No. |
File |
Judul |
| 1. |
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Attitudes toward women as managers: sex
versus culture
Abstract
This paper examines attitudes toward women managers
in Chile (n = 194) and the USA (n = 218) using the women as managers
scale (WAMS) and a Spanish version of WAMS developed for this study.
Across both cultures, two coherent measures were labeled "acceptance’’
and "ability’’. No cultural differences in the
acceptance of women as managers were discovered. The differences
in acceptance were divided solely according to sex. There were differences
in the perceived ability of women managers for both the sex and
culture variables. The paper then compares the impact of the sex
and culture variables. Results show that sex explained approximately
three times more variance than culture. These findings can inform
both the expatriate woman manager who is likely to encounter friction
in interactions with males in many cultures and the human resource
manager interested in improving the success of women managers working
overseas. |
2. |
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Gender asymmetries and the manager stereotype
among management students
Abstract
In spite of the progress made in the last decades,
women still face difficulties in being accepted and recognised as
managers. The manager’s role has been perceived as masculine,
and the gender stereotypes are therefore, a barrier to women’s
access to management. With the aim to explore the relationship between
gender stereotypes and management characteristics and discuss its
implications for the discrimination of women in management a study
was conducted among Portuguese undergraduate management students.
The findings indicate that students of both sexes tend to perceive
the "manager’’ category as closer to the masculine
stereotype than to the feminine stereotype. Additionally, for male
students the "man manager’’ and "manager’’
are more similar to each other than the "woman manager’’
and "manager’’ categories. However, the image of
"woman manager’’ appears not to distance itself
considerably from the "manager’’ stereotype as
a result of her masculinisation. This paper discusses the implications
of this asymmetric gender social representation that ultimately
hinders the acceptance of women as a social group in the management
context. |
3. |
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Gender, gender identity, and aspirations
to top management
Abstract
Data gathered by the authors from undergraduate
and part-time graduate business students in 1976-1977 suggested
that men were more likely than women to aspire to top management
and that, consistent with traditional stereotypes of males and managers,
a gender identity consisting of high masculinity and low femininity
was associated with aspirations to top management. As a result of
gender-related social changes, we expected the gender difference
in aspirations to top management but not the importance of gender
identity to have decreased over time. We collected data in 1999
from the same two populations to test these notions. In newly collected
data, high masculinity (but not low femininity) was still associated
with such aspirations, and men still aspired to top management positions
more than women. However, the gender difference in aspirations to
top management did not decrease over time. |
4. |
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Recent trends in Japanese Human Resource
Management: The introduction of a system of
individual and independent career choice.
Abstract
Japanese-style management has long been characterized
by its 'lifetime seniority-based employment' system, based on a
collective and long-term philosophy of human resource management,
and its enterprise labour unions; its ethics and efficacy have come
under frequent discussion. However, the end of the high-growth period
and the resultant collapse of the bubble economy have introduced
new trends affecting 'business organization and the individual'
in Japan. A flexible individualistic management system better suited
to short- and medium-term fluctuations is being sought. Major banks
and trading companies have particularly seen the need to adopt,
with unprecedented restructuring leading to corporate division and
the introduction of building companies. Against this background
has developed a personnel system in which the individual's independent
and autonomous career development is put in the context of watchwords
such as 'will and capacity', 'freedom and self-responsibility' and
'self-development'. The represents a significant challenge to the
traditional views and attitudes of Japanese-style management, and
while we cannot estimate the final impact of this new trend, we
must at least acknowledge its contemporary emergence. Taking major
banks as its core example, this paper seeks to introduce the structure
and features of this flexible individual-oriented management system,
and to update international perceptions concerning Japanese-style
management. |
5. |
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Development of a Job Satisfaction Factor
Model for the Lodging Industry
Abstract
The objective of this research was to identify a
generalizable factor model of job satisfaction for the lodging industry.
A model specfying generalizable facets of satisfaction could provide
a research base to further study the components of job satisfaction,
and in turn job satisfaction's relationship with turnover, absenteeism,
and job performance. Rather than building and testing a fixed number
of scales developed a priori, a questionnaire was designed incorporating
a broad range of items from the Job Descriptive Index, the Minnesota
Satisfaction Questionnaire, the Communication Satisfaction Questionnaire,
and input from managers in the company. Nearly 2,000 reponses were
received from employees at 52 hotles. Exploratory factor analysis
of the twenty-eight items was used to identify how different aspects
of hotel employees' jobs grouped together. Results indicated a nine-factor
solution best met the generalizability objective. Respondents reported
the most satisfaction with the job introduction factor and the least
satisfaction with the compensation factor. The department/ work
team climate factor had the greatest correlation with overall job
satisfaction. This sample indicates potential to increase satisfaction
in the areas of respect, conflict resolution, recognition and compensation. |
6. |
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Older Workers' Communication Satisfaction
in the Lodging Industry
Abstract
Labor shortages and high turnover trouble the lodging industry.
Older workers have been overlooked as a solution to these problems.
Older workers have demonstrated qualities such as loyalty, a strong
work ethic, good customer relations, and reliability of performance
that the lodging industry desires. The lodging industry needs to
strive to increase older workers' job satisfaction in order to attract
and retain them. Previous research has already proven that communication
satisfaction has a significant impact on job satisfaction. This
study examines the important communication factors that influence
older workers' job satisfaction. Suggestions regarding older workers'
communication satisfaction are provided.
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7. |
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Sexual Harassment in the Hospitality Industry:
Perceptions of Restaurant Employees
Abstract
With the cost of litigation and the dollar amount of settlements
both increasing substatially, it is with a pro-active view to look
at the perspective of sexual harassment by restaurant employees.
The purpose of this study is to measure female restaurant employees'
and male restaurant employees' perceptions and attitudes on sexual
harassment in the restaurant industry. By analyzing the responses
of the female restaurant employees and male restaurant employees,
a better understanding of the similarities and differences among
these two distinct employee segments could be obtained. This research
paper will try to provide some useful information when it comes
to sexual harassment in the restaurant industry and what policies
should be implemented.
|
8. |
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The impact of culture on the management values
and beliefs of Korean firms
Abstract
Korea has become the object of growing international interest among
scholars and practitioners because of its remarkable economic achievement
in the past three decades. However, the relationship between corporate
management practice and Korean cultural values has received only
limited attention. This paper claims that studying espoused values
and beliefs of firms should be the first step to understanding the
impact of national culture on management practices. The paper first
outlines several important aspects of Korean culture and them examines
their impact on management values and beliefs. Next, it analyzes
the contents of the management values and beliefs by examining two
organizational symbols--company motto and company song. Finally,
the paper discusses how management values and beliefs impact on
human resource management policies and practices. The paper concludes
that the Korean core cultural values of harmony, unity, and vertical
social relations strongly influence Korean firms, and that these
management values and beliefs play a profound role in shaping human
resource practices.
|
9. |
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HRM problems in Sino-foreign Joint Ventures |
10. |
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The role of the business excellence model
in operational and strategic decision making
Abstract
The aim of this paper is to determine current management thinking
on how the business
excellence model (BEM) is used within organisations. In many cases
when organisational change models are applied in organisations the
emphasis is on advocacy and implementation. There is a need to allow
managers to play a role in critiquing these models which should
lead to improved models and more informed application. This paper
describes how a grounded theory research methodology is used to
enable managers, who are applying the organisationa l change model
known as the BEM, to develop their thinking in regard to the model.
The main findings from the paper are, first, the clarification of
the different aspects of the operational role of the BEM. Second,
the managers found difficulty in attempting to use the model in
a strategic manner despite the claims in the
literature.
|
11. |
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The relationship between pay structure and
salesperson's mood: an examination of self-
complexity as a mediator |
12. |
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The relationship between procedural justice
and managerial performance: the effect of participation
Abstract
This study proposes that the effect of the subordinates' perception
of justice on the subordinates' performance is indirect via the
intervening variable of participation. It is likely that the superiors'
desire to maintain justice in their organisation will lead them
to allow their
subordinates more participation privileges in the organisation's
affairs. This increase in
participation in the organisation's affairs, in turn, is likely
to result in improvements in the
subordinates' performance. A path analytical model, which investigates
the intervening effects of participation on the relationship between
procedural justice and managerial performance, was used. The results
indicate that procedural justice has an indirect effect on managerial
performance via participation. Based on these results, it is possible
to conclude that top management's desire for fairness in the organisation
leads to increased subordinates' participation in the organisational
affairs.
|
13. |
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Closeness of Supervision and Salesperson
Work Outcomes: An Alternative Perspective
Abstract
Researchers in sales management have given considerable attention
to the influence that closeness of supervision has on sales personnel.
Findings from previous investigations, however, tend to be inconsistent
and inconclusive regarding the relationship between closeness of
supervision and salesperson outcomes. A possible reason for the
incompatible findings may be that prior research generally has focused
on the perceived level of supervisory closeness, not the nature
of that closeness. This paper reports results of a study that explored
both the level and nature of closeness of sales supervision. Operationalization
was based on the degree of active involvement sales managers have
with their salespeople expressed in terms of differing leadership
styles. Findings reveal that highly active involvement with salespeople
generally has a more favorable impact on work outcomes of sales
subordinates than inactive or moderately active involvement. Managerial
and research implications of the results also are offered.
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14. |
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A strategic perspective on overseas Chinese
networks’ decision making
Abstract
Researchers and managers have assumed that the overseas Chinese
business networks do not conduct strategic planning. Summarizes,
in general, the literature on the overseas Chinese networks’
decision-making style and compares it with perspectives from established
schools of strategic planning. Specifically enhances understanding
of the overseas Chinese networks’ business style, generates
awareness of the style’s strengths and weaknesses, and explores
strategic implications for foreign multinational corporations that
enter into alliances with, or compete against the overseas Chinese
networks.
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15. |
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An empirical evaluation of emotional intelligence:
The impact on management development
Abstract
This study explored the measurement of emotional intelligence (EI)
using a comprehensive scale to tap the construct. Using a sample
of 295 undergraduate business majors from a mid-western university,
an exploratory factor analysis was performed to examine the factor
structure of the scale. Based on the factor loadings, the scale
was reduced to 51 items with five factors emerging. Student demographics
revealed that accounting majors rated lower on EI as compared to
other majors. Results also indicated that higher EI scores were
associated with membership in Greek organizations, and involvement
in sports organizations It was also found that international students
rated lower on the EI measure as compared to domestic students.
Finally, several of the factors within the scale were shown to have
a relationship to both cumulative GPA and university-specific GPA.
Implications for these findings as they relate to management development
are discussed.
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16. |
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Strategies for implementing knowledge management:
role of human resources management
Abstract
The successful implementation of new technologies is dependent
on many factors including the efficient management of human resources.
Furthermore, recent research indicates that intellectual assets
and resources can be utilised much more efficiently and effectively
if organisations apply knowledge management techniques for leveraging
their human resources and enhancing their personnel management.
The human resources departments are well positioned to ensure the
success of knowledge management programs, which are directed at
capturing, using and re-using employees' knowledge. Through human
resources management a culture that encourages the free flow of
knowledge for meeting organisational goals can be created. The strategic
role of the human resources department in identifying strategic
and knowledge gaps using knowledge mapping is discussed in this
paper. In addition, the drivers and implementation strategies for
knowledge management programs are proposed.
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17. |
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The art of selling corporate culture: Management
and human resources in Australian
construction companies operating in Malaysia
Abstract
Human resource (HR) practices are increasingly concerned with adding
value through
increased skills, autonomy and contribution. Whilst useful in some
cultural and industry contexts, there is potential for incompatibility
with other norms, especially those outside western culture or the
manufacturing industry mainstream. Australian construction companies
in Malaysia use the language of normative HR, but they are challenged
by the differing cultural norms of Asia. It is concluded that HR
policies and corporate culture are used as marketing devices not
solely as management strategy.
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18. |
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Satisfaction with sales manager training
Abstract
States that little empirical work is available as a guide in the
design and implementation of sales manager training programs. Examines
the relationship between trainee satisfaction with sales manager
training (a measure for training effectiveness) and the format,
site, instructor, instructional method, and content of the program.
Reports results of a survey of sales managers in field sales organizations.
Indicates that training satisfaction is associated with all five
issues. Offers direct implications for enhancing sales manager training
programs.
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19. |
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Understanding 'individualization' in HRM:
the case of 'skill-based pay' in France
Abstract
'Individualization' in personnel practices has long been considered
as an essential component of 'modern' human resources management,
but the empirical complexitiesof its definition, implementation
and impact within firms have not been analysed in considerable depth.
This paper adds to this analysis by reporting on research into one
form of individualization - 'skill-based pay' - adopted in different
sectors in France. The crucial institutional context fro this adoption
is explained and then it is shown how different models of skill-based
remuneration have emerged as a result of both sectorial contingencies
and specific industrial relations processes.
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20. |
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Salesperson and Manager Perceptions of Control:
Exploring Perceptual Differences
Abstract
Control systems and the extent of supervision have long been a
concern of field sales management and have recently been the focus
of research efforts. To date researchers have measured the extent
of supervision from either the viewpoint of the salesperson or the
manager. The purpose of this study is to compare these viewpoints
and explore the perceptual differences Results indicate salespeople
tend to perceive they have more control over sales call activities
than the manager's perceive they are giving. While these differences
have little impact on performance and adaptive selling, they may
have an impact on satisfaction.
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