In this study, we examine the effect of organizational‐level and individual‐level signals on sex discrimination experiences, job satisfaction, and turnover intentions in a sample of South Korean female employees and organizations. Results indicate that the percentage of women employed in organizations was negatively associated with sex discrimination experienced by women. The number of family‐friendly policies was also negatively associated with sex discrimination in a panel design but not in a cross‐sectional design. We also found that the relationship between individual participation in development activities (e.g., leadership development course, academic degree) and sex discrimination experiences was moderated by organizational‐level participation in development activities. Specifically, the negative impact of participation in development activities on sex discrimination is stronger for individuals in organizations with lower compared to higher levels of overall participation. The same was true for the individual educational level. The negative impact of individual educational level on sex discrimination is stronger for individuals in organizations with high educational level than for those in low organizational educational level. Further, experienced sex discrimination influences individual turnover intention via job satisfaction. © 2016 Wiley Periodicals, Inc.
Student attrition rates in higher education are an ongoing concern in the U.S, and are costly to students themselves, colleges and universities, and the economy in terms of dollars and human potential. Thus, the need to identify solutions to student attrition is pressing for both students who are enrolled in institutions of higher education today, and for multiple generations of students yet to enroll. This article discusses collective impact as a model of intervention at an urban university and the quest to promote institutional efficacy around student retention and graduation strategies in partnership with internal (on-campus) and external (off-campus) constituents.
Purpose Organizational leaders understandably seek to match their workforce to the organization’s strategic focus. However, they may find their ability to do so thwarted by reluctance to retire, even by those financially able to do so, based on the stigma that retirement means “old” and “out to pasture.” The purpose of this paper is to learn what can be done to overcome that possible barrier to implementing a strategic direction. Design/methodology/approach The authors interviewed 12 human resources executives across the USA concerning the challenge of reducing the stigma associated with retirement. The qualitative study involved conversations that focused on “what does your organization do?” rather than testing a specific hypothesis. Findings Respondents talked about actions ranging from the image-related to the substantive, practiced in both for-profit and non-profit settings. Organizations can position retirement as a transition to something else, and therefore a career stage rather than its end. Practical implications Organizational leaders can communicate that retirement is not a career end but a stage of work-life that can pay off in increasing flexibility for employees as well as for the organization itself. Social implications While strategic flexibility benefits organizations, a societal benefit can be more satisfied retirees if they transition to education, volunteer leadership or entrepreneurship. Originality/value The value of this research lies in prompting those at the highest level in organizations, those who design strategy, to consider how its implementation can be improved by actions to affect the retirement perspectives of employees.
A case study analyzed how supervisors at one university selected competencies, or traitbased skills, for non-faculty employees. This case study provides a valuable contribution by focusing on employees at one institution type-a large, public research university. While it has been documented that non-faculty employees provide important contributions to higher education, there is more to be discovered about this population of university employee, noted as more than 2 million Education Policy Analysis Archives Vol. 24 No. 51 2 U.S. employees in 2011. The research question guiding this study was: Within a university setting, how are employee competencies valued by job title within colleges and divisions? Multiple correspondence analysis evaluated supervisor competency selection for 1,836 non-supervisory and 565 supervisory employees using data from this university's 2012 performance appraisal. For nonsupervisory employees, the first dimension accounted for 65.11% of adjusted inertia, or explained variance. The second dimension accounted for 23.89% of adjusted inertia. For supervisory employees, the first dimension accounted for 86.57% of adjusted inertia. The second dimension accounted for 8.26% of adjusted inertia. The key study finding was that, despite the availability of other higher-education specific competency alternatives and best practices for competency use in the appraisal, this institution's implementation of competencies was found to be mechanical. This study proposed best practices for this and similarly situated institutions as to how competencies can be used to develop employees and improve their performance. Keywords: non-faculty employees; performance appraisal; competencies Un caso de competencias: evaluar el valor de rasgo: Evaluación del desempeño para empleados no Facultad de la Universidad Resumen: Un estudio de caso analizado cómo supervisores en una Universidad seleccionan las competencias o habilidades basadas en el rasgo, no Facultad empleados. Este estudio de caso proporciona una valiosa contribución al centrarse en los empleados en un tipo de institución, una Universidad de investigación grande, público. Mientras que se ha documentado que no Facultad empleados brindan importantes aportes a la educación superior, hay más por descubrir acerca de esta población de empleados de la Universidad, señaló como empleados de los Estados Unidos más de 2 millones en 2011. ¿Fue la pregunta de investigación que guía este estudio: dentro de un ámbito universitario, cómo son las competencias del empleado valoradas por título del trabajo en universidades y divisiones? Análisis de correspondencia múltiple había evaluado supervisor competencias selección de 1.836 no supervisión y 565 empleados supervisión utilizando los datos de evaluación del desempeño de la Universidad 2012. Empleados sin supervisión, la primera dimensión representaron el 65.11% de inercia ajustada o explicó la varianza. La segunda dimensión 23.89% de inercia ajustada. Para los empleados de supervisión, la primera dimensión repr...
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