Human Resources Management Commons^™

Onboarding Program Eastern Band Of Cherokee Indians - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The federally-recognized Eastern Band of Cherokee Indians (EBCI) administers the Division of Public Health and Human Services (PHHS), a multi-service agency. PHHS is led by a Secretary who reports directly to the Tribe’s governing Council. PHHS consists of two Departments, each led by a Director. The Tribe’s child welfare agency is the Family Safety Program (FSP), and it sits within the PHHS Department of Human Services under the leadership of a Manager. Human Resources is a separate tribal division and is directed by a Secretary who is appointed by the Chief. Individual programs have discretion of hiring and manage the …

Supportive Supervision And Resiliency Ohio - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The Ohio Department of Job and Family Services (ODJFS), through the Office of Families and Children (OFC), is responsible for Ohio’s state-supervised, countyadministered child welfare system. Ohio’s 83 singlecounty agencies and two multi-county agencies are responsible for the delivery of child protective services and ongoing case management in Ohio’s 88 counties. Sixty-three agencies are housed in a county ODJFS department, overseen by county commissioners, and 22 children services boards are stand-alone child welfare agencies overseen by citizens appointed by county commissioners. OFC is responsible for state-level administration and oversight of programs that prevent child abuse and neglect; provide services to …

Addressing Work-Related Traumatic Stress Nebraska - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The Nebraska Department of Health and Human Services (DHHS) is a multi-service agency led by a Chief Executive Officer (CEO), who is appointed by the Governor. The CEO oversees six divisions including the Division of Children and Family Services (DCFS), which is the state’s child welfare agency. The divisions are supported by centralized operations that include Human Resources (HR) & Development. HR has at least one individual with a strong working knowledge of DCFS operations and who is specifically assigned to provide support solely to DCFS.

DCFS is a state-administered system organized into five geographic regions: Western Service Area (WSA), …

Competency-Based Personnel Selection Oklahoma - Site Overview, Quality Improvement Center For Workforce Development

Other QIC-WD Products

The Child Welfare Services division of Oklahoma Human Services (OKDHS) is a state-administered child welfare agency. The OKDHS divisions are supported by centralized operations including Human Resource Management (HRM). A small team of human resources professionals within Child Welfare Services work closely with HRM to support Child Welfare Services’ personnel needs.

The executive team of Child Welfare Services includes the director and deputy directors (who lead teams of district directors, field administrators, and program administrators). The agency is divided into five field regions serving 27 districts and 77 counties. At least one district director leads each district. The district directors …

How Can Child Welfare Agencies Leverage Data To Address Important Workforce Questions?, Quality Improvement Center For Workforce Development

QIC-Tips

Child welfare agencies experience workforce turnover (14-20% annually) that can be costly and result in poorer outcomes for children and families. Although turnover is often acknowledged as a significant problem, it is not one that is easily understood or addressed. The following tips and strategies being implemented by jurisdictions working with the QIC-WD may be helpful for child welfare administrators, legislators, and other policymakers seeking to utilize agency data to answer pertinent child welfare workforce questions.

• Understand what data is collected and stored, and where. Oftentimes, there are multiple systems used by agencies during the employee lifecycle that may contain …

How Can Public Child Welfare Agencies Get And Keep A Great Workforce?, Quality Improvement Center For Workforce Development

QIC-Tips

Public child welfare agencies continue to face complex challenges including high workforce turnover. An examination of federal data found that, from 2003 to 2015, states experienced 14-22% annual turnover rates, with caseworkers staying on the job for an average of 1.8 years. Such turnover increases workloads for remaining workers and negatively impacts children and families. The QIC-WD is working with eight jurisdictions to better understand turnover and test interventions to improve workforce retention. The following tips were compiled based on the experience of QIC-WD sites. They are intended to help child welfare administrators, state legislators, or other local policymakers consider …

Generalist Versus Specialist Ceos And Acquisitions: Two-Sided Matching And The Impact Of Ceo Characteristics On Firm Outcomes, Guoli Chen, Sterling Huang, Philipp Meyer-Doyle

Research Collection School Of Accountancy

Research Summary: To address endogeneity concerns stemming from firm-CEO matching, we deploy a two-sided matching model that identifies the complementarities arising from the CEO-firm match and subsequently account for these complementarities in empirical tests. Applying this approach, we examine how the nature of CEOs' human capital affects the acquisition behavior and performance of firms. We find that generalist CEOs (CEOs with a broader set of knowledge and skills) are more likely to engage in unrelated acquisitions than specialist CEOs (CEOs with a narrower but deeper set of knowledge and skills). We also find that the fit between the nature of …

J Mich Dent Assoc June 2021

The Journal of the Michigan Dental Association

Every month, The Journal of the Michigan Dental Association brings news, information, and features about Michigan dentistry to our state's oral health community and the MDA's 6,200+ members. No publication reaches more Michigan dentists!

In this issue, the reader will find the following original content:

• A cover story “Team-Based Treatment of Oral Cancer: The U-M Experience”.
• A feature article, “Dental Management of the Head and Neck Cancer Patient Treated with Radiation Therapy: Update 2021”.
• A feature article on “Understanding Cyber Threats and the Risk they Pose to Your Practice”.
• "A Train-the-Trainer Education Model and Rural Dental Opioid Prescribing Outcomes”, a …

Gender Differences In Leadership: An Investigation Into Female Leadership Styles And Affective Organisational Commitment., Katrine Juliane Schubert

Business ETD Collections

As many women enter the ranks of leadership, more research is conducted and needed. Through qualitative analyses based on bibliographic research, this study aims to explore the gender differences in leadership, providing an investigation into female leadership styles and affective organisational commitment. The review and analysis of existing literature demonstrated that the transformational leadership style is more typical of females than male leaders. The study’s findings also indicate that there are differences between female and male leaders’ styles and traits, reinforcing the existing leadership gender stereotype that female leaders are seen as more emotional, supportive, caring, and people-oriented. In contrast, …

Counterpoint: Laying The Groundwork For The First Geospatial Red Team, Rachel Parkin

Critical and Creative Thinking Capstones Collection

The goal of this synthesis has been to develop a set of principles or strategies to guide the establishment of a permanent red team within the National Geospatial-Intelligence Agency (NGA). Over the course of a decade spent working at NGA, I discovered a passion for analytic tradecraft and looking for ways I can push the agency toward a culture that allows critical and creative thinking to thrive. This paper combines my research about organizational culture and reflective narratives about events and observations that shaped my understanding of NGA’s current organizational culture. I identify significant blind spots in our organizational approach …

Judicious Vulnerability: How Humility, Teachability, And Awareness Impact Teams In Organizational Settings, Mac Strachan

Intuition: The BYU Undergraduate Journal of Psychology

In some professions, such as medicine, law enforcement, athletics, and education, maintaining high performance standards while being emotionally stoic often leads to work fatigue and burnout. This state of being can be detrimental to the health of both the professionals and the organization that employs them, bringing into question the necessity of a culture driven by competition and ego. As such, this paper explores the concept of vulnerability as a means to explain cognitive and emotional processes that positively affect relational behavior and organizational culture. Judicious vulnerability sits at the intersection of humility, teachability, and awareness and has the capacity …

Business-Human Resources Pac Minutes May 27,2021, Meghan Jennings

PAC Minutes

No abstract provided.

Business Administration- Human Resources Pac Minutes May 27,2021, Meghan Jennings

PAC Minutes

No abstract provided.

Human Resources Management Pac Minutes- May 27, 2021, Meghan Jennings

PAC Minutes

No abstract provided.

From Managing Nurses To Serving Nurses: The Case For Transfusing Nursing Management With Servant Leadership During The Global Covid-19 Pandemic, William P. Jimenez, Seterra D. Burleson, Matthew J. Haugh

Psychology Faculty Publications

No abstract provided.

Video Feedback, Megan Paul

Umbrella Summaries

What is video feedback?

Video feedback refers here to a training method that involves giving learners feedback on their skills using a video recording of their behavior in a real or simulated environment. Though video feedback is used in a variety of settings (e.g., athletic, parenting, or surgical training), the focus here is on skill development among professionals that engage in interpersonal interactions (e.g., teachers, social workers, nurses; Fukkink et al., 2011). Targeted skills may be broad (e.g., empathy, nervousness, active listening) or narrow (body posture, eye contact, gestures, use of open questions). The process typically involves recording learners as …

Job Seekers’ Impression Management On Facebook: Scale Development, Antecedents, And Outcomes, Vanessa Myers, Jennifer P. B. Price, Nicolas Roulin, Alexandra Duval, Shayda Sobhani

Personnel Assessment and Decisions

Many organizations rely on social media like Facebook as a screening or selection tool; however, research still largely lags behind practice. For instance, little is known about how individuals are strategically utilizing their Facebook profile while applying for jobs. This research examines job seekers’ impression management (IM) tactics on Facebook, personality traits associated with IM use, and associations between IM and job-search outcomes. Results from two complementary studies demonstrate that job seekers engage in three main Facebook IM tactics: defensive, assertive deceptive, and assertive honest IM. Job seekers lower in Honesty–Humility use more Facebook IM tactics, whereas those higher in …

The Effect Of Organizational Culture On Faking In The Job Interview, Damian Canagasuriam, Nicolas Roulin

Personnel Assessment and Decisions

Deceptive impression management (i.e., faking) may alter interviewers’ perceptions of applicants’ qualifications and, consequently, decrease the predictive validity of the job interview. In examining faking antecedents, research has given little attention to situational variables. Using a between-subjects experiment, this research addressed that gap by examining whether organizational culture impacted both the extent to which applicants faked and the manner in which they faked during a job interview. Analyses of variance revealed that organizational culture did not affect the extent to which applicants faked. However, when taking into account applicants’ perceptions of the ideal candidate, organizational culture was found to indirectly …

Liar, Liar, Pants On Fire: How Verbal Deception Cues Signal Deceptive Versus Honest Impression Management And Influence Interview Ratings, Lenke Roth, Ute-Christine Klehe, Gloria Willhardt

Personnel Assessment and Decisions

Impression management (IM), especially deceptive IM (faking), is a cause for concern in selection interviews. The current study combines findings on lie detection with signaling theory to address how candidates’ deceptive versus honest IM shows in verbal deception cues, which then relate to interview ratings of candidates’ interview performance. After completing a structured interview rated by two trained interviewers, 182 candidates reported their deceptive and honest IM. Verbal deception cues (plausibility, verbal uncertainty) were coded from video recordings. Results supported the hypotheses: Deceptive IM directly raised interviewer ratings (intended positive signal) but lowered the responses’ plausibility and enhanced verbal uncertainties …

Unintended Consequences Of Interview Faking: Impact On Perceived Fit And Affective Outcomes, Brooke D. Charbonneau, Deborah M. Powell, Jeffrey R. Spence, Sean T. Lyons

Personnel Assessment and Decisions

Drawing on signalling theory, we propose that use of deceptive impression management (IM) in the employment interview could produce false signals, and individuals hired based on such signals may incur consequences once they are on the job—such as poor perceived fit. We surveyed job applicants who recently interviewed and received a job to investigate the relationship between use of deceptive IM in the interview and subsequent perceived personjob and person-organization fit, stress, well-being, and employee engagement. In a twophase study, 206 job applicants self-reported their use of deceptive IM in their interviews at Time 1, and their perceived person–job and …