International Journal of Selection and Assessment, 2019
This study integrates past research addressing decision‐making, employee selection, and... more This study integrates past research addressing decision‐making, employee selection, and influence processes in an attempt to provide both a theoretical and empirical foundation for future research addressing initial impressions throughout the interview process. Using data from a simulated hiring situation comprised of 28 recruiters and 229 applicants, the results suggest that initial impressions formed at the beginning of the interview make a substantive impact on final impressions. However, impressions formed at the career fair do not appear to impact final impressions without considering the interactive effects of decision confidence. Hypotheses proposing that decision confidence would moderate linkages between initial impressions formed at the beginning of the interview and both interview scores and final impressions were not supported. We discuss the theoretical and practical implications of these findings for selection.
This paper explores millennial job seekers and their parental involvement in the job search proce... more This paper explores millennial job seekers and their parental involvement in the job search process. Preliminary work on a scale to measure the “appropriateness” of certain job search behaviors is reported. Ten parental job search behaviors are identified. The appropriateness constructs of “mentoring” and “meddling” are developed and empirically tested. Results indicate that both meddling and mentoring are valid and initially useful constructs in examining the suitability of parental involvement in the job search process. The possible impact of parental involvement in the job search process is then discussed along with possible managerial responses.
Purpose – The purpose of this paper is to conceptually demonstrate that the relationship between ... more Purpose – The purpose of this paper is to conceptually demonstrate that the relationship between turnover and innovation is not direct as some research suggests, but rather indirect, with organizational learning as the prerequisite social mechanism that ties the two phenomena together. Design/methodology/approach – This paper integrates research across a number of related areas to develop a model of the
PurposeThe purpose of this paper is twofold: to report the number of articles in the business aca... more PurposeThe purpose of this paper is twofold: to report the number of articles in the business academic literature that have been written about the pioneers depicted in a 1977 Daniel Wren and Robert Hay study; and to report the findings from a replication and extension of that study.Design/methodology/approachThe paper employed a systematic literature review combined with an empirical replication and extension of the 1977 study.FindingsThe literature review revealed that 101 articles referenced only a few of the 1977 identified pioneers. In fact 47 of the articles were about three of the pioneers – keeping them firmly in the academic institutional memory, while others have fallen into insignificance. The results of the new study identified seven new names for the list of top ten, while three remained steadfast. Frederick Taylor was number one on both lists. Interestingly, no woman made the top ten.Research limitations/implicationsThe replication and extension is a strength and limita...
Journal of Leadership & Organizational Studies, 2008
Acquisitions continue to be an important topic for management scholars and practitioners alike. M... more Acquisitions continue to be an important topic for management scholars and practitioners alike. Managers are actively involved in both sides of the acquisition equation (target and acquirer) from valuation (preacquisition) all the way through to integration (postacquisition). During this tumultuous period, it now appears that the top management team of a successful target firm is integral to postacquisition success. The authors examine the role that "imposed" changes placed on the newly acquired firm has on the retention of the top management team. The compulsory changes appear to be a key factor in the turnover of top management team members and thus diminish the value of the acquired firm. Furthermore, this study suggests that top management team turnover detrimentally affects postacquisition firm performance.
Journal of Leadership & Organizational Studies, 2006
Bullying in organizations has become one the prime social phenomena which can have a direct as we... more Bullying in organizations has become one the prime social phenomena which can have a direct as well as indirect impact on the productivity of employees and managers. While bullying is a part of the fabric of society, the rate of occurrence as well as the severity of bullying acts in the workplace is alarming. This paper puts forth a model that illustrates the triangular relationship and interaction between the three components in the bullying event: 1) the organizational environment and its impact on the occurrence of bullying activities; 2) the characteristics of those that bully; and 3) the characteristics of those being bullied (e.g., victims of bullying). These three interrelated issues form the triangle of bullying that is examined in this paper. This paper posits that a major source of many of the personnel relational problems faced in the workplace between coworker and coworker or manager and employees comes from bullies, just like the ones experienced on the childhood playgr...
Journal of Leadership & Organizational Studies, 2006
The purpose of this paper is to take an in-depth look at the profiles of executive skills and com... more The purpose of this paper is to take an in-depth look at the profiles of executive skills and competencies drawn across the expanse of seventy-five years framed in the backdrop of management philosophy changes. In the early 1900's, Chester Barnard outlined the competencies he felt the executive of the future would need in the 20th Century. At the beginning of the 21st Century, Morgan McCall and George Hollenbeck interviewed over 100 expatriates and reported a list of needed competencies for the global executive of the 21st Century. This paper chronicles the changes in the management arena over that 70 plus year period of time to frame the backdrop of these two executive skill profiles. The journey is interesting and the outcome is surprising at times. Just as organizations are a product of their past, so to is the executive of today. He/she is an anthology of all the things that an executive needed in early 1900's, with a couple dynamic dimensions thrown in to maintain their...
Journal of Leadership & Organizational Studies, 2007
Leaders do not necessarily have the best interests of the organization in mind when they make dec... more Leaders do not necessarily have the best interests of the organization in mind when they make decisions. Many times, leaders treat their own personal goals as more important in relation to the goals of the organization and frequently adopt a short-term decision horizon. Thus, leaders become destructive and make decisions for their own good at the expense of the organization. This article examines the bully as a leader and how the bully creates a dysfunctional environment where the bullied, the observer, and the organization suffer negative impact due to the decisions made by the bully. The externalities of bullying (i.e., unintended explicit and/or implicit consequences of bullying activities on the members of the organization) are discussed to highlight the importance of examining the spillover impact of bullying activities in organizations. In addition, the authors propose a method to address the negative impact of those who engage in bullying on the organizational as a whole.
In this article, the authors propose a move from the old control model of teaching, managing, and... more In this article, the authors propose a move from the old control model of teaching, managing, and leading based on stability and power to a new enterprise model based on speed and constant self-innovation. They hope to promote the practice of a rapid incremental innovation strategy that produces practitioners and educators dedicated to continuous improvement and ethical behavior. Specifically, their aim is to help (a) improve undergraduate and graduate business programs while stressing ethics and values; (b) provide a forum for thought about how to teach using a student-centered, discussion-based approach, often called case teaching or problem-based learning; (c) provide information to organizational entities for use in changing or establishing training for and evaluation of excellence; and (d) improve organizations by supplying them with better leaders, managers, and teachers for the future.
The International Journal of Human Resource Management, 2009
... A new paradigm, reverse mentoring, has emerged (eg, a junior person, knowledgeable of the rap... more ... A new paradigm, reverse mentoring, has emerged (eg, a junior person, knowledgeable of the rapid technological change and globalization of business, acts as the mentor for a senior person). ... Michael Harvey, Nancy McIntyre, Joyce Thompson Heames, and Miriam Moeller. ...
Forensic Science Policy & Management: An International Journal, 2011
The key issue facing forensic labs is “the classic economic problem—how to allocate limited resou... more The key issue facing forensic labs is “the classic economic problem—how to allocate limited resources with increasing demand for services, while maintaining high quality standards” (Speaker 2009). Employees are the biggest expense and most valuable resource that forensic labs possess, thus the question arises as to how to maximize human resource functions to best allocate resources through personnel. As the
International Journal of Selection and Assessment, 2019
This study integrates past research addressing decision‐making, employee selection, and... more This study integrates past research addressing decision‐making, employee selection, and influence processes in an attempt to provide both a theoretical and empirical foundation for future research addressing initial impressions throughout the interview process. Using data from a simulated hiring situation comprised of 28 recruiters and 229 applicants, the results suggest that initial impressions formed at the beginning of the interview make a substantive impact on final impressions. However, impressions formed at the career fair do not appear to impact final impressions without considering the interactive effects of decision confidence. Hypotheses proposing that decision confidence would moderate linkages between initial impressions formed at the beginning of the interview and both interview scores and final impressions were not supported. We discuss the theoretical and practical implications of these findings for selection.
This paper explores millennial job seekers and their parental involvement in the job search proce... more This paper explores millennial job seekers and their parental involvement in the job search process. Preliminary work on a scale to measure the “appropriateness” of certain job search behaviors is reported. Ten parental job search behaviors are identified. The appropriateness constructs of “mentoring” and “meddling” are developed and empirically tested. Results indicate that both meddling and mentoring are valid and initially useful constructs in examining the suitability of parental involvement in the job search process. The possible impact of parental involvement in the job search process is then discussed along with possible managerial responses.
Purpose – The purpose of this paper is to conceptually demonstrate that the relationship between ... more Purpose – The purpose of this paper is to conceptually demonstrate that the relationship between turnover and innovation is not direct as some research suggests, but rather indirect, with organizational learning as the prerequisite social mechanism that ties the two phenomena together. Design/methodology/approach – This paper integrates research across a number of related areas to develop a model of the
PurposeThe purpose of this paper is twofold: to report the number of articles in the business aca... more PurposeThe purpose of this paper is twofold: to report the number of articles in the business academic literature that have been written about the pioneers depicted in a 1977 Daniel Wren and Robert Hay study; and to report the findings from a replication and extension of that study.Design/methodology/approachThe paper employed a systematic literature review combined with an empirical replication and extension of the 1977 study.FindingsThe literature review revealed that 101 articles referenced only a few of the 1977 identified pioneers. In fact 47 of the articles were about three of the pioneers – keeping them firmly in the academic institutional memory, while others have fallen into insignificance. The results of the new study identified seven new names for the list of top ten, while three remained steadfast. Frederick Taylor was number one on both lists. Interestingly, no woman made the top ten.Research limitations/implicationsThe replication and extension is a strength and limita...
Journal of Leadership & Organizational Studies, 2008
Acquisitions continue to be an important topic for management scholars and practitioners alike. M... more Acquisitions continue to be an important topic for management scholars and practitioners alike. Managers are actively involved in both sides of the acquisition equation (target and acquirer) from valuation (preacquisition) all the way through to integration (postacquisition). During this tumultuous period, it now appears that the top management team of a successful target firm is integral to postacquisition success. The authors examine the role that "imposed" changes placed on the newly acquired firm has on the retention of the top management team. The compulsory changes appear to be a key factor in the turnover of top management team members and thus diminish the value of the acquired firm. Furthermore, this study suggests that top management team turnover detrimentally affects postacquisition firm performance.
Journal of Leadership & Organizational Studies, 2006
Bullying in organizations has become one the prime social phenomena which can have a direct as we... more Bullying in organizations has become one the prime social phenomena which can have a direct as well as indirect impact on the productivity of employees and managers. While bullying is a part of the fabric of society, the rate of occurrence as well as the severity of bullying acts in the workplace is alarming. This paper puts forth a model that illustrates the triangular relationship and interaction between the three components in the bullying event: 1) the organizational environment and its impact on the occurrence of bullying activities; 2) the characteristics of those that bully; and 3) the characteristics of those being bullied (e.g., victims of bullying). These three interrelated issues form the triangle of bullying that is examined in this paper. This paper posits that a major source of many of the personnel relational problems faced in the workplace between coworker and coworker or manager and employees comes from bullies, just like the ones experienced on the childhood playgr...
Journal of Leadership & Organizational Studies, 2006
The purpose of this paper is to take an in-depth look at the profiles of executive skills and com... more The purpose of this paper is to take an in-depth look at the profiles of executive skills and competencies drawn across the expanse of seventy-five years framed in the backdrop of management philosophy changes. In the early 1900's, Chester Barnard outlined the competencies he felt the executive of the future would need in the 20th Century. At the beginning of the 21st Century, Morgan McCall and George Hollenbeck interviewed over 100 expatriates and reported a list of needed competencies for the global executive of the 21st Century. This paper chronicles the changes in the management arena over that 70 plus year period of time to frame the backdrop of these two executive skill profiles. The journey is interesting and the outcome is surprising at times. Just as organizations are a product of their past, so to is the executive of today. He/she is an anthology of all the things that an executive needed in early 1900's, with a couple dynamic dimensions thrown in to maintain their...
Journal of Leadership & Organizational Studies, 2007
Leaders do not necessarily have the best interests of the organization in mind when they make dec... more Leaders do not necessarily have the best interests of the organization in mind when they make decisions. Many times, leaders treat their own personal goals as more important in relation to the goals of the organization and frequently adopt a short-term decision horizon. Thus, leaders become destructive and make decisions for their own good at the expense of the organization. This article examines the bully as a leader and how the bully creates a dysfunctional environment where the bullied, the observer, and the organization suffer negative impact due to the decisions made by the bully. The externalities of bullying (i.e., unintended explicit and/or implicit consequences of bullying activities on the members of the organization) are discussed to highlight the importance of examining the spillover impact of bullying activities in organizations. In addition, the authors propose a method to address the negative impact of those who engage in bullying on the organizational as a whole.
In this article, the authors propose a move from the old control model of teaching, managing, and... more In this article, the authors propose a move from the old control model of teaching, managing, and leading based on stability and power to a new enterprise model based on speed and constant self-innovation. They hope to promote the practice of a rapid incremental innovation strategy that produces practitioners and educators dedicated to continuous improvement and ethical behavior. Specifically, their aim is to help (a) improve undergraduate and graduate business programs while stressing ethics and values; (b) provide a forum for thought about how to teach using a student-centered, discussion-based approach, often called case teaching or problem-based learning; (c) provide information to organizational entities for use in changing or establishing training for and evaluation of excellence; and (d) improve organizations by supplying them with better leaders, managers, and teachers for the future.
The International Journal of Human Resource Management, 2009
... A new paradigm, reverse mentoring, has emerged (eg, a junior person, knowledgeable of the rap... more ... A new paradigm, reverse mentoring, has emerged (eg, a junior person, knowledgeable of the rapid technological change and globalization of business, acts as the mentor for a senior person). ... Michael Harvey, Nancy McIntyre, Joyce Thompson Heames, and Miriam Moeller. ...
Forensic Science Policy & Management: An International Journal, 2011
The key issue facing forensic labs is “the classic economic problem—how to allocate limited resou... more The key issue facing forensic labs is “the classic economic problem—how to allocate limited resources with increasing demand for services, while maintaining high quality standards” (Speaker 2009). Employees are the biggest expense and most valuable resource that forensic labs possess, thus the question arises as to how to maximize human resource functions to best allocate resources through personnel. As the
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