Open Access. Powered by Scholars. Published by Universities.®
Business Administration, Management, and Operations Commons™
Open Access. Powered by Scholars. Published by Universities.®
- Discipline
- Keyword
-
- Types of workers (2)
- Worker traits (2)
- Absenteeism (1)
- Benchmarking (1)
- Blended Dualism (1)
-
- Communication in management (1)
- Contracting out (1)
- Decision making (1)
- Employee loyalty (1)
- Employee morale (1)
- Employee productivity (1)
- Employees (1)
- Industrial relations (1)
- Industries (1)
- Leadership (1)
- Leadership models (1)
- Management (1)
- Market share (1)
- Nursing assistants (1)
- Occupational health (1)
- Organizational directorship (1)
- Performance (1)
- Personnel management (1)
- Service industries (1)
- Supervision (1)
- Supervisors (1)
- Transformational leadership (1)
- Work ethic (1)
- Worker behavior (1)
- Worker behaviors (1)
Articles 1 - 9 of 9
Full-Text Articles in Business Administration, Management, and Operations
Transformational Leadership And Workplace Injury And Absenteeism: Analysis Of A National Nursing Assistant Survey, Doohee Lee, Alberto Coustasse, Andrew Sikula Sr.
Transformational Leadership And Workplace Injury And Absenteeism: Analysis Of A National Nursing Assistant Survey, Doohee Lee, Alberto Coustasse, Andrew Sikula Sr.
Andrew Sikula, Sr.
Background: Transformational leadership (TL) has long been popular among management scholars and health services researchers, but no research studies have empirically tested the association of TL with workplace injuries and absenteeism among nursing assistants (NAs). Purpose: This cross-sectional study seeks to explore whether TL is associated with workplace injuries and absenteeism among NAs. Methodology: We analyzed the 2004 National Nursing Assistant Survey data (n = 2,882). A multivariate logistic regression analysis was performed to test the role of TL in the context of workplace performances. Principal Findings: Results reveal that the TL model was positively linked to workplace injury in …
A "New" Theory Of Management, Andrew Sikula Sr., Kurt Olmosk, Chong W. Kim, Stephen Cupps
A "New" Theory Of Management, Andrew Sikula Sr., Kurt Olmosk, Chong W. Kim, Stephen Cupps
Andrew Sikula, Sr.
This article presents a "new" theory of management for the new millennium: "new" not because singularly the ideas are recent, but because the combination of these older ideas collectively is novel. To some extent, this article represents the reestablishment of previously existing employment ethics that for various and sundry reasons lapsed into disuse in the past several decades. This article discusses employee relations ethics (ERE) in terms of an ERE credo and a set of assumptions. The modern millennium mission states that all organizations (public and private) should primarily be employee centered, not owner or administrator controlled, customer or client …
Management By Interruptions (Mbi): Mini Not Micro Management, Andrew Sikula Sr., John Sikula
Management By Interruptions (Mbi): Mini Not Micro Management, Andrew Sikula Sr., John Sikula
Andrew Sikula, Sr.
Do you want to affirmatively continue your and Tom Peters's Search for Excellence? Then practice MBI. A corollary to Ken Blanchard's idea of the One Minute Manager is the concept of Management by Interruptions (MBI). Although we do not want to overly manage the details of work, usually called micro management, we are often called upon as leaders and managers to supply frequent small segments of data and information. Mini management is good; micro management is not.
How To Make Unethical Decisions, Andrew Sikula Sr., John Sikula
How To Make Unethical Decisions, Andrew Sikula Sr., John Sikula
Andrew Sikula, Sr.
People make decisions and solve problems in a variety of ways. Oftentimes, little if any thought goes into choice selection. Sometimes, even very important decisions are made without serious contemplation of potential alternatives and their consequences. Many different tools/techniques and rationales are utilized in problem solving and decision making with little or no regard to ethical judgment and/ or aftermaths. Some ways of making choices are worse than others when using pity parameters. This article discusses commonly used but ethically unsound methods of making selections. Later in the writing, appropriate standards and benchmarks for determining ethical action will be presented.
Insourcing: Reversing American Outsourcing In The New World Economy, Andrew Sikula Sr., Chong W. Kim, Charles K. Braun, John Sikula
Insourcing: Reversing American Outsourcing In The New World Economy, Andrew Sikula Sr., Chong W. Kim, Charles K. Braun, John Sikula
Andrew Sikula, Sr.
The article discusses the need to understand the pendulum swing of human resource between insourcing and outsourcing work effort and accomplishment. The strengths of insourcing, or the use of labor within national boundaries to sustain the functions of an organization, is said to include efficient communication within the organization, enhanced employee morale and loyalty, and a high degree of control over people and resources. It is believed that there would be a resurgence of insourcing in the U.S., mainly within the government sector.
Perceptions Of The Characteristics Of Good, Bad And Ordinary Workers On The Job: The Influence Of Work Experience And Culture, Chong W. Kim, Andrew Sikula Sr., Harlan M. Smith Ii
Perceptions Of The Characteristics Of Good, Bad And Ordinary Workers On The Job: The Influence Of Work Experience And Culture, Chong W. Kim, Andrew Sikula Sr., Harlan M. Smith Ii
Andrew Sikula, Sr.
As noted in Kim & Sikula (2003; 2004), there are three types of people in the workplace: people of Necessity, Common people, and Parasites. A person of Necessity is irreplaceable, crucial to the functioning of an organization. The Common person is a worker of average ability and talent who makes no significant difference to the success of an organization. Parasites are detrimental freeloaders, harmful to the functioning of an organization. In the 2004 paper we analyzed the survey responses of 25 students in an MBA Organizational Behavior class, and of 13 working managers, all in the United States. In this …
The Key Characteristics Of Different Types Of Employees: A Summary Of Six Studies, Chong W. Kim, Harlan M. Smith Ii, Andrew Sikula Sr., Lorraine P. Anderson
The Key Characteristics Of Different Types Of Employees: A Summary Of Six Studies, Chong W. Kim, Harlan M. Smith Ii, Andrew Sikula Sr., Lorraine P. Anderson
Andrew Sikula, Sr.
Purpose – The purpose of this paper is, first, to summarize six studies which analyze the key characteristics of different types of employees. Three types of employees found in workplaces all over the world are identified as “Necessities,” “Commoners,” and “Parasites” and, second, to combine the results of these studies in order to identify the key traits and behaviors that characterize each type of worker across a variety of social and cultural settings. Design/methodology/approach – For starters, three types of employees are defined. First, a person is a Necessity if s/he is irreplaceable and critical to the functioning of an …
The Characteristics Of “Necessity” In A Work Place: A Replication Study, Chong W. Kim, Andrew Sikula Sr.
The Characteristics Of “Necessity” In A Work Place: A Replication Study, Chong W. Kim, Andrew Sikula Sr.
Andrew Sikula, Sr.
As defined in our previous paper (Kim and Sikula, 2003), there could be three types of person and roles they play in the workplace: Necessity, Common and Parasite. A Necessity is the one who is an irreplaceable person. A Common is a worker of average ability and talent, and a Parasite is an employee free-loader who is a moocher more than a contributor. The purpose of this paper is to replicate the first paper, and compare the results of two data sets. The data for the first paper collected from 34 undergraduate senior students in an Organizational Behavior (OB) class, …
Reinventing Leadership: Blended Dualism, Andrew Sikula Sr., Chong W. Kim
Reinventing Leadership: Blended Dualism, Andrew Sikula Sr., Chong W. Kim
Andrew Sikula, Sr.
Leadership needs to be redefined and explained differently in terms of what we have learned about organizational directorship during the last few decades. In addition to a new definition, a post twentieth century model of leadership needs created with steps and parameters opposite from pre-2000 thinking and philosophy. This article presents a new leadership definition and model, plus it identifies leadership parameters, steps, and lessons. Furthermore, it introduces a new concept into management/leadership/organization literature called Blended Dualism which incorporates the very latest supervisory thinking into a holistic, integrated amalgam of what initially appears to be contradictory or at least paradoxical …