Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 13 of 13
Full-Text Articles in Business
Forgiveness As An Individual, Group, And Organizational Competency: A Literature Review And Comments, Susan R. Madsen, Scott Hammond
Forgiveness As An Individual, Group, And Organizational Competency: A Literature Review And Comments, Susan R. Madsen, Scott Hammond
Susan R. Madsen
Studying forgiveness presents a formidable challenge to the organizational scholar. Forgiveness is a concept that has cultural, moral, and behavioral implications. Generally seen as rooted in religion by many (Smith, 1988), it is also a concept that may have a significant impact within the organization. In this paper we will offer a three-part model of the notion of forgiveness. Our model is based on the observation that the existing literature on forgiveness is clustered around three levels of behavioral patterns: 1) individual forgiveness, 2) group forgiveness, and 3) organizational forgiveness. We will also present a newly developed framework with an …
Forgiveness As An Hrd Intervention: Literature And Proposed Model, Susan R. Madsen, Janice Gygi, Scott Hammond, Suzanne Plowman
Forgiveness As An Hrd Intervention: Literature And Proposed Model, Susan R. Madsen, Janice Gygi, Scott Hammond, Suzanne Plowman
Susan R. Madsen
The purpose of this review is to explore the literature related to interpersonal forgiveness in organizations and its possible implications for HRD theory and practice. It defines forgiveness and provides a theoretical framework for its consideration within the workplace environment. It also reviews and discusses the benefits and risks of forgiveness, the role of leadership in a forgiving culture, and the literature regarding related business interventions.
The Influence Of Maslow's Humanistic Views On An Employee's Motivation To Learn, Ian Wilson, Susan R. Madsen
The Influence Of Maslow's Humanistic Views On An Employee's Motivation To Learn, Ian Wilson, Susan R. Madsen
Susan R. Madsen
Continual employee training and learning is critical to the ability of organizations to adapt to an ever changing national and international business environment. What motivates employees to learn? Abraham Maslow has had a significant impact on motivation theory, humanistic psychology, and subsequently, adult learning in the workplace. This paper will discuss the development of Maslow's humanistic views and trace their impact on past trends in business training as well as the implications for current challenges that managers face in motivating employee learning in the workplace.
The Influence Of Maslow's Humanistic Views On An Employee's Motivation To Learn, Ian Wilson, Susan R. Madsen
The Influence Of Maslow's Humanistic Views On An Employee's Motivation To Learn, Ian Wilson, Susan R. Madsen
Susan R. Madsen
Continual employee training and learning is critical to the ability of organizations to adapt to an ever changing national and international business environment. What motivates employees to learn? Abraham Maslow has had a significant impact on motivation theory, humanistic psychology, and subsequently, adult learning in the workplace. This paper will discuss the development of Maslow’s humanistic views and trace their impact on past trends in business training as well as the implications for current challenges that managers face in motivating employee learning in the workplace.
Women University Presidents: Career Paths And Educational Backgrounds, Susan R. Madsen
Women University Presidents: Career Paths And Educational Backgrounds, Susan R. Madsen
Susan R. Madsen
The purpose of this paper is to report findings related to the lived experiences of women university presidents’ in developing the knowledge, skills, abilities, and competencies required for successful leadership in higher education. More specifically, this report focuses on their educational backgrounds and career paths. Using qualitative in-depth interviews (phenomenological research methodology), ten women university presidents were interviewed for two to three hours each. Interviews were audio taped and transcribed, and theme generation techniques used. Although there were some similarities among the women in terms of educational backgrounds and employment positions, the data show that presidents can emerge from a …
High Performance Teams: What Makes The Difference?, Bruce Jackson, Susan R. Madsen
High Performance Teams: What Makes The Difference?, Bruce Jackson, Susan R. Madsen
Susan R. Madsen
During the past number of decades, team structures have produced significant results for organizations (Kirkman & Rosen, 2000). Even since the 1980s, organizations have significantly increased and improved group and team structure use. By 1997, Cohen and Bailey found that organizations with greater than 100 employees utilized team structures 82 percent of the time. They also found that 68 percent of the Fortune 1000 utilized team structures of some sort, while Shulman (1996) found that 47 percent of these companies utilized teams. This increase in teams has since made major contributions by helping organizations increase efficiency, flexibility, and performance. Therefore, …
Work-Family Conflict And Health: A Study Of The Workplace, Psychological, And Behavioral Correlates, Susan R. Madsen, Cameron John, Duane Miller
Work-Family Conflict And Health: A Study Of The Workplace, Psychological, And Behavioral Correlates, Susan R. Madsen, Cameron John, Duane Miller
Susan R. Madsen
Quantitative methods are used to shed light on the relationships among work-family conflict, health, and other workplace, psychological, and behavioral constructs, i.e., organizational commitment, management/leadership relations, job knowledge and skills, job demands, workplace social relations, and readiness for change. A survey questionnaire was used to collect data regarding the perceptions of 464 employees in four organizations. Negative correlations were found between work-family conflict and all variables except job knowledge and skills. Significant relationships were also discovered between health and all study variables. Multiple regressions were used to explore the relationships between the demographic variables and work-family conflict and health.
Common Factors Of High Performance Teams, Bruce Jackson, Susan R. Madsen
Common Factors Of High Performance Teams, Bruce Jackson, Susan R. Madsen
Susan R. Madsen
Utilization of work teams is now wide spread in all types of organizations throughout the world. However, an understanding of the important factors common to high performance teams is rare. The purpose of this content analysis is to explore the literature and propose findings related to high performance teams. These include definition and types, goals, talent, skills, performance ethics, incentives and motivation, efficacy, leadership, conflict, communication, power and empowerment, norms and standards, and values.
Common Factors Of High Performance Teams, Bruce Jackson, Susan R. Madsen
Common Factors Of High Performance Teams, Bruce Jackson, Susan R. Madsen
Susan R. Madsen
Utilization of work teams is now widespread in all types of organizations throughout the world. An understanding of the important factors common to high performance teams is, however, rare. the purpose of this content analysis is to explore the literature and propose findings related to high performance teams. These include definition and types, goals, talent, skills, performance ethics, incentives and motivation, efficacy, leadership, conflict, communication, power and empowerment, norms and standards, and values.
Viewing Corporate Wellness Programs As Systems, Susan R. Madsen
Viewing Corporate Wellness Programs As Systems, Susan R. Madsen
Susan R. Madsen
Although interest in corporate wellness continues to increase in workplaces in various countries, many businesses still consider employee wellness as unrelated to the organization and its functions. Some continue to view wellness as having little or no financial impact on an organization and, therefore, not part of the overall organizational system. This paper argues that wellness programming should be analyzed as both a freestanding system and also a subsystem of the overall business. By viewing it through the general systems theoretical lens, the wellness system can find its place and be ultimately seen as integral within the overall organizational system.
Job Esteem: Definition And Instrument Development, Douglas G. Miller, Susan R. Madsen
Job Esteem: Definition And Instrument Development, Douglas G. Miller, Susan R. Madsen
Susan R. Madsen
The purpose of this study was to introduce a new construct that would assist in understanding employee attitudes and behaviors in hospitality sector jobs. The research introduces job-esteem and justifies it as a unique construct worthy of further study. Job-esteem is defined as the level of respect and dignity an individual believes is associated with his/her job. An instrument is developed to assist in measuring the level of job-esteem found in hospitality employees. The instrument is then administered to 75 employees of a large hotel chain in Hawaii. Tests show the instrument meets reliability standards.
Viewing Corporate Wellness Programs As Systems, Susan R. Madsen
Viewing Corporate Wellness Programs As Systems, Susan R. Madsen
Susan R. Madsen
Although interest in corporate wellness continues to increase in workplaces in various countries, many businesses still consider employee wellness as unrelated to the organization and its functions. Some continue to view wellness as having little or no financial impact on an organization and, therefore, not part of the overall organizational system. This paper argues that wellness programming should be analyzed as both a freestanding system and also a subsystem of the overall business. By viewing it through the general systems theoretical lens, the wellness system can find its place and be ultimately seen as integral within the overall organizational system.
Human Advantage: Making People Part Of Your Strategy, Susan R. Madsen
Human Advantage: Making People Part Of Your Strategy, Susan R. Madsen
Susan R. Madsen
The greatest resource we have in the health club industry is our employees, and, only by accounting for and incorporating the human element in everything we do can we produce an exceptional, effective strategy.