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Articles 1 - 5 of 5
Full-Text Articles in Business
Workplace Harassment: The Social Costs Of Bullying, Andra Gumbus, Bridget M. Lyons
Workplace Harassment: The Social Costs Of Bullying, Andra Gumbus, Bridget M. Lyons
WCBT Faculty Publications
Most research on workplace bullying uses survey results to understand working conditions, target and bully characteristics, and results of bullying situations. This study uses content analysis to determine themes emerging from a writing assignment that asks students to respond to questions about workplace bullying. The intent of the research is to enable bullying targets to better understand the situation, to help managers to learn how to mitigate possible bullying situations, and to assist witnesses to better react to workplace incidents.
What The Person Brings To The Table: Personality, Coping, And Work–Family Conflict, Jeanine K. Andreassi
What The Person Brings To The Table: Personality, Coping, And Work–Family Conflict, Jeanine K. Andreassi
WCBT Faculty Publications
Employees (N = 291) of various industries and companies were surveyed to study how individual factors (coping and personality) affect work–family conflict: strain-based work-to-family conflict (S-WFC), time-based work-to-family conflict (T-WFC), strain-based family-to-work conflict (S-FWC), and time-based family-to-work conflict (T-FWC). As expected, passive coping was related to significantly higher levels of S-WFC, S-FWC, and T-FWC. Unexpectedly, active coping was related to higher levels of S-WFC. As hypothesized, social support coping was negatively related to work–family conflict, but only for T-WFC. Venting was positively related to S-WFC. As predicted, neuroticism was positively related to S-WFC, T-WFC, and S-FWC. Passive coping mediated …
Cross Cultural Variables: Evaluating Employee Attitudes Across Four Regions Of Asia, Europe, North And Latin America, Martin Brockerhoff, Jeanine K. Andreassi Ph.D.
Cross Cultural Variables: Evaluating Employee Attitudes Across Four Regions Of Asia, Europe, North And Latin America, Martin Brockerhoff, Jeanine K. Andreassi Ph.D.
WCBT Working Papers
There has been an explosion of businesses moving operations overseas, setting up international joint ventures and establishing multinational enterprises. This trend has led organizational researchers as well as corporations to explore the implications of cultural differences in managing a workforce. Can the same Western management practices be used as effectively with employees in Asia as in North America? Does the application of Western management principles in multinationals affect aspects of job satisfaction in non-Western countries? This poster reports the findings from two exploratory analyses on the relationship between job attitudes and the geographic/cultural setting of business organizations. The first analysis …
Reemployment Under Userra Sections 4312 & 4313: At Will Employment Vs. Temporary Employment, Richard L. Pate
Reemployment Under Userra Sections 4312 & 4313: At Will Employment Vs. Temporary Employment, Richard L. Pate
WCBT Faculty Publications
As thousands of service members return to the U.S., severe economic conditions render acclimation to civilian life especially difficult. In 2010, as the combat mission in Iraq approached an end, the unemployment rate of Iraq and Afghanistan era veterans had reached 13.1 percent. The Uniform Services Employment and Reemployment Rights Act, 38 U.S.C. §§ 4301-4333 (1994) ("USERRA"), was enacted, in great part, to mitigate harms such as those caused by the aforementioned perfect storm. Among other things, USERRA protects service members by entitling them to reemployment after military service. More specifically, USERRA Sections 4312 & 4313 entitle returning service members …
Problem-Based Learning Leadership Development Program In A Multi-National Company, Stephen M. Brown, Petra Garnjost, Stefan Heilmann
Problem-Based Learning Leadership Development Program In A Multi-National Company, Stephen M. Brown, Petra Garnjost, Stefan Heilmann
WCBT Faculty Publications
This paper reports on the development and implementation of a team leadership training program in a multi-national company. The European Engineering Company (EEC Group) had grown and expanded into many countries in a relatively short time frame as a result of increased demand for the company's products and services in newly developing countries. The EEC Group and the training program had additional issues of culture and basic institutional knowledge. The paper reports on the program, the conceptual framework of the International Leadership Development Program (ILDP), results, and lessons learned. The authors advocate use of a Problem-based Learning (PBL) methodology to …