“东京迪斯尼CEO”——加贺见俊夫

1983年4月15日，耗资1500亿日元(约10亿美元)、占地约80公顷、拥有5大主题公园的“东京迪斯尼乐园”(Tokyo Disney Resort)正式开园。在其运营商“东方乐园公司”(ORIENTAL LAND)CEO——加贺见俊夫的精心运营下，“东京迪斯尼乐园”年接待量节节上升，1984年约为1000万人次，1990年达到1588万人次，1995年增长到1699万人次，2000年攀升为1730万人次，2001年突破2205万人次，2002年创下2482万人次新高，     

一个抓住人心的谎言

全流通已经由中国股市最大的利空变成了最大的利好。如果说2004年是“国九条”的落实年,那么2005年必定是“国九条”的见效年。 3月的最后一天,上证指数盘中创出五年来的新低1162点,半个月中,我没有对惨烈的下跌行情说一个字,因为知道证监会正在     

声音

香港房地产规律是10年一个轮回，10年疲软然后10年上升，这是我看李嘉诚传记感受到的，而且我觉得中国大陆基本上也是这样。1992年是一个高峰期，然后1993、1994年疲软，2003年又重新升温。     

狗年说狗

<正>2006年,农历是丙戌年,也称狗年。乙酉年我们曾说鸡,丙戌年说说狗。在十二生肖中,狗的故事最多,带“狗”、“犬”字的词、句、成语也最多,有上千条。“狗”字,极大地丰富了中国的语言和文化。狗是人类最亲密的朋友。作为宠物,它给无数家庭带来愉悦。它还是人类生活和工作的亲密伙伴和得力助手,如警犬、军犬、猎犬、护林犬、牧羊犬、雪撬犬等。     

岁末年初的世界经济

2002年已经过去,2003年悄然来临。岁末年初,有必要对世界经济作一番清点。2002年世界经济总体形势低迷,表现平平。美国等西方发达国家经济复苏乏力,经济增长起伏不定;发展中国家和地区的经济发展则情况各异。在世界经济一片低迷的形势下,中国经济却创下了全年增长8％的佳绩,令各国刮目相看。     

2005年注册会计师《税法》难点内容解析

注册会计师《税法》考试2002年全国合格率11．65％,2003年全国合格率12．01％,2004年全国合格率11.44％。近两年来,《税法》合格率虽然偏低,但难度比较稳定。     

为什么猪肉价总是周期性上涨？

卷帘大将回答：大师兄，咱部看着二师兄2006年便宜、2007年贵、2008年胶着、2009年没人买、2010年又回涨，今年再飙到他舔自己耳朵都舍不得，他也不想的!     

The role of task-related antecedents for the development of turnover intentions in temporary project teams

Abstract

High turnover can cause serious problems in organizations. Yet, previous research confirmed that HRM practices are useful to influence the development of turnover intentions. Existing studies have revealed a variety of factors that drive individuals to leave permanent organizations (POs) but almost no research has considered turnover in temporary organizations (TOs). Yet, TOs, such as project teams, have become increasingly prevalent and exhibit several characteristics that are distinct from POs. Hence, the antecedents of turnover intentions in TOs may also differ from those in POs. However, empirical evidence for this proposition is still lacking. In order to address this research gap, this study examines task-related antecedents of turnover intentions in temporary organizations (TITO) using a sample of 253 employees working in project teams. The results show that inter-role conflict is the most influential antecedent of TITO. Unlike suggested by extant literature, members of TOs seem to be willing to accept down-cuts in job autonomy and meaningfulness of their work, without developing turnover intentions while working for TOs. Furthermore, the results confirmed a direct relationship between TITO and turnover intentions from the permanent organization (TIPO). Members of TOs that want to, but cannot leave their project team seem to develop TIPO.     

非标准审计意见与高管更换的相关性检验——基于2002年—2009年中国A股上市公司的实证研究

运用统计分析及Logit模型回归,以2002年—2009年中国上市公司高管CEO、CFO更换数据为依据,研究了CEO、CFO更换和非标准审计意见的相关性,发现CEO、CFO更换与全样本非标准审计意见呈显著正相关;CEO、CFO更换与上市公司首次被出具非标准审计意见呈显著正相关;CEO、CFO更换与上市公司第二次被出具非标准审计意见的相关性不显著;CFO更换与CEO更换呈显著正相关。同时还检验了CEO、CFO更换与各控制变量的相关性。     

金融危机下知识型员工流动的风险与管理研究

企业的生存和发展都离不开优秀的人才和科学的管理。由美国次贷危机引发的金融危机迅速蔓延全球,企业面临着极为严峻的考验。本文阐述了在金融危机的影响下企业知识型员工流动管理的意义与风险,并给予企业相应对策以便及时调整和完善知识型员工的流动管理。     

Transformational leadership,employee turnover intention,and actual voluntary turnover in public organizations

This research seeks to make contributions to the organization-level analysis of voluntary turnover in public organizations. Structural equation modelling is used to explore how transformational leadership makes a difference on employees’ actual quitting behaviour. Moreover, the research provides empirical evidence on the relationship between turnover intention and actual turnover. The findings suggested that transformational leadership not only directly prevents employees from forming intentions to leave but also indirectly does so by cultivating a collaborative culture. Additionally, we found that higher turnover intention leads to higher actual turnover rate, so turnover intention may be a valid proxy of actual turnover behaviour.     

The Turnover Intention–Behaviour Link: A Culture-Moderated Meta-Analysis

Turnover intention is widely regarded as a direct antecedent to and proxy for actual voluntary turnover behaviour. However, previous studies have found the turnover intention-behaviour link to be highly heterogeneous and not necessarily strong. This study adopts a cross-cultural perspective, examining how the link varies as a function of Hofstede’s four work-related cultural dimensions. Data from 152 independent samples were meta-analysed, representing the testing of 216,093 employees from 18 nations across 9 geographical regions. The multilevel meta-analytic results reveal significantly stronger turnover intention-behaviour links for countries higher in power distance, higher in individualism, and lower in masculinity.     

The role of calculative attachment in the relationship between diversity climate and retention

This study enhances our understanding of the complex relationship between diversity and employee retention. The study found that positive perceptions of an organization's “diversity climate” were related to decreased turnover intentions and found support for the proposition that calculative attachment mediated this relationship. In addition, the study considered potential interactions with diversity climate perceptions in predicting calculative attachment and found support for satisfaction with pay as a moderator, but not supervisor effectiveness. Finally, the study determined that the benefits of a positive diversity climate may extend to all employees, including White men. ©2011 Wiley Periodicals, Inc.     

Effects of job stress on self-esteem,job satisfaction,and turnover intention

ABSTRACT

This study is focused on female inbound call center counselors who are easily exposed to emotional labor when customers express anger and hostility and use swear words toward invisible targets on the phone. Our study is based on 244 responses from female inbound call center counselors. Job stress has a significantly negative effect on job satisfaction and self-esteem. It was shown that self-esteem has a partially mediating effect, and turnover experience had a moderating effect. It is important to shed new light on the roles of self-esteem among determinants of job satisfaction.     

The paths from insider to outsider: A review of employee exit transitions

Employees' roles as organizational members often do not end immediately after they have made the decision to leave or it has been made for them. Instead, this decision serves as a turning point initiating an exit transition process. The purpose of this article is to consolidate prior scholarship in order to gain an understanding of the state of the science, as it pertains to exit transitions. Our literature review yielded almost 200 articles that have directly or indirectly studied the exit transition process. In organizing the insights from these studies, four categories of exit transition scholarship emerged—exit transitions in the context of voluntary turnover, involuntary turnover, temporary transitions, and top management exits. Moreover, our review indicated that exit transitions are shaped by three critical forces—the permanence of the transition, the magnitude of the identity change associated with the exit, and the organizational impact of the exit. We review research on each of the four categories and show how each type of transition is shaped by these forces. Finally, we turn our focus to the future of work and discuss how changes in the way that work is structured may alter the study of employee exit transitions in the future.     

浅谈延安市酒店员工流失现状及原因对策

酒店员工的高流失率一直是困扰酒店管理者的难题,本文分析了酒店员工流失的现状及对酒店产生的影响,并提出了相关解决对策。     

Can We Still be Friends? The Role of Exit Conversations in Facilitating Post‐Exit Relationships

Organizations might benefit from maintaining relationships with former employees, who could be rehired later or encouraged to refer job applicants and customers. We integrate the management literature on voluntary resignations and the communication literature on relationship dissolution to explore how conversations between an exiting employee and his or her manager facilitate (or constrain) post‐exit relationships. Employees who had recently resigned from full‐time jobs described their exit experiences in semistructured interviews with the research team. The results suggest two dominant patterns. When employees exited for external reasons (e.g., to pursue a program of study), they engaged in very direct communication strategies, elicited positive responses from their managers, and left with high interest in a post‐exit relationship. But when employees exited for internal reasons (problems within the employment relationship), they engaged in multiple exit cycles and moved from indirect communication strategies toward increasingly direct ones. Managerial responses to these strategies failed to capitalize on opportunities to nurture post‐exit relationships and sometimes generated a “vendetta effect” among exiting employees. The results suggest that managers might benefit from training in how to conduct effective exit conversations, particularly with employees who are leaving for internal reasons. © 2014 Wiley Periodicals, Inc.