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Human Resources Management

Discriminant analysis

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Full-Text Articles in Business

The Service Imperative: Factors Driving Meeting Effectiveness, Timothy R. Hinkin, J. Bruce Tracey Apr 2015

The Service Imperative: Factors Driving Meeting Effectiveness, Timothy R. Hinkin, J. Bruce Tracey

Timothy R. Hinkin

[Excerpt] American businesses spent over $100 billion in 1997 on business meetings, conferences, and training programs. To meet this demand, hotels and conference centers have made large investments in developing and enhancing meeting space. Competition for the meeting and convention business has tightened, particularly with the emergence of such markets as Las Vegas, Atlanta, and Orlando as viable alternatives to the traditional major-city locations. The meeting business is further pressed by technologies such as distance learning and interactive multimedia. In addition, customers are becoming more concerned with the effectiveness of meetings, and are taking steps to ensure that the money …


Differences Between Stayers And Leavers Among Part-Time Workers, Kevin W. Sightler, Janet S. Adams Apr 1999

Differences Between Stayers And Leavers Among Part-Time Workers, Kevin W. Sightler, Janet S. Adams

Faculty Articles

Some 23 million US workers are employed part-time, presenting significant challenges to the practicing manager. Successfully managing turnover has both operational and strategic consequences for an organization. However, very little is known about the turnover of part-time employees. In this exploratory study, a discriminant analysis is presented of biographic characteristics of stayers and leavers among 1,053 part-time hospital employees. Pay, length of employment, management status, race and gender significantly discriminate stayers from leavers. Managerial and research implications are discussed.