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Articles 1 - 9 of 9
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Learning Through Collaboration And Competition: Incorporating Problem-Based Learning And Competition-Based Learning In A Capstone Course, Ashay Desei, Michael Tippins, J. B. Arbaugh
Learning Through Collaboration And Competition: Incorporating Problem-Based Learning And Competition-Based Learning In A Capstone Course, Ashay Desei, Michael Tippins, J. B. Arbaugh
Organization Management Journal
This article discusses an innovative capstone course to prepare students to be more business-ready upon graduation. By combining aspects of problem-based learning (PBL) and competition-based learning (CBL), a new undergraduate course allows students to gain practical experience while applying classroom knowledge to real business problems. Students are organized into teams of three to five and act as “consultants” to local businesses. Student consultants then develop and present competing recommendations (similar to the television show The Apprentice) to high-level managers within the organizations. Benefits from this course accrue not only to students, but also to faculty members, area businesses, and the …
Hrm As A “Web Of Texts”: (Re)Articulating The Identity Of Hrm In Sri Lanka’S Localized Global Apparel Industry, Dhammika Jayawardena
Hrm As A “Web Of Texts”: (Re)Articulating The Identity Of Hrm In Sri Lanka’S Localized Global Apparel Industry, Dhammika Jayawardena
Organization Management Journal
This article examines human resource management (HRM) in Sri Lanka’s apparel industry vis-à-vis its role in the management of women shop-floor workers in the Global South. Informed by poststructuralist notions of language, it analyzes the rupture of HRM that appeared at the moment HRM emerged in the industry in the 1990s. The article suggests that this rupture led to the formation of two (apparently) antagonistic sets of labor management practices: “doing” and “undoing” HRM. Along with the language of HRM, the article examines these two practices, and shows that HRM in the apparel industry appears or unfolds a “web of …
Six Great New Articles Including Three White Papers, William P. Ferris
Six Great New Articles Including Three White Papers, William P. Ferris
Organization Management Journal
No abstract provided.
An Integrated Course Design Model For Beginning Faculty, Thomas F. Hawk, Amit J. Shah
An Integrated Course Design Model For Beginning Faculty, Thomas F. Hawk, Amit J. Shah
Organization Management Journal
It is rare that faculty members begin their first full-time teaching position with an integrated and consciously constructed practical model for course design, teaching, and learning. The purpose of this article is to offer new faculty members a starting point for constructing an integrated model of the course design and teaching and learning processes. The model begins with the instructor’s choice of course learning goals, objectives, and outcomes and progresses through the translation of those learning goals and objectives into articulated evaluation and feedback rubrics, the choice of specific learning activities and materials reflected in a learner-centered syllabus, the conduct …
From Academics To Change Agents In A Gender Equity Initiative, Sonia M. Galtz, Patty Sotirin
From Academics To Change Agents In A Gender Equity Initiative, Sonia M. Galtz, Patty Sotirin
Organization Management Journal
Firsthand experience offers a valuable perspective on the lived complications of change initiatives. We describe how we suddenly found ourselves in charge of a university-wide gender equity initiative. Despite our experience with campus issues of gender bias and larger discussions about implicit bias, we were unprepared for the personal, community, and institutional implications of taking on such a widespread and very visible initiative. We reflect on the complexities of our struggles to reframe our own assumptions, to engage with the campus community, to respond to multiform resistances, and to ensure institutional accountability. Our reflections have implications both for equity initiatives …
An Autoethnographic Perspective On The Messy Business Of Change, Michael B. Elmes, Joy E. Beatty
An Autoethnographic Perspective On The Messy Business Of Change, Michael B. Elmes, Joy E. Beatty
Organization Management Journal
No abstract provided.
Linking Interactional Justice To Work-To-Family Conflict: The Mediating Role Of Emotional Exhaustion, Ivy A. Kyei-Poku
Linking Interactional Justice To Work-To-Family Conflict: The Mediating Role Of Emotional Exhaustion, Ivy A. Kyei-Poku
Organization Management Journal
This study examined the effect of interactional justice on work– to-family conflict and whether emotional exhaustion was a mediator of this relationship. Field survey data were obtained from 141 employees from various organizations and occupations. The findings suggest that perceptions of interactional justice are related to work-to-family conflict and, as predicted, emotional exhaustion mediated the relationship between interactional justice and work-to-family conflict. Theoretical and practical implications are discussed.
Cultural Identity And Ethical Decision Making: An Experiential Exercise, Cheryl Tromley, Catherine Giapponi, Roselie Mcdevitt
Cultural Identity And Ethical Decision Making: An Experiential Exercise, Cheryl Tromley, Catherine Giapponi, Roselie Mcdevitt
Organization Management Journal
This experiential exercise enables students to explore an ethical decision and the relationship between cultural identity (as operationalized by Hofstede) and ethical decision making. The exercise involves a short case that can also be used as a role-play. Complete instructions for running and debriefing the exercise as either a case or a role-play and all materials are included.
A Case Of Ability And Disability: What Managers Must Know About The Ada, Elizabeth A. Corrigall, Carol Cirka
A Case Of Ability And Disability: What Managers Must Know About The Ada, Elizabeth A. Corrigall, Carol Cirka
Organization Management Journal
This teaching exercise addresses a relatively neglected area of diversity, the employment of persons with disabilities. In the first part of the two-stage exercise, students are required to make a hiring decision based on a case that includes candidates who are disabled. This decision raises issues concerning the legal and ethical responsibilities of a hiring manager and uncovers some of the myths concerning candidates with disabilities. The case is subsequently used to anchor a lecture on essential information every manager should know about the Americans with Disabilities Act (ADA) and disability in the workplace. As a result of this exercise, …