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Articles 1 - 7 of 7
Full-Text Articles in Training and Development
Leadership Behaviors, Practices, And Sytles In Mergers And Acquisitions In The U.S. Technology-Based Organizations: A Qualitative Study, Susan E. Glover
Leadership Behaviors, Practices, And Sytles In Mergers And Acquisitions In The U.S. Technology-Based Organizations: A Qualitative Study, Susan E. Glover
Human Resource Development Theses and Dissertations
Leaders guide and shape the success of mergers and acquisitions (M&A) to meet an organization’s goals and objectives. In this study, I explored the role of leadership during M&A and the effect of different leadership behaviors, practices, and styles (BPS) on different organizational cultures during M&A. This study explored the contribution of leadership BPS on M&A outcomes within an organization with a robust and innovative culture. I focused on the human capital investment strategies of M&A integration concerning different leadership BPS utilized to improve the success rate of M&A goals and objectives. I concentrated on technology-based organizations because they are …
Workplace Fun For Employee Engagement: A Function Of Organizational Culture?, Lacey Logan
Workplace Fun For Employee Engagement: A Function Of Organizational Culture?, Lacey Logan
Human Resource Development Theses and Dissertations
Workplace fun is an organizational phenomenon intended to bring cheerfulness and joviality to employees’ daily work-related interactions. Because of its uplifting nature, workplace fun is prevalent in numerous organizations. A great number of employees have experienced some aspect of having fun at work. This actuality makes the concept of having fun at work familiar to most employees. HRD practitioners use workplace fun to engage employees. However, research has associated workplace fun with employee disengagement as well. Organizational culture potentially explains the different effects of workplace fun on employee engagement. Organizations with clan cultures have a family-like feel. Contrastingly, hierarchy cultures …
A Foundation For Understanding Knowledge Sharing: Organizational Culture, Informal Workplace Learning, Performance Support, And Knowledge Management, Shirley J. Caruso
A Foundation For Understanding Knowledge Sharing: Organizational Culture, Informal Workplace Learning, Performance Support, And Knowledge Management, Shirley J. Caruso
Literacy, Leadership, and Development Faculty Publications
This paper serves as an exploration into some of the ways in which organizations can promote, capture, share, and manage the valuable knowledge of their employees. The problem is that employees typically do not share valuable information, skills, or expertise with other employees or with the entire organization. The author uses research as well as her graduate studies in the field of Human Resource Development (HRD) and professional career experiences as an instructor and training and development consultant to make a correlation between the informal workplace learning experiences that exist in the workplace and the need to promote, capture, and …
A Model For Understanding The Complexity Of Repatriation Into Organizations: A Systems Approach, Nancy Hennigar Reisig
A Model For Understanding The Complexity Of Repatriation Into Organizations: A Systems Approach, Nancy Hennigar Reisig
Student Articles, Chapters, Presentations, Learning Objects
The expatriation/repatriation cycle is a complex system, only parts of which have been studied. Repatriation occurs within a larger system that includes the employee, his or her family, the organization’s business dynamic and Human Resources practices, and its culture. This article examines this system, reviewing key organizational factors affecting repatriation, including organizational design, development, and culture, as well as the neglected role of Human Resources management. Theories around professional employee turnover that link to the repatriate experience are also explored. The author proposes a model for understanding the complexity of repatriation. Gaps in current understanding are discussed as a basis …
Patient Safety Culture And High Reliability Organizations, Jared D. Padgett
Patient Safety Culture And High Reliability Organizations, Jared D. Padgett
Walden Dissertations and Doctoral Studies
A 1999 evaluation of case studies performed by staff from the Institute of Medicine found that between 40,000 and 98,000 patients died from preventable errors, while 43,598 individuals died in car accidents that year. A 2011 report increased that estimate nearly 10 times. Widespread preventable patient harm still occurs despite an increase in healthcare regulations. High-reliability organization theory has contributed to improved safety and may potentially reverse this trend. This explorative single case study explored how the perceptions and experiences of nursing and respiratory staff affected the successful transition of a healthcare organization into a reliability-seeking organization. Fourteen participants from …
Understanding Relational Agility: Exploring Constructs Of Relational Leadership Through Story, David M.I. Mclean
Understanding Relational Agility: Exploring Constructs Of Relational Leadership Through Story, David M.I. Mclean
Antioch University Dissertations & Theses
Organizational storytelling was used within Tri Fit, a Canadian health promotion and fitness company, to explore relational leadership practices. Through 27 confidential one-on-one interviews and an interview of the four-person leadership team, the research attempted to examine how relational agility, a new leadership construct, exists, how it is defined, and to describe its organizational impacts. Two hundred and forty unique stories were shared through this process, out of which nine storylines emerged. The distillation of these revealed three cultural themes: a culture of relational connection; a culture of nice and a culture that values positivity. Demonstrations of transformational leadership, authentic …
There Is Nothing More Diverse Than "New", Frederick A. Miller, Roger Gans
There Is Nothing More Diverse Than "New", Frederick A. Miller, Roger Gans
Communication Faculty Publications
In the organizational competition for talent, successful retention of newly recruited workers is at least as important as the initial hire. Still, many organizations fail to establish a sense of inclusion for new people in much the same way they often fail to create a sense of inclusion for people of color, women, people with foreign accents, or anyone with obvious differences from the “traditional group.” In most organizations, even those that have embarked on “diversity initiatives,” newly hired people often do not feel welcomed. Consequently, turnover rates in the first two years of employment are seven times greater than …