a mature market form are now in place. Places legal change in the context of economic pressures for the creation of a modern property investment market. Considers the professional support for transacting property and the nature of the urban planning regime as factors which constrain and mould property market activity, but which may ultimately be transformed by it. Presents market data which show that the Spanish market has experienced one turn of the property cycle in its modern form. Demonstrates that it has proved highly susceptible to extremes of under‐ and over‐supply, arguably owing to the combined influence of an extremely open market and underdeveloped information provision.