Marital happiness: implications for dual career couples

Two marital myths, a woman's place is in the home and the husband is the primary wage earner or provider, were investigated in relation to marital happiness. No significant relationships were found between the variables indicating that changing lifestyles and the employment of females outside the home may be resulting in a greater equality between spouses and that women's employment does not affect marital happiness, even though job responsibilities and pressure may at times create conflict between dual career couples.     

Individual career planning: Managerial help for subordinates

Personal career expectations have risen, and more individuals are showing initiative and demanding career opportunities. Turnover is increasing, and white-collar unions have been suggested. The author suggests that managers provide adequate support and guidance for individual career planning through human resource planning and development. Career planning begins with choices concerning occupation and organization, the job assignment, performance and development, and, ultimately, retirement. Management supports these choices through the way it attracts, recruits, and orients new talent; matches individual interests and talents with opportunities; helps individuals perform effectively and develop their capabilities; and helps individuals prepare for a satisfying, secure retirement. The author offers several guidelines for influencing career behavior, the core of the human resource management process.     

Individual ethical beliefs and perceived organizational interests

Two contrasting types of individuals were each predicted to agree, for different reasons, that conventional ethical standards of society need not be upheld if organizational interests appear to demand otherwise. The hypotheses were investigated using questionnaire responses from two samples (employed and student, total N=308). Clear support was obtained for the prediction that individuals inclined toward self-interest and behavior counter to conventional standards would agree with the preceding position. Partial support was obtained for the hypothesis that individuals who simply feel obligated to support an employing organization would also agree. While the latter's perspective may be somewhat narrow or perhaps even cynical, they do not seem to reflect the self-interest profile of the first group. This study also extends the groundbreaking work of Froelich and Kottke by exploring individual difference correlates of their promising ethics scale assessing the extent of agreement that organizational interests legitimately supersede more conventional ethical standards.Peter E. Mudrack is an Assistant Professor in the Department of Management and Organization Sciences at Wayne State University's School of Business Administration, Detroit, Michigan, 48202, U.S.A.E. Sharon Mason is an Assistant Professor in the Department of Management, Marketing, and HRM at Broke University's Faculty of Business, St. Catharines, Ontario, L2S 3A1, Canada.     

Individual and organizational characteristics of women in managerial leadership

Women are making a substantial impact on the employment market, both in terms of overall numbers as well as by appointment to male-dominated organizational roles. Research on women in leadership positions within organizations has concentrated on two main foci. Firstly, the identification of relevant individual and organizational characteristics and secondly, on the impact of these variables on the women in management roles. This paper presents the findings from a series of studies in relation to these broad dimensions. Dr. Rowney was the chairperson of the Management of Organizations and Human Resources Area from 1978 to 1980 and until recently held the position of Associate Dean of the Faculty of Graduate Studies. During 1988 she was a Visiting Professor to the Jiatong University in Xi'an and to the Australian Management College in Mount Eliza, Victoria, Australia. Commencing in January 1990 she will be at the International Management Center in Budapest, Hungary. Consultative activities have included such organizations as the Alberta Wheat Pool, Alberta Gas Ethylene, Gulf Canada and Technology Systems International. Research papers have been published in numerous journals including the Journal of Canadian Petroleum Technology, Canadian Personnel and Industrial Relations Journal, Canadian Psychological Review and Canadian Journal of Behavioural Science. Her more recent publications include A Comparison of Burnout Across Public/Private Sector Managers and The Relationships Between Risk Propensity, and Individual and Job Environment Variables, Journal of Health and Human Administration; and A Preliminary Investigation of Burnout Dimensions in Intact Work Groups, Proceedings XXIV International Congress of Psychology. Currently, Dr. Rowney is involved in a major cross-cultural study of the environmental context of management and personnel in several countries. This research is an extension of projects involving women in management, stress, burnout and the public/private sector. Dr. Rowney is also a registered O.D. consultant and member of the International Advisory Board of the O.D. Institute. Dr. Cahoon has published numerous articles in journals such as Academy of Management Review, Canadian Public Administration, Journal of Health and Human Resource Administration Organization Development Journal, Canadian Journal of Petroleum Technology, and Leadership and Organization Development Journal. He has served as a member of the National Executive of IPAC and on the editorial board of the International Journal of Public Administration. Dr. Cahoon was a member of the Directing Staff of the Australian Administrative Staff College in Mount Eliza, Victoria, Australia from September 1, 1986 to July 1987. Some of his more recent publications include the chapter Overcoming Resistance to Affirmative Action in R. Rentschler's, T. Tullock's and K. Cole's (Eds) Affirmative Action in Action: A Guide to Implementation, JPMA (Inc.), Melbourne, Australia, 1987; and the article Management Development: A Competency Based Approach, The Practicing Manager, Vol. 8, No. 3, April 1987. His conference papers include: The Interaction Between Worksite Variables and Personal Characteristics for Female Managers (with Julie Rowney, JIA), presented at the Third International Interdisciplinary Congress on Women, Dublin, Ireland, July 1987; and The Challenge of Human Resource Management: Maximizing the Human Asset Potential, presented at the Annual Conference of the Victoria Council for Educational Administration, Melbourne, Australia, June 1987. He is currently involved in a longitudinal study on the status of women as managers, stress and burnout. He is completing a text on Public Management in Canada and looking at the organizational and human resource implications of downsizing.     

组织职业生涯管理与工作卷入关系的研究

This research aims to examine the relationship between organizational career management(OCM) and job involvement(JI). The measures are the OCM scale developed by Long(2002) which was based on Chinese native enterprises’ status and the JI scale developed by Kanungo(1982). We administrated surveys in five enterprises and acquired a sample of 192 valid cases. Results show that the correlation between OCM and JI is significant (α=0.01). Moreover, the correlation between the four dimensions of OCM and JI is significant. Among the dimensions of OCM, Promotion exhibits the highest correlation with JI whereas Focus on Training has the lowest correlation with JI. Results show the vitality of the organizational career management in organizations.     

Individual foundings and organizational foundings: their effect on employment growth in The Netherlands

This study addresses the question of whether different types of new firm formation have different impacts on regional employment generation. It is shown that new establishments of existing firms, i.e., organizational foundings, have a mainly short-term positive effect. In contrast, genuinely new firms, i.e., individual foundings, have a longer-lasting effect. Individual foundings are based on the recognition of business opportunities and spur a process of creative destruction spanning a few years. Organizational foundings can be seen as capitalizations of scale economies. They have an immediate effect, but appear to be less relevant for structural change in a regional economy.     

Afro-Diasporic women navigating the black ceiling: Individual,relational, and organizational strategies

In this article, we describe how the black ceiling—upheld by the powerful institutional logics of patriarchy and white supremacy, inordinately challenging and interlocking systemic barriers to leadership advancement—leads to the dearth of Afro-Diasporic women in senior corporate leadership positions and pathologizes Afro-Diasporic women as multiple outsiders. As a result, Afro-Diasporic women’s well-being in the workplace is compromised and many adopt coping and survival strategies to navigate a myriad of relational and environmental phenomena, such as spirit murder, emotional taxation, social closure, white privilege, and white fragility. To navigate and ameliorate these dynamics, we advance several individual, relational, and organizational strategies that support Afro-Diasporic women thriving in the workplace.     

Dollars and sense: The implications of CEO compensation for organizational performance

Crafting a compensation package for an organization's chief executive officer (CEO) that will help the firm maximize its performance is a vexing challenge for a board of directors. Management theory offers boards several practical hints. A board can put its CEO and the firm in the best position to be successful by (1) creating strong incentives for the CEO to act in the firm's best interest at all times; (2) benchmarking a CEO's performance and compensation relative to that of very high performing CEOs in the industry; (3) diagnosing and responding to CEOs’ feelings about equity relative to their peers; (4) paying a CEO with uniquely valuable knowledge, skills, and ability at the top of the market; (5) offering retention incentives if a proven performer with unique skills is leading a company; (6) resisting the temptation to simply mimic the compensation packages that work for leading firms; and (7) considering candidates’ social ties when recruiting a new CEO.     

Dual organizational identification impacting client satisfaction and word of mouth loyalty

This research applies social identity theory to the project manager-client relationship in the service sector to examine the impact of dual identification and client co-location on the satisfaction and word of mouth (loyalty) of the client. The research is conducted in the information technology industry with a sample of project manager-client dyadic relationships. The results show that project managers that have identification to their own organization and the client organization have significantly more loyal clients compared to project managers that do not have identification to their organization or the client organization. Project managers that only have client organization identification and not service organization identification have significantly more client loyalty compared to project managers that only have service organization identification. Further, the results show that being co-located with a client results in greater client satisfaction, but does not increase a project manager's identification to the client organization.     

Determinants of organizational performance: some implications for top executive leadership in Korean firms

ABSTRACT

Leadership, although commonly assumed to be greatly significant, is not typically studied in terms of structural characteristics accounted for in organizational performance. The effect of top executive leadership is explored here as a key factor that reflects organizational characteristics by offering a new framework and presenting an empirical test of Korean business firms. This research can be possibly made by focusing on the size of the leadership which explicates the difference between structural, resource and contextual variables in organizations. The multivariate regression analysis shows that firm size, leadership, debt and export significantly affect organizational performance, as measured by net income. The mechanism of Korean business firms needs to readjust to the new environment for organizational performance.     

The application of "integrated marketing communications" to social marketing and health communication: organizational challenges and implications

Influencing consumer behavior is a difficult and often resource-intensive undertaking, with success usually requiring identifying, describing, and understanding target audiences; solid product and/or service positioning relative to competitors; and significant media and communication resources. Integrated marketing communication (IMC) is a new way of organizing and managing persuasive communication tools and functions which involves realigning communications to consider the flow of information from an organization from the viewpoint of end consumers. Although the application of IMC to social marketing remains relatively unexplored, the IMC literature and recent efforts by the US Centers for Disease Prevention and Control suggest that integrated communication approaches have much to offer social marketing and health communication efforts. IMC, IMC and social marketing, and implications of IMC for public and private sector social marketing programs are discussed.     

Guanxi and organizational dynamics in China: a link between individual and organizational levels

Guanxi in China is a very ancient concept embedded in the Confucian concept of life and one that is a ‚hot' topic in that it is currently attracting increasing attention from both Western and Chinese scholars. One aspect of Guanxi which has been the subject of most of the research of late is the influence of Guanxi on firm performance. However, relatively few studies have examined how Guanxi at the individual level is transferred into a firm to influence its financial performance. This study first reclassifies Guanxi into obligatory, reciprocal, and utilitarian types at the individual level as a means to clarifying the confusion brought above from previous studies. It then provides a conceptual framework in which to systematically characterize the link between Guanxi at the individual level and organizational dynamics: that is, how is Guanxi at the individual level shifted to a firm and how does it affect organizational dynamics of that firm at the organizational level. Finally, it provides a deeper understanding of the financial implications of Guanxi to business firms in China. Dr. Yi Zhang is Associate Professor of School of Public Administration and a former postdoctor of Scholl of Management at Huazhong University of Science and Technology. His research lie in international business and FDI, strategic management in China, and organizational learning. His work has been and will be published in the Journal of Business Ethic and Singapore Management Review. Zigang Zhang is Professor of College of Management at Huazhong University of Science and Technology. His research interests include strategic management, knowledge management, and cooperation management.An earlier version of this paper was presented at the Fourth Asia Academy of Management Conference, December 2004, in Shanghai, P.R. China.     

An integrative conceptualization of organizational compassion and organizational justice: a sensemaking perspective

Organizational scholars tend to view justice and compassion as incompatible. While both have important functions in organizational life, compassion's affective elements appear difficult to synthesize with the reasoning and impartiality that underlie the concept of justice. We draw on theoretical arguments from the sensemaking perspective to argue that we can integrate organizational compassion and organizational justice conceptually because both are inherently dynamic processes that rely on emotional and cognitive components, and both are shaped by the social context of the organization. Based on this integrative conceptualization, we propose a construct we call ‘compassionate organizational justice’, in which compassion becomes an integral element of an organization's justice requirements and members’ fairness perceptions, and that those justice perceptions in turn inform future instances of organizational compassion.     

Virtual organizations: Computer conferencing and organizational design

Computer conferencing systems link groups of users who “meet”; in the virtual space of a computer and interact around a common purpose or topic. These electronically constituted and mediated groups can mirror, cross‐cut, or hive off from existing organizational structures. This article reports a study of organizational structuring processes that accompany the introduction of a computer conferencing system in six industrial organizations. The relationships among technological capabilities and constraints, existing organization structures, managerial intent, and the unanticipated consequences of implementation for structural change are discussed. Employing the same software system in each case, organizational outcomes are radically different.

Earlier analysts have focused on a contingency model of the organization‐to‐technology relationship. Computer conferencing systems, however, confound the distinction between technical and organizational systems; they exist in an overlapping border domain between their two parent systems. This article explores the character of this overlapping domain and proposes the terms “virtual group”; and “virtual organization”; to evoke the special status of groups created through computer conferencing. Virtual organizations are semiotic entities in Weick's [1] sense of equivoque and their essentially ambiguous, interpretable character is important in shaping organizational outcomes. Virtual groups become part of the ongoing process of structuration [2], while also providing a new tool for organizational design.     

Effects of career barriers on career self-efficacy and career preparation behavior among undergraduates majoring in aviation tourism

Service Business - The purpose of this study was to investigate the causal relationships among career barriers, career self-efficacy, and career preparation behavior in South Korea. To conduct this...     

Turnover intentions and organizational citizenship behaviours in Korean firms: the interactional effects of organizational and occupational commitment

This study investigated the effects of the organizational commitment and occupational commitment of employees in Korean firms on their turnover intentions and organizational citizenship behaviours. In addition, using the interactional effect analysis, this study examined the interactional effects of the two types of commitment on turnover intentions and organizational citizenship behaviours. A total of 209 employees in nine different firms participated in this study. The results revealed that organizational commitment had a negative effect on turnover intentions, while occupational commitment had a positive effect. In addition, organizational commitment had a positive effect on organizational citizenship behaviours, whereas occupational commitment did not have any noticeable effect thereupon. Both organizational commitment and occupational commitment showed certain overall interactional effects regarding organizational citizenship behaviours as well as turnover intentions.