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Full-Text Articles in Education
Chapter 1: The Merits Of A Chief Diversity Officer (Cdo): Enterprise Training Program Strategy, Abeni El-Amin Ph.D.
Chapter 1: The Merits Of A Chief Diversity Officer (Cdo): Enterprise Training Program Strategy, Abeni El-Amin Ph.D.
Management Faculty Publications
Developing an enterprise training program requires a commitment to cultivating diversity, equity, inclusion, and belonging (DEIB) organizational initiatives while providing alignment to the organizational mission, vision, and ethos. With this knowledge, enterprise training programs benefit organizations by fostering authentic cultures to resolve persistent issues of bias, implicit bias, and offenses of corporate policies. As a value, organizational leadership must lead and champion diversity initiatives to ensure stakeholders understand the importance of complying with organizational policies. The problem is that effective DEIB initiatives need implementation or an overhaul. Institutional DEIB initiatives fail because they have yet to identify the rationale for …
Chapter 12: Including The Exclusive: A Framework For Diversity And Inclusion Training In Intercollegiate Athletics, Abeni El-Amin Ph.D., Ramon Johnson
Chapter 12: Including The Exclusive: A Framework For Diversity And Inclusion Training In Intercollegiate Athletics, Abeni El-Amin Ph.D., Ramon Johnson
Management Faculty Publications
This research provides an analysis of Kentucky State University's (KSU) Athletic Departmental Diversity, Equity, Inclusion, and Belonging (DEIB) training series based on Wolfe's leadership competencies. Utilizing Wolfe's competencies of leaders profile to measure DEIB training effectiveness provided a framework to evaluate the program. Wolfe's four domains are Domain 1: Vision, Values, and Culture; Domain 2: Personal Skills, Mindsets, and Values; Domain 3: Capacity Building for Innovation and Continuous Improvement; and Domain 4: Shared Responsibility and Structures for Continuous Improvement, Innovation, and Assessment. It was found that leaders must focus on the internal complexities of leadership and organizational development, as well …
Chapter 14: Strategies For Mitigating Bias In Training And Development, Quinton L. Marks, Bilal El-Amin, Abeni El-Amin Ph.D.
Chapter 14: Strategies For Mitigating Bias In Training And Development, Quinton L. Marks, Bilal El-Amin, Abeni El-Amin Ph.D.
Management Faculty Publications
This chapter will examine the importance of mitigating bias in training and development, which provides internal and external scanning, thus mitigating bias in selection, promotion, compensation, information sharing, and implicit biases. Further, bias in training and development arises when training participants are intentionally or unintentionally targeted because of individual aspects of the “Big 8,†consisting of race, ethnicity, sexual orientation, gender identity, ability, religion/spirituality, nationality, and socioeconomic status. Akin to research, information bias results from misleading training participants by providing incomplete information or showing imaging that is not representative of a diverse group of people. Additionally, DEIB training and development …
Chapter 13: Reconceptualizing Diversity Training Predictors Of Training Success, Shakoor Ward, Abeni El-Amin Ph.D.
Chapter 13: Reconceptualizing Diversity Training Predictors Of Training Success, Shakoor Ward, Abeni El-Amin Ph.D.
Management Faculty Publications
The results of in-depth meta-analyses of diversity training outcomes reveal that cognitive learning is the strongest effect from diversity training, while smaller effects were behavioral and attitudinal change. Further results of the analysis suggest that successful diversity training occurs when learning is the goal, not impact from behavior or attitude changes. An adapted version of The Kirkpatrick Training and Evaluation Model is highlighted to demonstrate how to design an evaluation that measures actual learning, rather than perceived learning. In addition, the Plus/Delta feedback tool is introduced as an effective evaluation tool to identify what is going well and what needs …
Preface: Implementing Diversity, Equity, Inclusion, And Belonging In Educational Management Practices, Abeni El-Amin Ph.D.
Preface: Implementing Diversity, Equity, Inclusion, And Belonging In Educational Management Practices, Abeni El-Amin Ph.D.
Management Faculty Publications
The social and political changes of this era have created a fundamental shift in how businesses view the impact of diversity, equity, inclusion, and belonging (DEIB) in the workplace. Successful businesses are now achieved by incorporating DEIB initiatives and managing inclusive workforces. Thus, it is imperative to understand how leaders implement DEIB educational change initiatives as well as how they make significant, sustainable changes by utilizing communication abilities, conflict management skills, and servant leadership. Simultaneously, educational stakeholders must vet essential change management processes and principles.
Faculty Reopening Committee: A Study Of Chair And Faculty Collaboration, Jeffrey Ward
Faculty Reopening Committee: A Study Of Chair And Faculty Collaboration, Jeffrey Ward
Academic Chairpersons Conference Proceedings
The presenter will share experiences with a self-selected group of volunteer faculty to form a Reopening Committee, offering conclusions not only about the committee but also about also how it more broadly illustrates principles of faculty governance and collegial relationships among faculty and between the faculty and the department head.
Faculty Reopening Committee: A Study Of Chair And Faculty Collaboration, Jeffrey Ward
Faculty Reopening Committee: A Study Of Chair And Faculty Collaboration, Jeffrey Ward
Academic Chairpersons Conference Proceedings
The presenter will share experiences with a self-selected group of volunteer faculty to form a Reopening Committee, offering conclusions not only about the committee but also about also how it more broadly illustrates principles of faculty governance and collegial relationships among faculty and between the faculty and the department head.
Navigating The Realm Of Faculty Evaluation, Sonal Dekhane, Patrice Bell, Neelam Khan
Navigating The Realm Of Faculty Evaluation, Sonal Dekhane, Patrice Bell, Neelam Khan
Academic Chairpersons Conference Proceedings
In this presentation the presenters will discuss annual evaluation process followed at a young, liberal arts institution. Chairs from three different STEM disciplines will provide an overview of the annual evaluation process and share strategies to ensure successful and consistent evaluation in departments of various sizes.
The Effects Of Nomophobia On Employee Engagement, Amber Joy Shirlyn Daniel
The Effects Of Nomophobia On Employee Engagement, Amber Joy Shirlyn Daniel
Browse all Theses and Dissertations
The study outlines the path that the researcher took to investigate the phenomenon of nomophobia as it relates to employee engagement. In the first two chapters, the researcher outlines a synopsis of the problem, presents gleanings from a review of pertinent literature on employee engagement and nomophobia, and articulates a basic conceptual framework for the study. The researcher also shares how the data was collected and analyzed in the third chapter of this document. In the fourth chapter, the method is articulated and finally, results and recommendations are shared in the last chapter.
Leader Labeling Of Employees Within Organizations: Descriptions, Daily Patterns, And Contextual Factors, Erin B. Lunday
Leader Labeling Of Employees Within Organizations: Descriptions, Daily Patterns, And Contextual Factors, Erin B. Lunday
Browse all Theses and Dissertations
This study explored how formally assigned, organizational leaders perceive their employees using an explanatory sequential mixed-method approach. Applying the tropes associated with labeling theory (i.e., the perceptual frame within the labeling process) and positive organizational elements (i.e., positive deviance and positive leadership), the research determined what potential labels leaders assign to employees they supervise, examined the degree to which self-assessed positive leaders assign more positive descriptors, and identified contextual factors that influence the leaders’ labeling process. As part of an eligibility process for the study, leaders completed a positive leader self-assessment (n = 62), of which a sample (n = …
Women In Senior Leadership Roles Career Mobility, Challenges, Success Stories And Need For Future Research, Giselle Flores Martin
Women In Senior Leadership Roles Career Mobility, Challenges, Success Stories And Need For Future Research, Giselle Flores Martin
Doctoral Dissertations
Women in Senior Leadership Roles Career Mobility, Challenges, Success Stories and Need for Future Research Women represent 57.4% of the US working population (~77M in 2019). From this, 51.8% held positions in managerial or professional roles. Although women represent over half of the working population and have demonstrated success in management and professional roles, they face challenges in attaining senior level leadership roles across multiple fields. Therefore, the purpose of this study was to look at how women respond to these challenges as they navigate their careers and ultimately the tools they used to successfully advance to senior level leadership …