Examining how preferences for
employer branding attributes
differ from entry to exit and how
they relate to commitment,
satisfaction, and retention
Jack K. Ito
Faculty of Business Administration, University of Regina, Regina, Canada
Céleste M. Brotheridge
ESG-UQAM, Montreal, Canada, and
Kathie McFarland
Ministry of Parks, Government of Saskatchewan, Culture and Sport,
Regina, Canada
Abstract
Purpose – The aim of this paper is to address three broad questions: Are preferences for branding
attributes similar for entry and for retention? Are there generational and career stage differences in
one’s entry and exit priorities? How is current satisfaction with brand image attributes related to
overall commitment, satisfaction and retention?
Design/methodology/approach – This paper reports on the results of a survey of 144 workers
employed at 37 day care centers in a medium sized Canadian city.
Findings – Although the level of respondents’ priorities for entry and exit differed, most priorities
remained in the same order. However, their perspectives were more disaggregated for entry than
for exit, where branding attributes were more strongly correlated. Consistent with the exploration
stage of career development, younger people planned to stay a shorter length of time with a
particular center.
Research limitations/implications – This study includes only child care workers in a
small geographic region. Future research should be undertaken in larger scale firms that also
offer greater heterogeneity in professions as well as career options. Also, a longitudinal
study that follows new entrants for several years, using both instrumental and symbolic
measures, would provide information on what attracted individuals and what influenced their
intention to leave.
Practical implications – Although there were few differences by age or career stage, the variation
within each factor suggests that a brand image may need to be relatively broad to accommodate
diversity. HR practitioners can use the practice symbolic pattern to build and maintain a culture that is
attractive to present and prospective employees. The opposite symbolic practice pattern may help
current employees understand reasons for new practices.
Originality/value – Organizations face significant challenges in designing programs for
recruitment and retention. This study considers how employees’ to two questions – “why do
people enter the organization” and “why do people remain?” – may differ.
Keywords Employee turnover, Human resource management, Recruitment, Age groups
Paper type Research paper
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1362-0436.htm
CDI
18,7
732
Received 28 May 2013
Revised 29 September 2013
Accepted 3 October 2013
Career Development International
Vol. 18 No. 7, 2013
pp. 732-752
q Emerald Group Publishing Limited
1362-0436
DOI 10.1108/CDI-05-2013-0067
Human resource management has adopted the marketing con ...
The document compares and contrasts human resource management (HRM) and personnel management (PM). It outlines key differences between the two approaches, including that HRM is more strategic and integrated with business goals, while PM is more transactional. HRM focuses on treating employees as individuals, providing training and flexibility. PM takes a more rigid, rule-based approach to contracts and decision-making. Overall, the document analyzes differences in leadership style, pay policies, job design, treatment of workers, functions, and decision-making between HRM and PM.
The document discusses the link between corporate branding and employee engagement. It first defines employee engagement as the degree to which employees are emotionally bonded to their organization, passionate about their work, and want to stay with the company long-term. It then discusses how corporate branding has evolved from focusing on products to focusing on building a favorable company reputation. The document argues that employees play a key role in corporate branding, as they are responsible for delivering on brand promises and acting as the interface between the organization and customers, especially for service brands. It proposes that aligning employee values with the corporate brand can enhance employee engagement.
This document discusses factors that influence employee retention in organizations. It identifies the main determinants of employee retention as career development opportunities, supervisor support, work environment, rewards, and work-life policies. Career development helps both organizations and individuals by providing opportunities for growth. Supervisor support is also important for retention as employees are less likely to leave if they have a good relationship with their supervisor. The work environment, including physical and psychosocial factors, impacts employee satisfaction and commitment. Rewards such as pay and bonuses fulfill employee needs and motivate performance. Flexible work-life policies allow a better work-life balance and increase organizational commitment. The document examines each of these factors in more detail and how optimizing them can help organizations retain valuable
The document discusses self-determination theory and related topics covered in a student newsletter. It begins by outlining the learning objectives of the newsletter, which include describing the association between the Job Demand-Resources model and Self-Determination Theory, discussing potential selection issues in the workforce, analyzing research on high quality leader-member exchanges, explaining the concept of internalization through SDT, and providing ways to enhance intrinsic motivation. The document is then divided into sections contributed by different students, each analyzing a topic in more depth and relating it back to concepts from self-determination theory and cited sources. The sections cover the Job Demand-Resources model and motivation, personnel selection issues and social media, and research on leader-member
Exploring the Relationship between HR Practices and Employee Retention: A Stu...AI Publications
This academic article investigates the relationship between HR practices and employee retention within the tech industry. The study aims to analyze how specific HR practices impact employee retention and provide insights into effective strategies for organizations. The research sample includes 338 administrative staff members from various tech companies. The study employs a quantitative approach, conducting reliability analysis and regression analysis using SPSS to analyze the collected data.
Human Resource Practices and their Impact on Employee Commitment in the Catho...ijtsrd
This paper examines the impact of Human Resource Practices on Employee Commitment among teachers of the Catholic Education agency in the Diocese of Buea. Among the human resource practices considered were compensation, recognition, training, and working conditions. With a total of 1000 employees, 278 employees participated in the research. Questionnaires were used to collect the data based on convenience sampling. A survey research design was utilized in the research. The findings revealed that there was a positive relationship between the aforementioned practices and employee commitment. Conclusions, recommendations and indications for future research are discussed in the paper. Kengnjoh Michael Mbuwir "Human Resource Practices and their Impact on Employee Commitment in the Catholic Education Agency, Diocese of Buea, SWR Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57515.pdf Paper URL: https://www.ijtsrd.com.com/humanities-and-the-arts/education/57515/human-resource-practices-and-their-impact-on-employee-commitment-in-the-catholic-education-agency-diocese-of-buea-swr-cameroon/kengnjoh-michael-mbuwir
Submit your final project. It should address each of the four sect.docxdeanmtaylor1545
Submit your final project. It should address each of the four sections (People, Organization, Workplace, and Behavioral Competencies) that focus on HR initiatives that move across an organization.
1.Strengths
My areas of strength within the business domain include interpersonal skills and teamwork. I relate well with my colleagues and team members in matters associated with work. My interpersonal skills have resulted in positive relationships within the business team and this has been significant in motivating the team members towards achieving out business goals. Teamwork is also my area of strength. I believe that combined effort yields better results than individual effort and this is not limited to execution of duties but also the process of decision-making (Noe, 2017). These strengths are associated with consultation because they involve interaction, sharing of ideas and decision making. I am a human resource management professional and one of my key roles is to lead my team and ensure appropriate decisions are made. Consultation is therefore, a critical management element necessary in human resource management which makes it a strength is execution of human resource management duties (Noe, 2017). Some of the supportive examples within this domain include spearheading the team by embracing opportunities, establishing a culture that fosters intra-organizational teamwork and partnership, identifying missing team roles and fulfilling them, promoting effective teamwork practice and working environment.
Weakness
My weakness within this domain is conflict management. Managing conflicts requires the ability to identify contentious issues among parties in disagreement. This involves bringing together the two parties, listening to their grievances and finding a balance or a solution to the problem. I have never been comfortable with negativity in my life both at a personal level or when other parties are involved. I find it difficult to take sides in cases where two or more individuals are in conflict for the mere reason of being perceived as biased. While my profession requires me to administer organizational policies to members of my team, I have constantly struggled with conflict management despite being a fundamental aspect in leadership.
Every workplace experience conflict among employees and this may be due to personal or company-associated problems. It is my goal to develop a positive mindset towards leadership by embracing conflict management as a critical aspect that impacts team productivity. One of the supportive examples include approaching conflicts in respectful and unbiased manner and referring serious cases to higher levels of management where it deems necessary. Another example is to identify conflict sources and develop strategies to minimize them.
Strategies
Creation and management of a network of relationship within the workplace is one of the elements that define a successful human resource management professional. Communicat.
The document discusses the role of human resource management (HRM) in mergers and acquisitions. It notes that while financial factors are often prioritized in mergers, people-related issues are neglected and are a major cause of merger failures. HRM issues are classified into pre-merger and post-merger phases. Pre-merger issues include assessing cultural and organizational differences that can lead to employee turnover, low morale, and productivity issues. Post-merger issues include stress from changes in practices, structures, and styles that challenge existing organizational values. The document outlines strategies for HRM to align with different types of merger strategies and ensure a strategic fit between the merger and HRM approaches.
The document compares and contrasts human resource management (HRM) and personnel management (PM). It outlines key differences between the two approaches, including that HRM is more strategic and integrated with business goals, while PM is more transactional. HRM focuses on treating employees as individuals, providing training and flexibility. PM takes a more rigid, rule-based approach to contracts and decision-making. Overall, the document analyzes differences in leadership style, pay policies, job design, treatment of workers, functions, and decision-making between HRM and PM.
The document discusses the link between corporate branding and employee engagement. It first defines employee engagement as the degree to which employees are emotionally bonded to their organization, passionate about their work, and want to stay with the company long-term. It then discusses how corporate branding has evolved from focusing on products to focusing on building a favorable company reputation. The document argues that employees play a key role in corporate branding, as they are responsible for delivering on brand promises and acting as the interface between the organization and customers, especially for service brands. It proposes that aligning employee values with the corporate brand can enhance employee engagement.
This document discusses factors that influence employee retention in organizations. It identifies the main determinants of employee retention as career development opportunities, supervisor support, work environment, rewards, and work-life policies. Career development helps both organizations and individuals by providing opportunities for growth. Supervisor support is also important for retention as employees are less likely to leave if they have a good relationship with their supervisor. The work environment, including physical and psychosocial factors, impacts employee satisfaction and commitment. Rewards such as pay and bonuses fulfill employee needs and motivate performance. Flexible work-life policies allow a better work-life balance and increase organizational commitment. The document examines each of these factors in more detail and how optimizing them can help organizations retain valuable
The document discusses self-determination theory and related topics covered in a student newsletter. It begins by outlining the learning objectives of the newsletter, which include describing the association between the Job Demand-Resources model and Self-Determination Theory, discussing potential selection issues in the workforce, analyzing research on high quality leader-member exchanges, explaining the concept of internalization through SDT, and providing ways to enhance intrinsic motivation. The document is then divided into sections contributed by different students, each analyzing a topic in more depth and relating it back to concepts from self-determination theory and cited sources. The sections cover the Job Demand-Resources model and motivation, personnel selection issues and social media, and research on leader-member
Exploring the Relationship between HR Practices and Employee Retention: A Stu...AI Publications
This academic article investigates the relationship between HR practices and employee retention within the tech industry. The study aims to analyze how specific HR practices impact employee retention and provide insights into effective strategies for organizations. The research sample includes 338 administrative staff members from various tech companies. The study employs a quantitative approach, conducting reliability analysis and regression analysis using SPSS to analyze the collected data.
Human Resource Practices and their Impact on Employee Commitment in the Catho...ijtsrd
This paper examines the impact of Human Resource Practices on Employee Commitment among teachers of the Catholic Education agency in the Diocese of Buea. Among the human resource practices considered were compensation, recognition, training, and working conditions. With a total of 1000 employees, 278 employees participated in the research. Questionnaires were used to collect the data based on convenience sampling. A survey research design was utilized in the research. The findings revealed that there was a positive relationship between the aforementioned practices and employee commitment. Conclusions, recommendations and indications for future research are discussed in the paper. Kengnjoh Michael Mbuwir "Human Resource Practices and their Impact on Employee Commitment in the Catholic Education Agency, Diocese of Buea, SWR Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57515.pdf Paper URL: https://www.ijtsrd.com.com/humanities-and-the-arts/education/57515/human-resource-practices-and-their-impact-on-employee-commitment-in-the-catholic-education-agency-diocese-of-buea-swr-cameroon/kengnjoh-michael-mbuwir
Submit your final project. It should address each of the four sect.docxdeanmtaylor1545
Submit your final project. It should address each of the four sections (People, Organization, Workplace, and Behavioral Competencies) that focus on HR initiatives that move across an organization.
1.Strengths
My areas of strength within the business domain include interpersonal skills and teamwork. I relate well with my colleagues and team members in matters associated with work. My interpersonal skills have resulted in positive relationships within the business team and this has been significant in motivating the team members towards achieving out business goals. Teamwork is also my area of strength. I believe that combined effort yields better results than individual effort and this is not limited to execution of duties but also the process of decision-making (Noe, 2017). These strengths are associated with consultation because they involve interaction, sharing of ideas and decision making. I am a human resource management professional and one of my key roles is to lead my team and ensure appropriate decisions are made. Consultation is therefore, a critical management element necessary in human resource management which makes it a strength is execution of human resource management duties (Noe, 2017). Some of the supportive examples within this domain include spearheading the team by embracing opportunities, establishing a culture that fosters intra-organizational teamwork and partnership, identifying missing team roles and fulfilling them, promoting effective teamwork practice and working environment.
Weakness
My weakness within this domain is conflict management. Managing conflicts requires the ability to identify contentious issues among parties in disagreement. This involves bringing together the two parties, listening to their grievances and finding a balance or a solution to the problem. I have never been comfortable with negativity in my life both at a personal level or when other parties are involved. I find it difficult to take sides in cases where two or more individuals are in conflict for the mere reason of being perceived as biased. While my profession requires me to administer organizational policies to members of my team, I have constantly struggled with conflict management despite being a fundamental aspect in leadership.
Every workplace experience conflict among employees and this may be due to personal or company-associated problems. It is my goal to develop a positive mindset towards leadership by embracing conflict management as a critical aspect that impacts team productivity. One of the supportive examples include approaching conflicts in respectful and unbiased manner and referring serious cases to higher levels of management where it deems necessary. Another example is to identify conflict sources and develop strategies to minimize them.
Strategies
Creation and management of a network of relationship within the workplace is one of the elements that define a successful human resource management professional. Communicat.
The document discusses the role of human resource management (HRM) in mergers and acquisitions. It notes that while financial factors are often prioritized in mergers, people-related issues are neglected and are a major cause of merger failures. HRM issues are classified into pre-merger and post-merger phases. Pre-merger issues include assessing cultural and organizational differences that can lead to employee turnover, low morale, and productivity issues. Post-merger issues include stress from changes in practices, structures, and styles that challenge existing organizational values. The document outlines strategies for HRM to align with different types of merger strategies and ensure a strategic fit between the merger and HRM approaches.
This document discusses employee engagement. It begins by defining employee engagement as having psychological presence, passion for work, emotional and intellectual commitment, and discretionary effort. It then discusses the positive consequences of engagement, citing research finding links between engagement and business growth, profitability, and earnings. The document next examines employee engagement in Australia, finding only 18% of Australians love their work and one in five are actively disengaged. It concludes by identifying some key issues in engagement research and defining engagement as having rational understanding, emotional attachment, and motivation to invest discretionary effort.
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
360 Degree Appraisal and Employee Commitmentijtsrd
The paper examined the relationship between 360 degree appraisal and employee commitment. Employee commitment is simply a relationship between employees and organization. The 360 degree performance appraisal as evident from existing literature is one of the appraisal system that has in the recent years gained significant popularity. The paper concludes that paper concludes that employees become committed to an organisation when leaders tend to exhibit behaviours that are geared towards developing them other than largely focusing on pay and promotion. Findings studies suggests that this traditional appraisal system tends to overlook a number of employee traits due to its standardised nature. The paper recommends that performance appraisal systems should be designed in such a way that they create perceptions of fair treatment relative to other employees as well as the employee”˜s own expectations. Victor Barinua | Ezeogu, Sylvia Onyekachukwu "360 Degree Appraisal and Employee Commitment" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50287.pdf Paper URL: https://www.ijtsrd.com/management/other/50287/360-degree-appraisal-and-employee-commitment/victor-barinua
Engaged in what? So what? A role-based perspective for the future of employ...The University of Alabama
This report reviews the history of employee engagement and then moves forward to consider ways in which engagement work can be improved in the future. The authors argue that focusing on role-based behaviors as the link between engagement and performance can help companies understand exactly how their engagement programs are performing and then how to improve them.
H-E-B Central Market Management Theory AnalysisAshley Fisher
Central Market was founded in 1994 in Austin, Texas as a higher-end grocery store bringing European market concepts to the US. It is privately owned and allows department managers significant autonomy to develop their own plans and strategies. This decentralized structure fosters creativity and innovation as managers take pride and ownership in the plans they create for their departments.
This document is a student's independent research paper on the influence of corporate social responsibility (CSR) on employee engagement. It begins with an abstract that summarizes the paper's objectives to discuss how CSR impacts employee engagement and organizational citizenship behavior, and how organizations can engage less engaged employees through CSR. The literature review then defines employee engagement and its components, examines theories on how CSR influences perceptions and engagement, and explores the relationship between CSR and engagement. The methodology outlines the research questions and qualitative approach using secondary data. Key findings are that CSR affects engagement through trust and identity, but some employees may differ in CSR perceptions; increasing CSR awareness and involvement can boost engagement.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANISATIONAL COMMITMENT AND ITS IMPA...IAEME Publication
The organizations in both public and private sectors have been putting their efforts toward creating performance culture, which is characterized by a search for strategies to improve the contribution of both individuals and organizations to enhance the performance. The Organizational Commitment is found to be one of the factors associated with enhancing Job Performance. Higher affective Commitment towards an organisation is considered an important determinant of dedication and loyalty. Affectively committed employees considered to be having a sense of belonging and identification exhibit their increased involvement in organisation’s activities and their desire to perform well in the organisation. The perception that organisation values their wellbeing evidently led employees’ to identify the organization’s wellbeing with their own. This study portrait the behavioral aspects of the employees of the firm, exhibiting their commitment to the organization.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
Levels Of Security Risks And Methods Of MitigationSusan Kennedy
This article examines the relationship between leaders' communication styles, leadership styles, knowledge sharing, and leadership outcomes. It administered surveys to leaders and team members to understand how communication styles like expressiveness and directness impact charismatic, human-oriented, and task-oriented leadership. The research found links between certain communication styles and leadership approaches as well as outcomes. However, it could have accounted for more demographic factors.
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
7011EHR_3155_35437387_52963_Journal_Reflection_-_FinallMomo Scott
The document contains a journal reflection from weeks 4, 5, 6 and 8 of a course. It discusses several topics related to human resource management systems and their impact on organizational performance. Key points include: different HR systems are associated with different organizational structures; high involvement work systems can positively impact performance but depend on factors like industry; and the role of HR is changing and becoming more strategic through partnerships with business units. Cultural factors and global talent management are also addressed.
The Efficacy of Executive Coaching inTimes of Organisational.docxtodd701
This study examined the impact of executive coaching on 31 executives during a period of organizational change at a global engineering firm. The executives participated in executive coaching sessions over 4 months. The study found that executive coaching was associated with:
1) Increased goal attainment, enhanced solution-focused thinking, and a greater ability to deal with change.
2) Increased leadership self-efficacy and resilience and a decrease in depression.
3) Positive impacts that generalized to non-work areas like family life.
The study provides empirical evidence that executive coaching can help executives develop skills needed to navigate organizational change.
This document examines the impact of training on employee retention through a study of 100 employees from public and private organizations.
The results of the study found a positive relationship between training and employee retention. Regression analysis showed that 27.98% of the variation in employee retention was due to training provided by organizations. Correlation analysis also found a positive correlation of 0.5289 between training and retention.
The study concludes that training can significantly impact an employee's decision to stay with an organization for a longer period of time. Providing training opportunities may help organizations improve employee retention rates.
This document contains sample questions and answers from a Human Resource Management assignment for an MBA program. It discusses the objectives of job evaluation including establishing salary differentials and identifying inequities. It also lists major problems in benefits management such as maintaining competitive advantage and dealing with labor unions. Finally, it outlines key aspects of career development in organizations like planning, skills acquisition, and opportunities for growth supported by the organization.
APA citations and references. No plagiarismTo prepare for the We.docxfestockton
APA citations and references. No plagiarism
To prepare for the Week 8 Shared Practice, reflect on your professional experience with leaders with whom you have interacted as a follower, colleague, or supervisor. Consider the strengths and weaknesses these professionals had with regard to leadership and management skills. How well did they perform their roles as managers and as leaders?
Then, identify from your professional experience a leader with whom you have interacted as a follower, colleague, or supervisor that matches only one of the following descriptions:
· He or she is a good leader lacking effective managing skills.
· He or she is a good manager lacking effective leadership skills.
· He or she is an effective leader and manager.
· He or she is a neither a good leader nor manager.
Once you have identified a leader from your professional experience that matches one of the descriptions listed above, do the following:
With these thoughts in mind:
By Day 3
Post:
· Without giving the actual name of the leader you have selected, identify his or her strengths and weaknesses as a leader and as a manager. Then distinguish his or her leadership skills from his or her management skills.
· Provide an analysis of the effect he or she had on the business environment where you worked at the time.
Select and share two lessons this experience has taught you about how you will balance leadership and management skills in your current position or when you have the opportunity in future positions.
Instructions
For this assignment, you will create a PowerPoint presentation prescribing a human resource and technology change map. Your goal is to assess human resource recruitment, onboarding, performance review, learning and development, and relationship management as they relate to deploying a new customer relationship management (CRM) software for either Walmart or Amazon. You will focus specifically on employees working in a global customer support call center with one domestic and two international locations. For each element of the human resource phase, noted above, you may consider employee qualifications, abilities, education, and evaluation.
Since this is a significant change for an organization, you should address how appropriate Human Resource management practices can address this disruptive change. Your recommendations should address how the recommended solutions will help your selected organization to use the new CRM to reach its strategic goals better as they relate to the corporate mission and vision.
Length: 8-12 slides; 100-150 words for notes
References: Include at least 5 scholarly resources.
Your presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
O R I G I N A L ...
Human Resources Policies and Practices.pptxankit singh
This document discusses factors that shape human resource management (HRM) philosophies and policies in organizations. It finds that:
- A facilitation philosophy is dominant, focusing on employee autonomy and responsibility, while some organizations also follow an accumulation philosophy focused on long-term employee development.
- Ability-enhancing and motivation-enhancing policies are most common, including policies for training, HR planning, recruitment and selection, and performance management.
- Both external factors like regulations and market pressures, as well as internal factors like organizational structure influence the adoption of HRM philosophies and policies, sometimes leading to similarities across organizations but also differences based on each organization's unique characteristics.
This document provides a literature review and proposes a performance appraisal model for
implementing in a Student Affairs division of a large institution of higher education. It discusses the
rationale for performance appraisals being important for business and human resource policy. The
model aims to collect employee performance information systematically and provide feedback to
integrate into the organization's performance management process. The review covers objectives of
performance appraisals like focusing on performance not personalities, reaching agreements on areas
for improvement, and identifying training needs. It also discusses pitfalls to avoid in conducting
appraisals and legal implications around ensuring appraisal systems are valid and fairly administered.
The working environment, now-a-days is becoming
increasingly competitive. To reach that competition, Employer
Branding is fast emerging as a long term human resource
strategy to attract and retain talented work force. The purpose
of this research paper is to make a conceptual Literature of
review. Our most definitive finding concerns the impact of
Employer Branding .Which can be firmly linked to Brand.
The Assignment (3–5 pages)Complete a leadership development plan .docxSANSKAR20
The document outlines a leadership development plan assignment with two sections. Section I requires an analysis of the student's current leadership strengths and weaknesses, as well as opportunities and threats to enhancing their leadership skills through examples. Section II requires using a public health leadership competency framework to design a 3-5 year plan to develop core transformational, political, organizational, and team-building competencies along with personality factors and crisis abilities, justifying the rationale for the selections.
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The assignment consist of a Case Study. I have attached the Case Study to be researched. Please answer all of the questions and be specific with all requirements for the Case Study such as the format, the amount of pages the paper is required to be written, the sources and references, etc... Please follow all directions that are highlighted in the attachment.
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The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
360 Degree Appraisal and Employee Commitmentijtsrd
The paper examined the relationship between 360 degree appraisal and employee commitment. Employee commitment is simply a relationship between employees and organization. The 360 degree performance appraisal as evident from existing literature is one of the appraisal system that has in the recent years gained significant popularity. The paper concludes that paper concludes that employees become committed to an organisation when leaders tend to exhibit behaviours that are geared towards developing them other than largely focusing on pay and promotion. Findings studies suggests that this traditional appraisal system tends to overlook a number of employee traits due to its standardised nature. The paper recommends that performance appraisal systems should be designed in such a way that they create perceptions of fair treatment relative to other employees as well as the employee”˜s own expectations. Victor Barinua | Ezeogu, Sylvia Onyekachukwu "360 Degree Appraisal and Employee Commitment" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50287.pdf Paper URL: https://www.ijtsrd.com/management/other/50287/360-degree-appraisal-and-employee-commitment/victor-barinua
Engaged in what? So what? A role-based perspective for the future of employ...The University of Alabama
This report reviews the history of employee engagement and then moves forward to consider ways in which engagement work can be improved in the future. The authors argue that focusing on role-based behaviors as the link between engagement and performance can help companies understand exactly how their engagement programs are performing and then how to improve them.
H-E-B Central Market Management Theory AnalysisAshley Fisher
Central Market was founded in 1994 in Austin, Texas as a higher-end grocery store bringing European market concepts to the US. It is privately owned and allows department managers significant autonomy to develop their own plans and strategies. This decentralized structure fosters creativity and innovation as managers take pride and ownership in the plans they create for their departments.
This document is a student's independent research paper on the influence of corporate social responsibility (CSR) on employee engagement. It begins with an abstract that summarizes the paper's objectives to discuss how CSR impacts employee engagement and organizational citizenship behavior, and how organizations can engage less engaged employees through CSR. The literature review then defines employee engagement and its components, examines theories on how CSR influences perceptions and engagement, and explores the relationship between CSR and engagement. The methodology outlines the research questions and qualitative approach using secondary data. Key findings are that CSR affects engagement through trust and identity, but some employees may differ in CSR perceptions; increasing CSR awareness and involvement can boost engagement.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANISATIONAL COMMITMENT AND ITS IMPA...IAEME Publication
The organizations in both public and private sectors have been putting their efforts toward creating performance culture, which is characterized by a search for strategies to improve the contribution of both individuals and organizations to enhance the performance. The Organizational Commitment is found to be one of the factors associated with enhancing Job Performance. Higher affective Commitment towards an organisation is considered an important determinant of dedication and loyalty. Affectively committed employees considered to be having a sense of belonging and identification exhibit their increased involvement in organisation’s activities and their desire to perform well in the organisation. The perception that organisation values their wellbeing evidently led employees’ to identify the organization’s wellbeing with their own. This study portrait the behavioral aspects of the employees of the firm, exhibiting their commitment to the organization.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
Levels Of Security Risks And Methods Of MitigationSusan Kennedy
This article examines the relationship between leaders' communication styles, leadership styles, knowledge sharing, and leadership outcomes. It administered surveys to leaders and team members to understand how communication styles like expressiveness and directness impact charismatic, human-oriented, and task-oriented leadership. The research found links between certain communication styles and leadership approaches as well as outcomes. However, it could have accounted for more demographic factors.
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
7011EHR_3155_35437387_52963_Journal_Reflection_-_FinallMomo Scott
The document contains a journal reflection from weeks 4, 5, 6 and 8 of a course. It discusses several topics related to human resource management systems and their impact on organizational performance. Key points include: different HR systems are associated with different organizational structures; high involvement work systems can positively impact performance but depend on factors like industry; and the role of HR is changing and becoming more strategic through partnerships with business units. Cultural factors and global talent management are also addressed.
The Efficacy of Executive Coaching inTimes of Organisational.docxtodd701
This study examined the impact of executive coaching on 31 executives during a period of organizational change at a global engineering firm. The executives participated in executive coaching sessions over 4 months. The study found that executive coaching was associated with:
1) Increased goal attainment, enhanced solution-focused thinking, and a greater ability to deal with change.
2) Increased leadership self-efficacy and resilience and a decrease in depression.
3) Positive impacts that generalized to non-work areas like family life.
The study provides empirical evidence that executive coaching can help executives develop skills needed to navigate organizational change.
This document examines the impact of training on employee retention through a study of 100 employees from public and private organizations.
The results of the study found a positive relationship between training and employee retention. Regression analysis showed that 27.98% of the variation in employee retention was due to training provided by organizations. Correlation analysis also found a positive correlation of 0.5289 between training and retention.
The study concludes that training can significantly impact an employee's decision to stay with an organization for a longer period of time. Providing training opportunities may help organizations improve employee retention rates.
This document contains sample questions and answers from a Human Resource Management assignment for an MBA program. It discusses the objectives of job evaluation including establishing salary differentials and identifying inequities. It also lists major problems in benefits management such as maintaining competitive advantage and dealing with labor unions. Finally, it outlines key aspects of career development in organizations like planning, skills acquisition, and opportunities for growth supported by the organization.
APA citations and references. No plagiarismTo prepare for the We.docxfestockton
APA citations and references. No plagiarism
To prepare for the Week 8 Shared Practice, reflect on your professional experience with leaders with whom you have interacted as a follower, colleague, or supervisor. Consider the strengths and weaknesses these professionals had with regard to leadership and management skills. How well did they perform their roles as managers and as leaders?
Then, identify from your professional experience a leader with whom you have interacted as a follower, colleague, or supervisor that matches only one of the following descriptions:
· He or she is a good leader lacking effective managing skills.
· He or she is a good manager lacking effective leadership skills.
· He or she is an effective leader and manager.
· He or she is a neither a good leader nor manager.
Once you have identified a leader from your professional experience that matches one of the descriptions listed above, do the following:
With these thoughts in mind:
By Day 3
Post:
· Without giving the actual name of the leader you have selected, identify his or her strengths and weaknesses as a leader and as a manager. Then distinguish his or her leadership skills from his or her management skills.
· Provide an analysis of the effect he or she had on the business environment where you worked at the time.
Select and share two lessons this experience has taught you about how you will balance leadership and management skills in your current position or when you have the opportunity in future positions.
Instructions
For this assignment, you will create a PowerPoint presentation prescribing a human resource and technology change map. Your goal is to assess human resource recruitment, onboarding, performance review, learning and development, and relationship management as they relate to deploying a new customer relationship management (CRM) software for either Walmart or Amazon. You will focus specifically on employees working in a global customer support call center with one domestic and two international locations. For each element of the human resource phase, noted above, you may consider employee qualifications, abilities, education, and evaluation.
Since this is a significant change for an organization, you should address how appropriate Human Resource management practices can address this disruptive change. Your recommendations should address how the recommended solutions will help your selected organization to use the new CRM to reach its strategic goals better as they relate to the corporate mission and vision.
Length: 8-12 slides; 100-150 words for notes
References: Include at least 5 scholarly resources.
Your presentation should demonstrate thoughtful consideration of the ideas and concepts presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards. Be sure to adhere to Northcentral University's Academic Integrity Policy.
O R I G I N A L ...
Human Resources Policies and Practices.pptxankit singh
This document discusses factors that shape human resource management (HRM) philosophies and policies in organizations. It finds that:
- A facilitation philosophy is dominant, focusing on employee autonomy and responsibility, while some organizations also follow an accumulation philosophy focused on long-term employee development.
- Ability-enhancing and motivation-enhancing policies are most common, including policies for training, HR planning, recruitment and selection, and performance management.
- Both external factors like regulations and market pressures, as well as internal factors like organizational structure influence the adoption of HRM philosophies and policies, sometimes leading to similarities across organizations but also differences based on each organization's unique characteristics.
This document provides a literature review and proposes a performance appraisal model for
implementing in a Student Affairs division of a large institution of higher education. It discusses the
rationale for performance appraisals being important for business and human resource policy. The
model aims to collect employee performance information systematically and provide feedback to
integrate into the organization's performance management process. The review covers objectives of
performance appraisals like focusing on performance not personalities, reaching agreements on areas
for improvement, and identifying training needs. It also discusses pitfalls to avoid in conducting
appraisals and legal implications around ensuring appraisal systems are valid and fairly administered.
The working environment, now-a-days is becoming
increasingly competitive. To reach that competition, Employer
Branding is fast emerging as a long term human resource
strategy to attract and retain talented work force. The purpose
of this research paper is to make a conceptual Literature of
review. Our most definitive finding concerns the impact of
Employer Branding .Which can be firmly linked to Brand.
Similar to Examining how preferences foremployer branding attributes.docx (20)
The Assignment (3–5 pages)Complete a leadership development plan .docxSANSKAR20
The document outlines a leadership development plan assignment with two sections. Section I requires an analysis of the student's current leadership strengths and weaknesses, as well as opportunities and threats to enhancing their leadership skills through examples. Section II requires using a public health leadership competency framework to design a 3-5 year plan to develop core transformational, political, organizational, and team-building competencies along with personality factors and crisis abilities, justifying the rationale for the selections.
The assignment consist of a Case Study. I have attached the Case St.docxSANSKAR20
The assignment consist of a Case Study. I have attached the Case Study to be researched. Please answer all of the questions and be specific with all requirements for the Case Study such as the format, the amount of pages the paper is required to be written, the sources and references, etc... Please follow all directions that are highlighted in the attachment.
.
The annotated bibliography will present an introduction and five ref.docxSANSKAR20
The annotated bibliography will present an introduction and five reference citations with annotations. The purpose of the annotated bibliography is to determine the appropriateness of the sources to the argument you are developing for the Course Project. The format of the proposal is an introductory paragraph followed by an alphabetized list of sources with two paragraphs of annotation after each source. Use APA documentation to document any sources referenced in your proposal. The thesis is on Texting while driving.
.
The artist Georges Seurat is one of the worlds most fascinating art.docxSANSKAR20
The artist Georges Seurat is one of the world's most fascinating artists. His technique of pointillism was pivotal in inspiring future generations of painters to think about painting in both individualistic and non-conformist ways. This week's reading references many artists from different movements (i.e. Pablo Picasso, Leonardo da Vinci).
Conduct research on an artist from any movement that you find interesting. Choose one of their works. Analyze the image using the four visual cues from your reading: color, form, depth, and movement. Explain how the artist makes use of these four cues.
In your deconstruction of the image, also explain how the physiology of the eye helps you to see the four cues.
This paper should be 2-3 pages long.
.
The Assignment (2–3 pages including a budget worksheet)Explain th.docxSANSKAR20
This document outlines an assignment to analyze funding issues for a public health project or service. It instructs students to write 1-1.5 pages explaining any long or short term funding issues, how urgent they are, and which stakeholders they affect. It also tells them to fill out a provided budget worksheet detailing the project's costs and funding opportunities. Finally, students must recommend potential funding sources based on their research and the budget, explaining how funding variations influenced their choices. They must complete and submit the assignment by Day 7.
The assigment is to Research and find me resources on Portland Sta.docxSANSKAR20
The assigment is to Research and find me resources on "Portland State University's Administration Issue of
Urban Environment (Theft/Crime).
It’s important that you clarify symptoms and causes of these problems, develop and present some alternative solutions, choose one, and support your decision
Please provide at least 5 different sources about this topic.
I will be giving a ten minute presentation and will need to use this information for it and will be graded on the
logic/quality/substance of our argument
.
the article.httpwww.nytimes.com20120930opinionsundaythe-m.docxSANSKAR20
the article.
http://www.nytimes.com/2012/09/30/opinion/sunday/the-myth-of-male-decline.html?smid=fb-share&_r=0
(Links to an external site.)
Briefly summarize the article. In your summary be sure to mention how the author illustrates the social construction of sexism. (5 points)
Describe the ways in which women’s educational, employment, and financial experiences are negatively affected by institutional sexism. (5 points)
The “Myth of the Male Mystique” Coontz talks about constrains men’s self-image as well as their educational and work experiences. Describe the ways in which this happens. (5 points)
.
The Arts and Royalty; Philosophers Debate Politics Please respond .docxSANSKAR20
"The Arts and Royalty; Philosophers Debate Politics" Please respond to
one (1)
of the following,
using sources under the Explore heading
as the basis of your response:
In this week’s readings, a dispute in the French royal court is described about whether Poussin or Rubens was the better painter. Take a painting by each, either from our book or a Website below, and compare them and explain which you prefer. There is another conflict between the playwright Moliere and a well-born Parisian; Louis XIV stepped in. Explain how Louis XIV used the various arts and his motives for doing so. Identify one (1) example of a modern political leader approaching the arts this way.
The philosophers Thomas Hobbes and John Locke disagreed on the understanding of political authority, with Locke taking what is commonly called the “liberal” view. Choose a side (be brave perhaps; take a side you actually disagree with). Using the writings of each given in our class text or at the Websites below, make your case for the side you chose and against the other side. Identify one (1) modern situation in the world where these issues are significant.
Explore:
The Arts and Royalty
Chapter 23 (pp. 730-741); Rubens; Poussin; Moliere; royalty using the arts
Rubens and Poussin at
http://www.visitmuseums.com/exhibition/from-baroque-to-classicism-rubens-poussin-and-17th-85
and
http://www.wga.hu/frames-e.html?/bio/p/poussin/biograph.html
Philosophers Debate Politics
Chapter 24 (pp. 768-9)
Hobbes: text at
http://oregonstate.edu/instruct/phl302/texts/hobbes/leviathan-contents.html
; summary at
http://plato.stanford.edu/entries/hobbes-moral/
; also
http://jim.com/hobbes.htm
Locke: text at
http://www.thenagain.info/Classes/Sources/Locke-2ndTreatise.html
; General background of the concept at
http://www.digitalhistory.uh.edu/teachers/lesson_plans/pdfs/unit1_12.pdf
.
The assassination of Archduke Franz Ferdinand was the immediate caus.docxSANSKAR20
The assassination of Archduke Franz Ferdinand was the immediate cause of World War I. But the events that led to the Great War go further back into the nineteenth century. As with the Boxer Rebellion of 1900, nationalism, imperialism, and militarism all played a part.
Analyze how the forces of nationalism, imperialism, and militarism irrevocably led to World War I. Pay particular attention to the rise of Pan-Slavism in Eastern Europe and the corresponding rise of nationalism in German-speaking states. Analyze how the alliance system contributed to the ultimate outbreak of war.
.
The article Fostering Second Language Development in Young Children.docxSANSKAR20
The article "Fostering Second Language Development in Young Children" makes the statement, "Children become bilingual in different ways." Explain at least two different ways that children become bilingual and why it is important for people who work with young children who are learning two languages to understand the term
language imbalance
.
Based on the information on vocabulary development in your course text and other readings, explain the differences in vocabulary development for children who are bilingual and considerations to keep in mind with regard to assessing vocabulary development.
Explain some of the ways that culture influences children's language development and why cultural differences should be respected by educators and others who work with young children and families.
.
The Article Critique is required to be a minimum of two pages to a m.docxSANSKAR20
The Article Critique is required to be a minimum of two pages to a maximum of four pages, double-spaced, APA style,
from the journals and articles available in our CSU Library Databases. The article should deal with any of the material
presented in the first three units of this course. The article itself must be more than one page in length. The article critique
should include the following components:
A brief introduction of the article
Analysis of the key points in the article
Application and comparison of some points in the article that might be applied to the company you work for, or
have worked for
Summary of the article's conclusions and your own opinions
the article is:
Policy fíriefing
Senate Bill Aims to Prevent Chemical
Contamination of Surface Water
IHE CHEMICAL
spill that
' recently occurred in West
Virginia and interrupted
water deliveries to approximately
300,000 of that
state's residents has led to the introduction
of federal legislation aimed at preventing
the recurrence of such events.
Although improved protection of surface
water enjoys broad support, questions
have arisen as to who should oversee
and fijnd the additional regulatory
efforts called for in the bill.
On January 9 it was discovered that
thousands of gallons of chemicals used in
coal processing had leaked from storage
facilities at a tank farm located along the
Elk River in Charleston, West Virginia.
The chemicals entered the waterway approximately
1.5 mi upstream of a public
water supply intake, forcing officials
to recommend that residents of a ninecounty
area in and around Charleston
not use their drinking water. Lasting for
more than a week, this situation caused
considerable concern about health effects
and spurred calls for regulatory
protections.
On January 27 Senator Joe Manchin
(D-West Virginia) introduced the
Chemical Safety and Drinking Water
Protection Act of 2014 (S. 1961), legislation
that aims to protect surface water
from contamination from chemical
storage facilities. The bill would revise
the Safe Drinking Water Act to establish
state programs for overseeing and
inspecting chemical storage facilities
that are deemed to pose a risk to public
water sources. Within one year of enactment
of the legislation, states would
have to set requirements for chemical
storage facilities covered by the new
programs. These requirements would
address such topics as "acceptable standards
of good design, construction, or
maintenance," along with leak detection,
spill and overfill control, inventory
control, inspections of facility integrity.
and life-cycle maintenance, according to
the legislation.
Additional requirements would pertain
to emergency response and communication
plans, employee training and
safety plans, and the financial responsibility
of the owners of chemical storage
facilities. States would share with drinking
water providers the emergency response
plans fo.
The Apple Computer Company is one of the most innovative technology .docxSANSKAR20
The Apple Computer Company is one of the most innovative technology companies to emerge in the last three decades. Apple, Inc. is responsible for bringing to market such products as the Macintosh computer and laptop, the iPod and iTunes, and most recently, the iPhone. The success of the company can be traced primarily to a single individual, the co-founder, Steven Jobs.
First, review the following case study:
Steve Jobs and Apple, Inc.
Then, respond to the following:
Determine and explain what type of leader Steve Jobs was.
Explain how his vision and values were reflected in his leadership style.
Summarize the initial challenges he faced when starting Apple. Specifically, address Jobs’ strategy and implementation.
Identify and explain the drivers for change in the personal computer industry.
Discuss how Steve Jobs used partnerships and collaboration.
Analyze Jobs’ approach to continuous process improvement.
Determine what skills, ideas, and approaches might be useful in your own work/life situation.
Utilize at least two scholarly sources.
Write a 3–5-page report in Word format. Apply APA standards to the citation of sources. Use the following file naming convention
Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship through accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.
.
The artist Georges Seurat is one of the worlds most fascinating art.docxSANSKAR20
The artist Georges Seurat is one of the world's most fascinating artists. His technique of pointillism was pivotal in inspiring future generations of painters to think about painting in both individualistic and non-conformist ways. This week�s reading references many artists from different movements (i.e. Pablo Picasso, Leonardo da Vinci).
Conduct research on an artist from any movement that you find interesting. Choose one of their works. Analyze the image using the four visual cues from your reading: color, form, depth, and movement. Explain how the artist makes use of these four cues.
In your deconstruction of the image, also explain how the physiology of the eye helps you to see the four cues.
This paper should be 2-3 pages long. Be sure to cite any resources using proper APA notation.
Part 2 not related to the above
.
The Article Attached A Bretton Woods for InnovationBy St.docxSANSKAR20
The Article Attached
A Bretton Woods for Innovation
By Stephen Ezell
double-space (3-4 pages); Times New Roman, 12 font
1. Title Page
2. Summary of the article; major findings and issues (2-3 pages)
3. Critique of the article; use references.
.
The analysis must includeExecutive summaryHistory and evolution.docxSANSKAR20
This document outlines the key elements to include in an analysis of a social media platform, including an executive summary, the history and evolution of the platform, its unique features, characteristics of its audience in terms of demographics and motivations, relevant marketing metrics to measure success, ideas for creating an engaging profile, examples of successful brands on the platform, and any other relevant information. The analysis should be 2 pages long with 1.5 line spacing.
The annotated bibliography for your course is now due. The annotated.docxSANSKAR20
The annotated bibliography for your course is now due. The annotated bibliography should be about a page and must contain at least three research sources.
Your annotated bibliography must be in APA format. For guidelines click the following link:
Annotated Bibliography
Example :
ANNOTATED BIBLIOGRAPHY 1
APA 6
th
Edition Guidelines: Annotated Bibliography
An annotated bibliography is the full citation of a source followed by notes and commentary
about a source. The word “annotate” means “critical or explanatory notes” and the word “bibliography” means “a list of sources”. Annotations are not the same as abstracts. Abstracts
are purely descriptive summaries often found at the beginning of scholarly/ academic journal articles. Annotations are meant to be critical in addition to being descriptive.
Format:
The format for an annotated bibliography is similar to that of a research paper. Use one-inch margins on all sides, double-space your entries, and arrange each entry in alphabetical order. Hanging Indents are required for citations in the bibliography, as shown below. The first line of the citation starts at the left margin and subsequent lines of the citation will be indented.
Example: Journal Article with DOI
Calkins, S., & Kelley, M. (2007, Fall). Evaluating internet and scholarly sources across the disciplines: Two case studies.
College Teaching
,
55
(4), 151-156. doi:10.1111/j.1747- 7379.2007.00759.x
This article discusses the problem of unintentional online plagiarism and many
students’ inability to evaluate, critique, synthesize, and credit online sources properly.
Two case studies from different disciplines, which were designed to foster critical evaluation of the Internet and scholarly sources, are discussed in detail. The CARS (Credibility, Accuracy, Reasonableness, Support) checklist for evaluating research sources is also introduced and applied in these case studies. I found this article useful because much of the content of these case studies can be easily adapted to fit assignments in different academic disciplines. One information literacy assignment in one quarter at college is not enough. If students are expected to use the Internet in a responsible way, educators must provide guidelines and relevant experience that allows students to apply those guidelines in practical ways.
Updated 02/2010
ANNOTATED BIBLIOGRAPHY 2
For annotated bibliographies, use standard APA format for the citations, then add a brief entry, including:
•
2 to 4 sentences to
summarize
the main idea(s) of the source.
o
What are the main arguments?
o
What is the point of this book/article?
o
What topics are covered?
•
1 or 2 sentences to
assess
and evaluate the source.
o
How does it compare with other sources in your bibliography?
o
Is this information reliable?
o
Is the source objective or biased?
•
1 or 2 sentences to
reflect
on the source.
o
Was this source helpful to you?
o
How can you use this source for your res.
The Americans With Disabilities Act (ADA) was designed to protect wo.docxSANSKAR20
The Americans With Disabilities Act (ADA) was designed to protect workers with disabilities against employer discrimination. As a group discuss the following:
In actual practice, how well does the Act achieve this goal? Explain. Support your answer with examples from recent court decisions.
Submit a summary of the your consensus.
.
The air they have of person who never knew how it felt to stand in .docxSANSKAR20
"The air they have of person who never knew how it felt to stand in the presence of superiors. ..their good temper and openhandedness the terrible significance of their eletion... he place himself where the future becomes present"
1. Some say whitman is the ultimate democrat, friend to all. Pleasant explain with examples
.
The agreement is for the tutor to write a Microsoft word doc of a .docxSANSKAR20
The agreement is for the tutor to write a
Microsoft word doc of a scene for 13-18 years old. Further instructions inside attachments below. Assignment due 9pm EST. 3hrs from post time.
The goal is to create characters and a voice that feel authentic to adolescence and would be appealing to adolescents to read.
For example, identity, coming-of-age, romantic relationships, work/school balance, and firsts (kiss, car, job, etc.) are a few of the relevant topics for this age group, although there are any number of topics you could use in your own version.
Instructions:
A “scene” would be about two pages of text, taking place in one location, where characters are present in that scene and interacting in some way. Some scenes may further character, most will probably further plot, some may further theme or emotion -- the crucial part is just to have dialogue and description and be sure to show rather than tell when appropriate.
.
The abstract is a 150-250 word summary of your Research Paper, and i.docxSANSKAR20
The abstract is a 150-250 word summary of your Research Paper, and it should be written only after you have finished writing the entire paper because how your abstract is worded largely depends on the development of your paper. Your abstract should be accurate, self-contained, concise and specific, non-evaluative, coherent, and readable.
.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
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Examining how preferences foremployer branding attributes.docx
1. Examining how preferences for
employer branding attributes
differ from entry to exit and how
they relate to commitment,
satisfaction, and retention
Jack K. Ito
Faculty of Business Administration, University of Regina,
Regina, Canada
Céleste M. Brotheridge
ESG-UQAM, Montreal, Canada, and
Kathie McFarland
Ministry of Parks, Government of Saskatchewan, Culture and
Sport,
Regina, Canada
Abstract
Purpose – The aim of this paper is to address three broad
questions: Are preferences for branding
attributes similar for entry and for retention? Are there
generational and career stage differences in
one’s entry and exit priorities? How is current satisfaction with
brand image attributes related to
overall commitment, satisfaction and retention?
Design/methodology/approach – This paper reports on the
results of a survey of 144 workers
2. employed at 37 day care centers in a medium sized Canadian
city.
Findings – Although the level of respondents’ priorities for
entry and exit differed, most priorities
remained in the same order. However, their perspectives were
more disaggregated for entry than
for exit, where branding attributes were more strongly
correlated. Consistent with the exploration
stage of career development, younger people planned to stay a
shorter length of time with a
particular center.
Research limitations/implications – This study includes only
child care workers in a
small geographic region. Future research should be undertaken
in larger scale firms that also
offer greater heterogeneity in professions as well as career
options. Also, a longitudinal
study that follows new entrants for several years, using both
instrumental and symbolic
measures, would provide information on what attracted
individuals and what influenced their
intention to leave.
Practical implications – Although there were few differences by
age or career stage, the variation
within each factor suggests that a brand image may need to be
relatively broad to accommodate
diversity. HR practitioners can use the practice symbolic pattern
to build and maintain a culture that is
attractive to present and prospective employees. The opposite
symbolic practice pattern may help
current employees understand reasons for new practices.
Originality/value – Organizations face significant challenges in
3. designing programs for
recruitment and retention. This study considers how employees’
to two questions – “why do
people enter the organization” and “why do people remain?” –
may differ.
Keywords Employee turnover, Human resource management,
Recruitment, Age groups
Paper type Research paper
The current issue and full text archive of this journal is
available at
www.emeraldinsight.com/1362-0436.htm
CDI
18,7
732
Received 28 May 2013
Revised 29 September 2013
Accepted 3 October 2013
Career Development International
Vol. 18 No. 7, 2013
pp. 732-752
q Emerald Group Publishing Limited
1362-0436
DOI 10.1108/CDI-05-2013-0067
Human resource management has adopted the marketing concept
of brand
4. management using such terminology as employer branding to
better recognize what
has long been understood: the attractiveness of an organization
is an important factor
in recruiting and retaining employees (Edwards, 2010). A
favorable image, for example
being granted a Best Employer award, helps to expand the
applicant pool and enhance
selectivity in meeting workforce requirements (Bowes, 2008;
Love and Singh, 2011).
The brand image literature classifies product/service attributes
into instrumental
(what the product does) and symbolic (what it implies, such as
status) categories. In
employment branding, the instrumental/organizational
component (hereafter referred
to as instrumental) includes human resource management
systems and policies (e.g. job
security) and the symbolic component includes corporate
values, such as honesty and
fairness (Lievens and Highhouse, 2003). In concert with factors
such as product or
service characteristics and environmental responsibility,
employer brand image helps
to distinguish the organization from others (Bakhaus and Tikoo,
2004). Although
institutional imitation may result in common HRM practices
such as providing
opportunities and a team-based culture, employer brand image
nonetheless supports
other corporate attributes in competing in the labor market.
Brand-centered HRM practices form part of a psychological
contract that represents
what an organization offers in return for employees’
commitment and performance
5. (Edwards, 2010). This contract is dynamic as employee
preferences may change from
recruitment through career and life stages, including retirement
(Fisher and Fraser,
2010). For example, as investments in organizationally specific
knowledge increase,
extra-organizational mobility may decline, thereby increasing
the importance of job
security (Baron and Kreps, 1999). The employee’s perception of
brand image may also
evolve from one based on conveyed image at the attraction stage
(e.g. advertising and
word-of-mouth) to one rooted in personal experience (e.g. is the
workplace really family
friendly) with an attendant shift from generalities (e.g. espoused
managerial
philosophies) to more tailored experiences (e.g. supervisor –
staff relations). This
evolution over time is consistent with Lievens’ (2007) finding
that the perceived
attractiveness of service in the Belgian army differed between
potential candidates and
employees.
Thus, employer brand management is concerned with several
key issues, such as
understanding employees’ preferences at entry and how these
priorities may change as
they build their careers. On the other hand, organizations also
need to understand
employees’ perceptions and attributions of the employer side of
the psychological
contract in order to identify and address weaknesses in
recruitment and retention
strategies. This includes any changes that the organization
undertakes in meeting its
6. strategic objectives that may alter the contract, such as
enhancing innovation or
reducing costs.
Research questions
Although brand-centered HRM practices have been widely
studied (e.g. Meyer et al.,
2002), several areas have received scant attention. Accordingly,
this exploratory study,
undertaken in a sample of child care workers and their
managers, addresses three
broad questions. First, are preferences for branding attributes
similar for entry and
retention? In other words, do experience and career stage affect
what is valued (thus
influencing whether recruitment and retention messages need
tailoring)? Second, are
Employer
branding
attributes
733
there generational and career stage differences in one’s entry
and exit priorities? This
question is important since a brand image that appeals to
existing employees may not
appeal to prospective (and younger) employees. Finally, how is
current satisfaction
with brand image attributes related to overall commitment,
satisfaction, and retention?
And, are regression coefficients consistent with stated priorities
at entry and exit?
7. Although instrumental and symbolic factors have been related to
dependent variables
individually, few studies have combined these variables in a
single model. If the
priorities recalled on entry differ from regression coefficients
on retrospective
satisfaction, this may indicate that priorities change with
experience over time.
Similarly, we can determine whether current priorities on exit
accurately reflect their
anticipated influence in exit decision-making. The answers to
these questions may help
HR managers design and communicate effective branding
programs to prospective
and present employees.
Literature review
Employer branding, instrumental and symbolic factors
Employer branding (Heilmann, 2010) as a means of attracting
new employees and
retaining existing employees is gaining popularity, particularly
in employment
contexts where the unique talents and contributions of
employees represent a
distinctive competitive advantage for organizations. Some
branding attributes are
instrumental, subject to managerial control, and readily
communicated (e.g. pay
structure (salary versus commission) and developmental
opportunities(. However,
other attributes are more intangible in nature, ascribing human
traits to organizations
(Lievens and Highhouse, 2003). These symbolic attributes are
often expressed in
organizational culture terms, such as membership in a family
(denoting warmth and
8. support) and a cooperative, team based approach versus an
individualistic, competitive
one (Catanzaro et al., 2010).
Instrumental and symbolic factors share a reciprocal
relationship. First, the
instrumental ! symbolic linkage can be functional for example,
appraisal and
compensation systems incorporating group interdependence
(such as group based
incentive programs) may encourage teamwork and a “we” type
of atmosphere. Second,
this relationship may be based on attributions, “causal
explanations that employees
make regarding management’s motivations for using particular
HR practices” (Nishii
et al., 2008, p. 507). Nishii et al. argue that practices attributed
to an employee
well-being philosophy (versus exploitation) are linked to
positive (versus negative)
affect. Thus, having collaborative processes for layoffs are
likely to be linked to
symbolic factors such as fairness and honesty. Individuals may
interpret the presence
or absence of policies as symbolic; for example, shared group
rewards may symbolize
being part of a family. Attributions are subject to group
interpretation of specific
policies and actions, cultural attributes and expectations, and
testimonials or
word-of-mouth (Collins and Stevens, 2002). Moreover, since
values can be
heterogeneous by career level, interpretations can vary within
an organization or
between organizations (Rashid et al., 2004).
9. Also, HRM practices (Aggarwal and Bhargava, 2009) and the
brand image are part
of an employer’s side of the psychological contract from
recruitment through later
stages of employment. The fulfillment of the anticipatory
psychological contract (APC)
(Anderson and Thomas, 1996; De Vos et al., 2009) is a strong
predictor of later job
CDI
18,7
734
satisfaction and commitment. The downsizing literature is
replete with examples of
changes in organizational systems and procedures that violate
psychological contracts.
Thus, seemingly arbitrary organizational actions may influence
feelings regarding the
organization’s values (such as people versus profit) and
reliability (such as being
honest versus dishonest in forming psychological contracts).
The symbolic ! practice relationship also has multiple bases.
The values
embodied in a culture may serve as criteria against which
alternatives are assessed
or as a means of developing common ground for decision-
making. Thus, downsizing
programs that are consistent with a well-accepted organizational
culture are less
likely to break psychological contracts, and work units that
have established a
10. strong team-based organization are more likely accept a team-
based reward system
than an individualistic one. Alternatively, practices such as
changes in incentive
plans may be introduced to encourage changes in behavior such
as increased
innovation or growth.
Employer branding and recruitment/retention
Researchers have associated HRM variables with satisfaction,
commitment and
retention as a means of examining how people choose
employers (Martin et al., 2006).
The factors for recruitment effectiveness cited by Williamson et
al. (2002) and Lievens
and Highhouse (2003) are similar to those used in studies of job
satisfaction,
commitment, and turnover (Meyer et al., 2002). The present
study considers six factors
that are common to recruiting/retention studies and studies of
brand image (Lievens
and Highhouse, 2003; Williamson et al., 2002).
The first instrumental factor, pay, includes one’s absolute pay
level and pay level
relative to others employed by organizations in the same or
other industries. The
second factor is flexibility in one’s work schedule and its fit
with one’s lifestyle
(including leisure). This issue has emerged in importance, not
only for younger
generations in which lifestyle is a major value, but also
Boomers, for whom flexibility
is important for meeting family obligations, including eldercare
(Crumpacker and
Crumpacker, 2007). The third factor includes job security,
11. policies for keeping, or
laying off employees, and the nature of the retirement package.
Security, which is
considered to be especially important for the Boomer
generation, remains important for
many individuals. The fourth factor, development, refers to
opportunities to learn and
use knowledge, skills and abilities and to work in occupations
for which the individual
has training. This factor relates to employability, as well as the
competence motive in
exercising knowledge and skills. The fifth factor is the prospect
for promotion. The
final factor, a multifaceted symbolic factor entitled values,
represents an employer’s
orientation toward employees (with an emphasis placed on
achievement, honesty, and
fairness of decisions, and the opportunity to be part of a team
and included in making
changes).
HRM practices facilitate the attainment of goals, which leads to
rewards such as
higher social status, which, in turn, is related to satisfaction,
commitment and lower
turnover. Expectations about resources to meet goals play an
important role in
recruiting. For example, De Vos et al. (2009) found that career-
related antecedents
(e.g. expecting to have only a few employers over one’s career)
influenced expectations
about employer obligations such as providing interesting work.
This goal oriented
approach is consistent with the notion of employability in which
individuals seek
12. Employer
branding
attributes
735
development opportunities in current and future employment
with other organizations.
Also, employer branding helps prospective and current
employees assess the fit
between instrumental and symbolic attributes and their own
values (Edwards, 2010).
For example, Catanzano et al. (2010) found that women were
more likely than men to
pursue positions in organizations that were more supportive.
Similarly, Trank et al.
(2002) found that high achievers preferred more challenging
jobs and rapid promotion
than did low achievers. Moreover, high social achievers
indicated a strong initial
commitment to an organization, as well as a tendency to leave if
their expectations
were not met.
Consistent with the instrumental – symbolic model, Nishii et al.
(2008) tested a model
in which HRM practices influenced employee attributions,
which, in turn, predicted
levels of commitment and satisfaction. Although the mediating
effect was supported in
their study, other studies that related HRM practices directly to
variables such as
commitment, satisfaction, and turnover have also shown
significant relationships
13. (Frincke et al., 2007). This suggests that models that
incorporate both direct and
indirect effects are likely to be more instructive than more
limited models.
Differences in priorities
From entry to exit: Individuals’ valuation of attributes may
change with continued
employment and as attributes, such as the need for training,
emerge. In their study of
the nursing system in rural Australia, Fisher and Fraser (2010)
found that
organizational challenges shifted as employees moved through
the system and were
faced with changing options. Attracting and maintaining
employees in rural areas
included encouraging rural young people to consider nursing as
a career choice
(previews), consider attachment to place (selection into
schools), take up rural practice
(acceptance of job offer, infrastructure of support and
integration into communities),
and remain in their jobs (developmental opportunities). While
addressing the
Australian context, the approach may apply to a number of
professions as careers
develop.
By age: Generational differences have influenced recruitment
and retention over
time. Common generational ranges are as follows: Baby
Boomers (1946 – 1964),
Generation X (1965 – 1979) and Generation Y (1980 – 1999).
Younger generations (X
and Y) are said to seek flexibility in work hours and a work-life
pattern that addresses
14. their concerns for a life beyond work (versus the “work takes
precedence” attitude of
Boomers; Dodd et al., 2009). They are also said to be less
concerned about job security
as are the Boomers, preferring instead a boundaryless career
focused on employability.
However, empirical evidence in this regard is mixed. For
example, King (2003) found
that security in a traditional career may be attractive even for
those with mobility
aspirations. Also, Hewlett et al. (2009) found that 45 percent of
Generation Y employees
expected to work with their current employer for the remainder
of their work lives. It
may be that, as employees age, their family and other
obligations and knowledge
investments may increase how much they value job security.
Also, certain trends may
be reducing the differences between generations. For example,
as members of the
sandwich generation, Boomers may seek flexibility in order to
meet family obligations
(Crumpacker and Crumpacker, 2007). Finally, as organizations
and individuals
increasingly look toward employability as security, expectations
for training and
development, including enriching experiences, are likely to
grow for all employees.
CDI
18,7
736
15. Between managers and staff: Career expectations and job
experiences may play a
role in entry and exit decisions. Relevant factors may include
the importance placed on
professional practice versus promotion to managerial positions,
careers within a single
functional area versus many areas, the desire for single versus
multiple employers, and
the need to balance work and non-work activities. However,
differences in priorities
could be confounded with age, since age is related to career
status, with a lower
percentage of Generation Y members being managers than
Generation X or Boomers.
The manager-employee dichotomy considered in this study is
simply a starting point
for assessing the question of how careers influence priorities for
brand image
characteristics. One’s career stage may also influence how
employees decide to join or
leave an organization.
In summary, organizations face significant challenges in
designing programs for
recruitment and retention. On the one hand, their brand image
can be based on policies
and practices that have broad appeal to existing employees. This
responds to the
question, “Why do people remain?” However, the question,
“Why do people enter the
organization?” may have different answers or, in this study,
different priorities. This
may be influenced by career stage or generational differences.
Method
Sample
16. As a result of interviews and a focus group session with seven
child care center
directors, an employee questionnaire was developed and
distributed to 291 employees
in 37 child care centers in a medium sized Canadian city in
2003. Although 198
employees responded to the questionnaire (for a response rate of
68 percent), to control
for the nature of the work, only the responses of those who
reported that they were
management (Director, Assistant Directors, or Supervisors) or
Early Childhood
Educators were included in the analyses. This reduced the size
of the sample to 166.
Using the birth ranges indicated previously, in 2003, those 19 to
24 years old were
classified as Generation Y, those 25 to 39 years old as
Generation X and those 40 to 55
years old as Boomers. Since the average retirement age for
Canadians was reported to
be 62, and the “expected stay” measure had an upper limit of
five years or more, those
included in the Boomer category had a maximum age of 55, thus
eliminating four
respondents. As well, the responses of 12 individuals who
expected to be promoted
within the organization were removed, given that this study was
concerned with
people leaving the organization. As a result, the final sample
included 144 respondents.
Measures
Figure 1 presents the items used to measure recruitment and
retention. The three items
used to measure satisfaction with pay were found in Williamson
et al. (2002), Cable and
17. Judge (1994) and Aiman-Smith et al. (2001). Flexibility was
measured by three items
(Feldman and Arnold, 1978; cited in Williamson et al., 2002)
and Williamson et al.
(2002). Security was composed of three items: job security (
Jurgenson, 1978; Bundy and
Norris, 1992); layoff policies (Aiman-Smith et al., 2001); and
the retirement package
(Williamson et al., 2002). Developmental opportunities
concerned developing and using
knowledge and skills in chosen occupations and professions
(Feldman and Arnold,
1978; Rowe, 1976; cited in Williamson et al., 2002). The two
items measuring promotion
were from Jurgenson (1978) and Bundy and Norris (1992) in
Williamson et al. (2002)
Employer
branding
attributes
737
and Aiman-Smith et al. (2001). Williamson et al. (2002) was the
primary reference for
the five people factors (example: emphasis placed on
achievement). Their literature
review on person-job fit suggested three of these items, and two
items were from Judge
and Bretz (1992; cited in Williamson et al., 2002). The
Cronbach alpha reliability scores
for all these variables (six variables, three time periods) were
above 0.70, except for
security (current; a ¼ 0.63); the range for the others was 0.74 to
18. 0.95, with mean of 0.84.
For all scales, the few missing data were replaced by the mean
score for the item (item
by item replacement) for all multiple item variables.
Affective commitment was measured by four items (Meyer and
Allen, 1997;
a ¼ 0.85). Retrospective satisfaction was measured by three
items (e.g. If you could
look back . . . how likely is it you would . . . Apply for this
job?) from Williamson et al.
(2002; a ¼ 0.95). One’s intention to search for another job was
measured by three items
(Fried et al., 1996; Hackman and Oldham, 1980; a ¼ 0.79).
Employees’ expectation that
they will stay in their current job was measured by a single
item: “How long do you
believe you will stay with your present position?” Response
choices were: “less than
Figure 1.
Items used to measure
recruitment and retention
factors
CDI
18,7
738
two months, less than six months, less than one year, less than
two years, less than five
years, and more than five years.” This scale was used after
consulting the work by
19. Cohen (1993) and Cotton and Tuttle (1986).
Results and discussion
Method
Confirmatory factor analyses were used to assess the items-
variable fit (AMOS 4;
Arbuckle and Wothke, 1999). The items were the indicators of
the latent variables, the
latent variables were associated with each another, and error
terms among items were
left uncorrelated. A total of four separate analyses were
conducted: entry, exit, current
state on brand image factors and the current state with affective
commitment,
retrospective satisfaction, and the intention to search. Results
showed that the data had a
good fit with the models, and common methods variance, while
statistically significant,
played a minor role. (A description of the results can be
obtained from the authors.)
Differences in priorities
From entry to exit: Shifts in priorities over time were explored
in several ways. First,
we grouped the attributes in order of importance, using the
criterion of significant
differences between groups and non-significant differences
within groups (Table I).
Since no predictions for priority or direction of change were
made, the two-tailed level
of significance was used. For entry, the six factors reduced to
four groups in order of
priority:
(1) development;
20. (2) values;
(3) flexibility and security; and
(4) promotions and pay.
However, for exit, there were only two groups:
(1) development and values; and
(2) pay, flexibility, and promotion.
Entry Exit
Absolute
difference Correlation
Mean SD Mean SD Difference exit-entry Mean SD Entry-exit
Pay 3.29 1.01 3.64 1.04 0.35 * * * 0.96 0.91 0.23 * * *
Flexibility 3.64 0.98 3.69 1.23 0.05 0.81 0.91 0.43 * * *
Security 3.54 1.01 3.78 1.10 0.24 * 0.84 0.95 0.31 * * *
Development 4.28 0.75 3.92 1.15 20.36 * * * 0.72 0.99 0.30 * *
*
Promotion 3.20 1.11 3.48 1.20 0.28 * * 0.83 0.97 0.42 * * *
Values 4.12 0.85 3.91 1.05 20.21 * 0.73 0.96 0.23 * *
Notes: *p , 0.05; * *p , 0.01; * * *p , 0.001. Priorities in order
of importance: Entry: (1)
Development; (2) Values; (3) Flexibility, Security; (4)
Promotion, Pay. Exit: (1) Development, Values;
(1-2) Security; (2) Flexibility, Pay, Promotion. Significant
21. difference ( p , 0.05 or better) between
groups; no significant differences within groups. For exit,
security is not significantly different from
any member in either group
Table I.
Decision priorities for
entry and for exit
Employer
branding
attributes
739
For exit, security was not significantly different from any of the
other factors.
Moreover, the range of mean scores narrowed from 3.20 to 4.28
(for entry) to 3.48 to
3.92 (for exit). Similarities between entry and exit included the
importance of
development and values and the lesser weight placed on pay and
promotion. However,
the smaller number of groups and narrower range suggest that
entry criteria were
more clearly delineated than exit ones.
Second, we considered the difference in importance of each
variable between entry
and exit. The priorities for pay, promotion, and security
increased between entry and
exit ( p , 0.001, p , 0.01, and p , 0.05, respectively); the
importance of
22. developmental opportunities and values declined ( p , 0.001; p ,
0.05,
respectively); and the priority for flexibility remained the same.
The difference may
be partly due to the “regression to the mean” as indicated by
negative correlations (all
at p , 0.01 or better) between the entry score and the difference
score (exit – entry).
The absolute change scores seem relatively high, with the
average change being over
20 percent of the initial score.
Third, the correlations between entry and exit were significant,
but relatively low
(Table II), and correlations among the factors at entry were
significant (averaging
0.38 over the 15 pairs) but lower than those at exit (r ¼ 0.59).
The correlation
between difference scores (exit – entry) were all significant at p
,0.01 or better:
declines (increases) in one attribute also showed declines
(increases) in the other
attributes. (Detailed analyses are available from the authors.)
These results suggest
that the factors tended to reinforce each other, moving toward
Gestalts or brand
images that are holistic in nature rather than discrete. The
pattern appears to
support the four entry and two exit groupings. The general
theme is that the
relative weights are similar, but less distinct (four groups for
entry versus two
groups for exit), and most stated preferences at entry differed
from those at exit
(some increasing, others decreasing). Moreover, the correlations
suggest that the
23. employer brand image is less coherent at entry than at exit,
perhaps resulting from
experience within the organization.
Age: ANOVA with post hoc comparisons was used to examine
the differences in
priorities by age group. There was one marginal difference for
entry ( p , 0.07, NS):
promotion was higher in priority for Generation Y than for
Boomers ( p , 0.06). But
there were no significant differences for the exit factors or for
the difference scores (exit
– entry). Thus, the criteria used by older employees for entry
and exit are generally the
same as those used by younger employees. However, the
absolute difference (exit –
entry) was significant for three factors (flexibility at p , 0.05;
security and values at
p , 0.01). Generation Y reported less change than Generation X
or the Boomers for
flexibility ( p ,0.05) and security ( p ,0.01); and less change
than the Boomers for
values ( p ,0.05). Thus, while changes in priorities did not differ
by age, the absolute
change or magnitude of the change increased with age, which
may simply reflect
seniority and career stage rather than a generational issue.
Finally, there were no
significant differences by age for any of the current perceptions
of the factors, affective
commitment, retroactive satisfaction, or the intention to search
for another job.
However, how much longer respondents expected to remain with
the organization
varied by age ( p , 0.001). Generation Y respondents expected
to stay a shorter time
24. than Generation X ( p , 0.06; NS) and Boomers ( p , 0.001); and
Generation X
expected a shorter stay than Boomers ( p , 0.10; NS).
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y
m
b
o
li
c
fa
ct
o
r
R
et
ro
sp
ec
ti
55. n
o
t
st
a
n
d
a
rd
iz
ed
Table II.
Regression results
Employer
branding
attributes
741
Between managers and staff: The managers rated values (at
entry) as being somewhat
less important ( p , 0.10, NS) than did employees. For exit, they
rated development as
being less important ( p ,0.05) and values as being somewhat
less important
( p , 0.10, NS) than did employees. Managers reported a
marginally higher score for
security at exit than at entry ( p , 0.10, NS) than did employees.
The absolute
56. differences were significant for security (higher for managers at
p , 0.01) and for
values ( p , 0.05). With respect to satisfaction with the current
state, managers scored
marginally higher regarding pay ( p , 0.06, NS), affective
commitment ( p , 0.01) and
the expected length of time that they will stay with the
organization ( p , 0.05).
Managers’ experience with hierarchical success likely underpins
their feelings of
commitment, remaining with the organization for longer periods
of time, satisfaction
with current levels of pay and the higher value that they placed
on security (arising
from investments in the organization).
Relationships between instrumental and symbolic factors
Table III shows the means, standard deviations, reliabilities
(coefficient a) for the
current state of the variables. Regression results are presented
in Tables II and IV. The
two-tailed levels of significance were used for these
correlations and regressions, given
that direction was not predicted. These factors were expected to
influence each other,
but given the study’s cross-sectional design, we were unable to
assess reciprocal
relationships or directionality. However, as stated earlier,
theory suggests that
instrumental variables may influence value formation and/or act
as a vehicle for
understanding values, hence they are important levers for
managing the symbolic
attributes important to individuals. As shown in Table III the
instrumental variables
are correlated at p , 0.01 or better with the symbolic factor
57. (values), and a regression
showed that the variance explained in values was 43.1 percent (
p , 0.001). The
regression coefficients (including demographics) were as
follows: Age (0.10),
Management (0.00), Pay (20.06), Flexibility (0.19 *), Security
(0.37 * * *), Development
(0.18 * * *), and Promotion (0.06).
Relationships of factors with commitment, satisfaction, search,
and stay
To assess the relative importance of instrumental and symbolic
factors in predicting
the affective and retention variables, we followed the Lievens
and Highhouse (2003)
two-stage procedure. The first stage used stepwise regression to
estimate the variance
explained by demographic variables, (instrumental variables,
and symbolic factors in
commitment, satisfaction, intention to search, and how long one
expected to stay with
one’s employer. At the second stage, the order of entry for the
instrumental and
symbolic variables was reversed. These processes clarified the
relative importance of
these variables and any potential causal sequences.
Affective commitment: A fundamental proposition is that brand
image is associated
with commitment, which in turn reduces voluntary turnover. As
shown in Table II,
demographics explained 6.3 percent of the variance in
commitment. Instrumental
variables contributed 19.5 percent when entered first, and
symbolic variables added 8.6
percent. When the order was reversed, symbolic variables
58. contributed 23.7 percent and
instrumental variables contributed 3.7 percent (NS). In the
overall equation, the
manager-employee categorization was significant, as were
security and values. These
results are consistent with a model in which instrumental
variables are associated with
CDI
18,7
742
M
S
D
1
2
3
4
5
6
7
8
9
1
0
109. 18,7
744
commitment, primarily through their association with symbolic
variables, with
security making an independent contribution. That is,
respondents may be
interpreting instrumental policies as reflecting values that are
the basis for their
sense of belonging to the organization.
Retroactive satisfaction: The regression weights on
retrospective satisfaction
indicated what would be important to experienced employees if
they had the option of
entering the organization again: a succinct and concrete way
that people communicate
how they feel about their employer. Table II shows that
demographics were not
associated with retrospective satisfaction (e.g. I would apply
again for this job).
Instrumental variables explained 24.8 percent of the variance in
retroactive satisfaction
when entered first, with symbolic variables contributing 6.0
percent. When the order
was reversed, symbolic variables contributed 25.8 percent, and
instrumental variables
contributed 5.1 percent (NS). The overall equation showed only
two significant
contributors: security and values. These results are similar to
those obtained for
affective commitment.
110. The regression weights enables comparisons between what
currently makes people
satisfied (similar to the policy capturing approach; Williamson
et al., 2002) and what
they say was important when they entered the organization. The
strong relationship
between values and retroactive satisfaction is consistent with
the weight placed on this
factor at entry. However, as an entry criterion, security was in
the third group, but its
correlation with satisfaction (0.44) is close to that of values
(0.55), and it has a
significant effect independent of values. One explanation for
this is that security may
be less important for accepting employment, but, once
employed, its value increases, a
pattern that is supported by its relative importance for exit.
Interestingly, development,
which is listed as most important for entry, has a significant,
but comparatively low
(0.28) correlation with retrospective satisfaction (Table III).
Moreover, in a
supplementary analysis using solely the instrumental variables,
development’s
regression coefficient only neared significance and diminished
to NS when the values
variable was added to the equation.
Intention to search: The regressions weights for intention to
search differed from
those of commitment or satisfaction. Instrumental variables
contributed 39.4 percent
when entered first, while symbolic variables added only 0.002
percent (NS). When the
order of entry was reversed, symbolic variables contributed 19.2
percent, and
111. instrumental variables contributed 20.3 percent. The overall
equation showed security,
promotions, and flexibility as significant contributors.
The comparison of these results with the exit priorities is
analogous to policy
capturing. The importance of security in stimulating search is
consistent with its
relatively high priority for exit (between the first and second
groups), but promotions,
ranked in the second of two groups is also a significant
predictor. Interestingly, while
development had the highest priority, it did not have a
significant effect in the full
equation or in the equation with only instrumental variables as
predictors. Whereas
values played a significant role in the overall equation for
affective commitment and
retroactive satisfaction, its influence here appears to have been
subsumed by the
effects of security and promotions. This implies a model in
which instrumental
variables “cause” both a symbolic factor (values) and intentions
to search or a model in
which instrumental variables mediate the relationship between
symbolic variables and
search. In either case, instrumental variables play an important
role, one which has
Employer
branding
attributes
745
112. been underestimated due to the limited research that
incorporates instrumental and
values in understanding turnover.
Since both affective commitment and retroactive satisfaction
can be theoretically
related to one’s intention to search ( Joo and Park, 2010), and
low commitment has long
been associated with voluntary turnover (Meyer et al., 2002),
we entered them first in a
stepwise regression to assess the residual impact of the
instrumental and symbolic
variables (Table IV). These two variables added 31.8 percent to
the intention to search,
but at the second stage, the instrumental and symbolic variables
added 15.4 percent. In
the overall equation, commitment and satisfaction were
significant, as were flexibility,
security, and promotion. The complete set of variables
explained 47.7 percent of the
variance in the intention to search. These findings suggest the
importance of the
instrumental variables, since they appear to affect the intention
to search directly as
well as through commitment and satisfaction.
Expected length of stay: This variable had a different pattern of
results from those
obtained for one’s intention to search (Table II). Demographics
contributed 10.3 percent
to the expected length of stay, and instrumental variables added
12.5 percent when
entered first with values adding 0.00 percent. When the order
was reversed, values
contributed 3.4 percent, and instrumental variables contributed
113. 9.6 percent. In the
overall equation, age had the greatest weight, with security
being significant and
promotion nearing significance. The importance of security and
promotions to
expected length of stay is consistent with their influence on the
intention to search.
Interestingly, age played no role in the intention to search yet
played a significant role
in the expected length of stay.
As with the intention to search, we used stepwise regression to
assess the
contributions of commitment and satisfaction and the
incremental contribution of the
instrumental and symbolic variable (Table IV). Demographic
variables contributed
10.3 percent, affective commitment and retroactive satisfaction
8.3 percent, and
instrumental and symbolic variables added 7.3 percent to the
explanation of expected
length of stay. In the overall regression, however, age was the
only significant
contributor, with promotions and security nearing significance.
In sum, age was the
sole identifiable predictor, since the effects of all the other
variables were dispersed.
Mutual influence of intention to search and length of stay: Both
of these cognitive
intentions (Tett and Meyer, 1993) are related in that, the more
likely employees search
for reasons to leave, the less likely they will remain in an
organization. Therefore, we
incorporated both in our exploring the relationships between
instrumental and
114. symbolic factors, affective measures and turnover intentions.
First, we regressed (in
order) expected stay, demographics, commitment, retroactive
satisfaction and
instrumental and symbolic variables on the intention to search
(Table IV). These
variables explained 60.9 percent of the variance: expected stay
explained 34.9 percent
when entered first (and 13.1 percent when added last). Thus,
expected stay contributed
13 percent of unique variance to intention to search, satisfaction
and commitment and
the image variables 26 percent. Although expected length of
stay had the strongest
influence, commitment, retrospective satisfaction, security and
flexibility (NS) also
explained variance in intention to search.
Second, we regressed (in order) intention to search,
demographics, commitment,
retroactive satisfaction, and instrumental and symbolic variables
on the expected
length of stay (Table IV). These variables explained 44.5
percent of the variance in the
CDI
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746
expected length of stay, with intention to search explaining 34.9
percent (as above), and
18.6 percent when entered last. Thus, intention to search adds
18.6 percent of unique
115. variance, with 9.6 percent contributed by the other variables,
with 16.3 percent being
shared. In the regression equation, only the intention to search
and age made
significant contributions. This suggests that satisfaction,
commitment and the image
variables have an effect, but, only through the intention to
search and respondents’ age
seemed to independently influence the time that they plan to
remain. This is consistent
with the perspective that younger employees tend to explore
opportunities to a greater
extent than do older employees. Moreover, this effect appears
independent of
commitment or satisfaction, since age is unrelated to these
variables.
Finally, to further explore the way in which age affects one’s
expected length of
stay, we noted that the latter’s correlation with the raw,
uncategorized score (0.34) was
close to the relationship with categorized age (0.31). That is,
categorizing age into
groupings did not materially affect the explanation in expected
length of stay. To
explore this possibility, we dichotomized age (#30 and ? 30) to
use in regression
analyses. First, the dichotomized variable explained 10.9
percent of the variation in
expected length of stay (compared with the 11.1 percent for raw
age). Second, we
performed separate regressions of raw age on expected stay for
each group. Raw age
explained 2.8 percent (NS) of the variance in expected length of
stay in the younger
group and 2.4 percent (NS) in the older group. This supports the
116. step function concept,
at least in the child care industry, where there may be age
groupings that affect the
estimated length of stay with the organization.
Conclusions and managerial implications
The foregoing analyses suggest the model presented in Figure 2,
which links the study
variables. For the sake of simplicity, we have not referenced the
specific instrumental
variables. The interrelationships among the instrumental
variables are significant,
and, in some cases, very strong. We have not made any causal
inferences among these
variables. The proposed causal linkages, which are subject to
longitudinal testing,
form the basis for interventions that encourage and support the
recruitment and
retention of employees.
Differences in priorities from entry to exit
Regarding the first research question, which considered whether
preferences for
branding attributes were similar for entry and for retention, we
found that there were
similarities in the groupings for entry and exit (e.g. the
importance of development
opportunities) and some differences (security’s importance
increased from entry to
Figure 2.
Proposed model
Employer
branding
attributes
117. 747
exit). The scores themselves changed from entry to exit, some
rising (such as security)
with others declining (such as values); moreover, the absolute
differences appeared
relatively large (slightly above 20 percent of the entry scores
for all but values). These
results suggest that the relative importance of the factors
remained similar, but
because some rose in importance while others declined, the
difference narrowed.
Moreover, we found four groups of variables at entry but only
two groups at exit; the
correlations among the factors were much higher at exit than at
entry; and the
correlation among differences (exit – entry) were high.
This implies that, at entry, people may have a more
disaggregated perspective of an
organization’s image, that is, a perspective that is less cohesive
regarding how factors
are related to one another than after they have experience and
are considering the
factors for potential exit. This suggests that, in recruiting,
organizations may highlight
a few of the most important factors; whereas in retention, the
Gestalt of factors and the
rationale that connects them may be most important. For
example, security can be
linked to internal promotion, training and development and
flexibility. In short,
experience may be important in designing messages, since
118. individuals may build
rationales over time, with or without interpretations by
managers. The variation in
each factor suggested that a brand image may need to be
relatively broad to
accommodate diversity. This may include a cafeteria approach
to benefits or a niche
strategy that appeals to enough people to meet staffing
requirements.
Differences in priorities given age and career stage
In response to the second research question regarding the
possibility of generational
and career stage differences in one’s entry and exit priorities,
we found few such
differences by age or career stage. Analyses revealed that the
criteria used by older
employees for entry and exit were not significantly different
from those used by
younger employees. Regarding career stage, managers rated
development as being less
important as a factor influencing their potential exit than did
employees. Moreover, age
(by generation) played a very minor role in respondents’ exit,
entry, and current state
(including affective commitment, retrospective satisfaction and
intention to leave).
Younger people planned to stay a shorter length of time with the
organization,
consistent with the exploration stage in career development.
However, the importance
of security for satisfaction, commitment and decreasing
turnover intentions implied
that organizations can use this practice (in conjunction with
others) in retaining young
people, recognizing that many more may leave if they do not.
119. Relationship between branding attributes and attitudinal
variables
Finally, the third research question asked how current
satisfaction with brand
image attributes related to overall commitment, satisfaction and
retention. We found
that values and security were the most important predictors of
retrospective
satisfaction as well as affective commitment. That values should
have a strong
relationship with commitment is consistent with many other
studies, but, the
independent impact of security seems important for HRM
decision-makers. Values
are an important priority, yet are difficult to communicate,
except, perhaps through
HRM practices that signal these values. The comparison
between stated priorities
on exit and the regressions show that values and development,
both high in
priority, are not significant in directly predicting the intention
to search in the near
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748
future or in terms of the length of future employment. The
factors predicting
satisfaction/commitment and retention are not the same (except
for security), though
commitment and satisfaction predict intention to search. Only
120. age directly predicted
the length of future employment.
Also, although a stated priority, training and development was
not an important
factor in the regressions. It is possible that its role was partly
subsumed by its
relationship to values. The high level of satisfaction with
development may have
influenced its role in a curvilinear fashion (after a certain point,
it has limited
impact). Moreover, training and development within an industry
such as child care
may be perceived as being similar across many organizations,
and, therefore its
presence is taken for granted, and its absence is the basis for
decisions on entry and
exit.
Relationship between instrumental and symbolic attributes
Finally, this study revealed that the instrumental components of
brand image
(security, flexibility, promotion, and development) were
strongly related to its
symbolic aspects (values). The factors may be reciprocally
related since values may
be attributed to HRM systems and serve as the basis for
developing and supporting
policies and procedures. In terms of practice, the instrumental !
symbolic pattern
is may be useful in building and maintaining a culture that is
supportive and
attractive to present and prospective employees. The
instrumental factors may be
demonstrated to employees through written policies and
practices that are relatively
121. concrete and observable. However, the attribution of a practice
to values is critical,
since a practice such as training and development can be
attributed to helping staff
become more mobile (employee – centered change) and/or to
increasing productivity
for the benefit of the firm. This suggests that organizations need
to convey the
rationales for practices, demonstrating their underlying values
and how these beliefs
support an array of mutually reinforcing policies. The opposite
symbolic !
practice pattern may help current employees understand reasons
for new practices.
However, symbolic factors may be hard to convey directly. This
means that
organizations’ values should be at the forefront in designing
policies and should be
evident in the development and implementation stages.
Employee surveys and other
methods of obtaining rich information may help in
understanding worker
perspectives and formulating plans for communicating values as
well as
modifying practices to suit values.
This study has several limitations. Although including only
child care workers in a
relatively small geographic region removed occupational
variations, the child care
centers had relatively flat structures. Future research should be
undertaken in larger
scale firms that also offer greater heterogeneity in professions
as well as career options,
and consider exit from sub-units, as well as the organization as
a whole. Also, the
122. questionnaire design enabled comparisons of entry and retention
criteria over time, but
the results may be subject to the problem of erroneous recall. A
longitudinal study that
follows new entrants for several years, using both instrumental
and symbolic
measures, would provide information on what attracted
individuals and what was
associated with their attitudes and intentions to leave.
Moreover, longitudinal data
would help to identify causal paths (instrumental ! symbolic,
and vice versa). More
precisely defined instrumental variables and other variables
should be included
Employer
branding
attributes
749
(e.g. organizational growth and future opportunities; prospects
for career mobility).
The symbolic variables referred to “people values”, but other
factors such as social and
environmental consciousness are also relevant to symbolic
meanings. Finally,
studying the role of attributions as moderators would help in
furthering our
understanding of these relationships.
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organizational culture, and
organizational attraction”, Personnel Psychology, Vol. 50, pp.
359-394.
Corresponding author
Céleste M. Brotheridge can be contacted at: celeste_
[email protected]
CDI
18,7
752
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