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Articles 1 - 5 of 5
Full-Text Articles in Business
Measuring Bad Leadership In Organisations, James Shaw, Anthony Erickson
Measuring Bad Leadership In Organisations, James Shaw, Anthony Erickson
James B Shaw
This study describes the development of a measure of the nature of bad leadership in organisations. We then use scales developed from that measure in cluster analysis to empirically derive a taxonomy of bad leaders. Data were obtained through a web-based survey that generated 717 respondents. Based on follower perceptions, the results identified seven types of bad leaders based on behaviour-focused scales and seven types of bad leaders identified were not "all bad" but rather perceived as extreme on just one or two characteristics.
The Availability Of Personal And External Coping Resources: Their Impact On Job Stress And Employee Attitudes During Organizational Restructuring. [2nd Rev. Ed.], James B. Shaw, Mitchell W. Fields, James W. Thacker, Cynthia D. Fisher
The Availability Of Personal And External Coping Resources: Their Impact On Job Stress And Employee Attitudes During Organizational Restructuring. [2nd Rev. Ed.], James B. Shaw, Mitchell W. Fields, James W. Thacker, Cynthia D. Fisher
James B Shaw
This study examined the relationships among personal coping resources, social support, external coping resources, job stressors and job strains in a sample of 110 American Telephone & Telegraph employees undergoing a major organizational restructuring. The study expanded on a model suggested by Ashford (1988) by defining another category of coping resources that employees may draw upon to deal with the stressors and strains which occur during major organizational changes. External coping resources were defined as those which provided employees with a sense of "vicarious control" in stressful situations. Results indicated that personal coping resources, social support, and external coping resources …
Human Resource Practices In Hong Kong And Singapore: A Comparative Analysis, James B. Shaw, Paul S. Kirkbride, Cynthia D. Fisher, Sara F. Y. Tang
Human Resource Practices In Hong Kong And Singapore: A Comparative Analysis, James B. Shaw, Paul S. Kirkbride, Cynthia D. Fisher, Sara F. Y. Tang
James B Shaw
Extract:Due to the explosive growth of the Asian economies over the past two decades, considerable attention has been focused on the human resource management (HRM) practices of Asian businesses. In the 1980's, numerous authors described Japanese HRM practices and debated their applicability and transferability to firms in other Asian and Western nations. Although interest in Japanese HRM practices continues, increasing attention is being drawn to management practices of firms in the "little dragons" of East Asia --- Hong Kong, Singapore, Taiwan and South Korea. These "little dragons" have had phenomenal economic success in the last 20 years, with many authors …
Organisational And Environmental Factors Related To Hrm Practices In Hong Kong: A Cross-Cultural Expanded Replication, James B. Shaw, Paul S. Kirkbride, Sara F. Y. Tang, Cynthia D. Fisher
Organisational And Environmental Factors Related To Hrm Practices In Hong Kong: A Cross-Cultural Expanded Replication, James B. Shaw, Paul S. Kirkbride, Sara F. Y. Tang, Cynthia D. Fisher
James B Shaw
Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm size, level ofunionsation and several indices related to the presence of an HRM department within the firm on Human Resource Management (HR) practices. Culture was a relatively weak predictor of HR practices. Existence of an HRM department and level of unionisation were moderate predictors while firm size and the existence of specialised training departments within the HRM department were the strongest preditors of HR practices.
Teaching Hrm And Managerial Skills With The 'Living Case' Exercise: An Evaluation, Cynthia D. Fisher, Carol A. Dickenson, James B. Shaw, Gregory N. Southey
Teaching Hrm And Managerial Skills With The 'Living Case' Exercise: An Evaluation, Cynthia D. Fisher, Carol A. Dickenson, James B. Shaw, Gregory N. Southey
James B Shaw
Extract:The purpose of this paper is to describe and evaluate an innovative approach to teaching human resource management. The approach involves students working in small groups on a semester-long project in the form of an on-going case study (here after called the 'living case'). After setting up a simulated organisation complete with identification of strategies, structure and culture, students are required to make and defend a series of HR decisions in which they apply theory and classroom learning about HRM to their "real" organisation. The approach emphasises the context of HRM decisions and helps to develop a range of both …