The “I quit” syndrome

Managements, unions, and arbitrators have been plagued by a very simple but long-standing problem involving what might be termed a routine human resource action. The problem stated simply is: When is a quit a quit? Where employees are represented by a bargaining agent, the company cannot always be sure that a “quit is a quit.” It is clear that employers who do not understand the “I quit” syndrome are in an uncertain position with respect to handling such problems. The authors have also discovered that unions do not understand the “I quit” syndrome either and at times go to arbitration with all of its attendant costs when the employee has actually “quit.” The purposes of this article are to study how arbitrators have ruled, to establish the principles involved in this little-known area of union/management relations and to provide parties to such cases with information to guide them. Arbitrators have upheld grievances and reversed company actions often enough that there is a need to clarify what is a “quit” as well as a need to clarify what the rights are of both parties under the collective bargaining agreement. The authors found that many managements use the “I quit” syndrome as a substitute for disciplinary action. It is clear from arbitral decisions that it is best from the company point of view to allow the disciplinary system to handle problem employees. The authors also found that reasonable resignations by employees were upheld by arbitrators. If employers carefully handle and document employee resignations, the resignations will stand. Further, it is clear that employers must issue clear policy statements concerning resignations; this includes avoiding resignations under duress. Finally, parties to collective bargaining agreements need contract language defining a quit.     

Defending your life: When women complain about sexual harassment

Women who complain about sexual harassment in a union work environment may find that they are the focal point of the union’s defense of the alleged harasser. The defense the union uses can be broadly defined as one of four: deny the event, blame management, blame society, and blame the victim. This study investigates the frequency with which these defenses are used and their relative effectiveness. Deny the event and blame the victim were used in more than 80% of the cases. Their use was not significantly changed over time. There was no significant difference in the arbitrator’s decision based on the defense used by the union. It is suggested that unions consider using the blame management defense because it is equally effective but does not have the same negative effects on the victim as denying the event or blaming the victim.     

Determinants of Transactional Internet Banking

The decision of credit unions in the United States to adopt transactional web-based services is consistent with profit-maximization behavior. Credit unions adopt transactional internet banking services when they provide a higher proportion of consumer loans and when there is increased competition from other financial institutions. They adopt transactional internet banking to attract new customers. The larger the credit union the higher the probability of adoption of transactional internet banking. The probability of adoption of transactional banking is directly related to credit unions’ efficiency and indirectly related to loan delinquencies. We also find that the probability of credit unions offering transactional internet banking is positively related to the percentage of the young population in the counties where credit unions are located.     

Entrepreneurship education in hospitality and tourism: insights from entrepreneurs

The perceptions of entrepreneurs in businesses related to hospitality and tourism in a rural community were explored through interviews to better understand their backgrounds, experiences, and insights into education for future entrepreneurs. The data were analyzed for themes and the findings provided ideas for entrepreneurship education in hospitality and tourism and indicated that further attention could be given toward helping students to develop creativity and critical thinking skills, engage in deeper self-discovery experiences, and understand tourism more fully to help prepare them for entrepreneurial roles.     

Social Capital and Consumer Value Co-Created Within an Online Health Community

Many health providers sponsor online communities that enable health consumers to connect and share experiences. This qualitative study draws upon both social capital and consumer behavior theories to demonstrate that consumers participating in the creation of social capital co-create value for themselves and each other. This netnographic study contributes and operationalizes theoretical frameworks for identifying social capital and consumer value within online communities. Results identify 14 social-capital-building practices and further reveal that these practices represent two distinct themes: practices that create a caring environment and practices that assist others. Findings indicate that members of online health communities gain affective, functional, social, and rational benefits such as empathy, self-esteem, status, connectedness, and efficiency. As a managerial and practical contribution, this study establishes online communities as an important component of patients’ healthcare networks not only for exchanging information and support but also as settings for accessing social capital.     

Managing the Next Generation of Sales,Gen Z/Millennial Cusp: An Exploration of Grit,Entrepreneurship, and Loyalty

Purpose: The current study explores the latest generation of the workforce, Generation Z/Millennial cusp, and the loyalty concerns hiring managers’ experience. The authors explore how the characteristics of entrepreneurship and grit can potentially impact employee loyalty to an organization.

Methodology/approach: A content analysis using responses from 51 hiring managers and their views of the advantages and challenges of hiring from the millennial generation yielded patterns focused on grit, loyalty, and entrepreneurship.

Findings: Based on the feedback from hiring managers using a grounded theory approach, we propose a conceptual model that includes three constructs that emerged from the analysis: individual entrepreneurship orientation, grit, and loyalty. The results from the content analysis suggest grit moderates the relationship between entrepreneurship and loyalty. The conceptual model proposes sales managers can hire individuals with grit to decreased employee turnover.

Originality/value contribution: This study provides several contributions to the stream of research focused on Generation Z and employee loyalty. First, due to the changing demographic of the workforce, sales managers need to hire and retain younger sales professional that have different expectations; therefore, thinking differently of their hiring process. Second, the study creates an exploratory discussion that can help sales managers evaluate future talent for their organization. Sales managers may evaluate an applicant’s “grittiness” vs. those who are more entrepreneurial in spirit in order to retain those sales professionals long term.     

The Effect of Farmland Preservation Programs on Farmland Prices

Government agencies in urbanizing areas are increasingly utilizing purchase and transfer of development rights programs to preserve farmland and protect local farm economies. This paper tests the effect of development restrictions imposed by permanent easement sales on farmland sales prices, using Maryland data. We correct for selectivity bias due to the voluntary nature of these programs in estimating hedonic sales equations. Although preserved parcels' actual land values are lower, the effect of the restrictions is not statistically significant. These findings may encourage additional participation in preservation programs or justify reductions in the easement prices paid by agencies.     

The core competency framework: a new element in the continuing call for accounting education change in the United States

Professional accounting organizations and academicians in the United States have developed numerous frameworks and reports to address changes in the profession and to provide guidance for accounting educators in the implementation of curriculum change. In 1998, the American Institute of Certified Public Accountants (AICPA) released the Core Competency Framework for Entry into the Accounting Profession as an educational component of its CPA Vision Project. The online resource provides direct assistance to educators around the world in the implementation and assessment of the framework's recommendations. The purpose of this paper and the accompanying matrix, Comparison of US Accounting Education Frameworks with the Core Competencies, is to survey the history of contemporary American accounting education frameworks and compare earlier works with the most recent effort by the profession to recommend and institute accounting education change in the United States.