Pub Date : 1995-06-01DOI: 10.1108/09556219510086788
R. Burke, J. Bristor, Mitchell G. Rothstein
Describes an exploratory study to examine the interpersonal networks of managerial women and men. Women and men indicated all potentially supportive relationships they had both inside and outside their organizations. Data were collected from 57 women and 55 men using questionnaires. Includes also potential antecedents of such relationships (individual demographic, work environment), consequences (job satisfaction, career success, job involvement) and network characteristics (number of individuals, frequency of interactions, development functions provided). Finds that all respondents indicate having network members both inside and outside their organizations. Insiders are more numerous than outsiders. Finally hierarchical regression analyses indicate few effects of developmental functions from network members on work and career outcomes when personal and work setting characteristics are controlled.
{"title":"The Role of Interpersonal Networks in Women's and Men's Career Development.","authors":"R. Burke, J. Bristor, Mitchell G. Rothstein","doi":"10.1108/09556219510086788","DOIUrl":"https://doi.org/10.1108/09556219510086788","url":null,"abstract":"Describes an exploratory study to examine the interpersonal networks of managerial women and men. Women and men indicated all potentially supportive relationships they had both inside and outside their organizations. Data were collected from 57 women and 55 men using questionnaires. Includes also potential antecedents of such relationships (individual demographic, work environment), consequences (job satisfaction, career success, job involvement) and network characteristics (number of individuals, frequency of interactions, development functions provided). Finds that all respondents indicate having network members both inside and outside their organizations. Insiders are more numerous than outsiders. Finally hierarchical regression analyses indicate few effects of developmental functions from network members on work and career outcomes when personal and work setting characteristics are controlled.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"65 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124704649","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-04-01DOI: 10.1108/09556219510083826
C. Kerr
Discusses human resourcing measures taken and maintaining staff motivation during a difficult, pre‐merger transitional period. Refers specifically to the merger of Lloyds and Midland banks with HSBC Holdings plc.
{"title":"Human resourcing following a merger","authors":"C. Kerr","doi":"10.1108/09556219510083826","DOIUrl":"https://doi.org/10.1108/09556219510083826","url":null,"abstract":"Discusses human resourcing measures taken and maintaining staff motivation during a difficult, pre‐merger transitional period. Refers specifically to the merger of Lloyds and Midland banks with HSBC Holdings plc.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121881501","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-04-01DOI: 10.1108/09556219510083844
Bernard Burch O′Bryan, R. Pick
Applying Maslow′s hierarchy of needs, suggests most information systems professionals have unfulfilled needs only at higher levels of the hierarchy. The exact level of the hierarchy will vary from person to person with differences between supervisors and their staff. Proposes that training can fulfil information systems′ personnel needs at several levels.
{"title":"Keeping information systems staff (happy)","authors":"Bernard Burch O′Bryan, R. Pick","doi":"10.1108/09556219510083844","DOIUrl":"https://doi.org/10.1108/09556219510083844","url":null,"abstract":"Applying Maslow′s hierarchy of needs, suggests most information systems professionals have unfulfilled needs only at higher levels of the hierarchy. The exact level of the hierarchy will vary from person to person with differences between supervisors and their staff. Proposes that training can fulfil information systems′ personnel needs at several levels.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116545161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-04-01DOI: 10.1108/09556219510083835
T. Redman, B. Mathews
Examines the changing employment market in personnel by comparing recruitment advertisements with their counterparts of ten years ago. Variations over time reflect changes in the values of employers and changes in the nature of employment. Finds that the public sector is now more prominent in recruitment, HRM is developing as a specific function, experience requirements are becoming more specific and the Institute of Personnel Management (IPM) qualifications are more in demand. Overall effectiveness of job advertisements has also improved slightly, but there appears to be ample scope for further development.
{"title":"Trends in recruitment: a ten‐year retrospective view","authors":"T. Redman, B. Mathews","doi":"10.1108/09556219510083835","DOIUrl":"https://doi.org/10.1108/09556219510083835","url":null,"abstract":"Examines the changing employment market in personnel by comparing recruitment advertisements with their counterparts of ten years ago. Variations over time reflect changes in the values of employers and changes in the nature of employment. Finds that the public sector is now more prominent in recruitment, HRM is developing as a specific function, experience requirements are becoming more specific and the Institute of Personnel Management (IPM) qualifications are more in demand. Overall effectiveness of job advertisements has also improved slightly, but there appears to be ample scope for further development.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"204 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122442776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-04-01DOI: 10.1108/09556219510083862
B. Lloyd, W. Bridges
Presents the transcript of an interview with William Bridges, author of Jobshift: How to Prosper in a Workplace without Jobs. Argues that the whole, traditional concept of the job is now becoming a historical artefact. As well as discussing challenges for the future, touches upon benchmarking and re‐engineering, leadership and strategy, and the high priority for learning. The transcript is followed by a review of the book.
{"title":"The end of the job","authors":"B. Lloyd, W. Bridges","doi":"10.1108/09556219510083862","DOIUrl":"https://doi.org/10.1108/09556219510083862","url":null,"abstract":"Presents the transcript of an interview with William Bridges, author of Jobshift: How to Prosper in a Workplace without Jobs. Argues that the whole, traditional concept of the job is now becoming a historical artefact. As well as discussing challenges for the future, touches upon benchmarking and re‐engineering, leadership and strategy, and the high priority for learning. The transcript is followed by a review of the book.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132265585","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-04-01DOI: 10.1108/09556219510083853
M. Large, M. Saunders
Recent British figures on gender and inequality at work show that, despite extensive legislation and the implementation of equal opportunities policies, there is still widespread structural gender inequality and job segregation. Explores a model of decision making which explains how a combination of both individual choices and organizational blockages maintains the glass ceiling.
{"title":"A decision‐making model for analysing how the glass ceiling is maintained: unblocking equal promotion opportunities","authors":"M. Large, M. Saunders","doi":"10.1108/09556219510083853","DOIUrl":"https://doi.org/10.1108/09556219510083853","url":null,"abstract":"Recent British figures on gender and inequality at work show that, despite extensive legislation and the implementation of equal opportunities policies, there is still widespread structural gender inequality and job segregation. Explores a model of decision making which explains how a combination of both individual choices and organizational blockages maintains the glass ceiling.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"119 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123473004","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-04-01DOI: 10.1108/09556219510083817
C. Orpen
Using a contingency model of the effectiveness of performance appraisal interviews as a framework, examines the extent to which employee job performance and employee relations with their superior moderate the impact of goal setting in the interviews on the important outcomes: employees′ reactions to the interview and their degree of work motivation among 135 non‐managerial employees in a medium‐sized manufacturing company. Hierarchical regression analysis indicated that the impact of goal setting was stronger among poor performers than among good performers, and among employees who had good relations with their superiors than among those whose relations were relatively poor. Advances reasons for these and suggests implications for improving appraisals.
{"title":"Employee job performance and relations with superior as moderators of the effect of appraisal goal setting on employee work attitudes","authors":"C. Orpen","doi":"10.1108/09556219510083817","DOIUrl":"https://doi.org/10.1108/09556219510083817","url":null,"abstract":"Using a contingency model of the effectiveness of performance appraisal interviews as a framework, examines the extent to which employee job performance and employee relations with their superior moderate the impact of goal setting in the interviews on the important outcomes: employees′ reactions to the interview and their degree of work motivation among 135 non‐managerial employees in a medium‐sized manufacturing company. Hierarchical regression analysis indicated that the impact of goal setting was stronger among poor performers than among good performers, and among employees who had good relations with their superiors than among those whose relations were relatively poor. Advances reasons for these and suggests implications for improving appraisals.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133375872","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-02-01DOI: 10.1108/09556219510079597
R. Burke
Examines the relationship of individual demographic characteristics, work‐setting factors and work outcomes to perceived bias, both personally experienced and observed in organizational decision making. Data were collected from 829 women and 766 men employed in a single professional services firm using anonymously completed questionnaires. Although both women and men perceived bias, women reported significantly higher levels of both personally experienced and observed bias. Perceived bias was correlated with work settings and work outcomes similarly for women and men. Women and men experiencing and observing more bias, described the work setting as less favourable and were less satisfied, more likely to quit and saw the organization as less committed to fairness and due process. Draws implications for management and organizations.
{"title":"Correlates of perceived bias in a professional services firm","authors":"R. Burke","doi":"10.1108/09556219510079597","DOIUrl":"https://doi.org/10.1108/09556219510079597","url":null,"abstract":"Examines the relationship of individual demographic characteristics, work‐setting factors and work outcomes to perceived bias, both personally experienced and observed in organizational decision making. Data were collected from 829 women and 766 men employed in a single professional services firm using anonymously completed questionnaires. Although both women and men perceived bias, women reported significantly higher levels of both personally experienced and observed bias. Perceived bias was correlated with work settings and work outcomes similarly for women and men. Women and men experiencing and observing more bias, described the work setting as less favourable and were less satisfied, more likely to quit and saw the organization as less committed to fairness and due process. Draws implications for management and organizations.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"3 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122544720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-12-01DOI: 10.1108/09556219410072298
R. Zeffane, Geoffrey Mayo
In the 1990s, a number of emerging issues are posing serious challenges to the staffing function in both public and private sector organizations. Discusses these issues and their implications on career trends and staffing strategies. In particular, examines and discusses the various staffing and career challenges posed by workforce diversity, the increasing entry of women in the workforce, the increasing demand on education and training, the increasing importance of equal opportunity and age discrimination legislation and the changing pattern in employee aspirations and attitudes. Also presents the way in which organizations in the 1990s are responding to the above challenges. Also outlines and discusses a number of suggestions relating to more effective career and staffing strategies to deal with the above challenges.
{"title":"Career Trends and Staffing Strategies in the 1990s","authors":"R. Zeffane, Geoffrey Mayo","doi":"10.1108/09556219410072298","DOIUrl":"https://doi.org/10.1108/09556219410072298","url":null,"abstract":"In the 1990s, a number of emerging issues are posing serious challenges to the staffing function in both public and private sector organizations. Discusses these issues and their implications on career trends and staffing strategies. In particular, examines and discusses the various staffing and career challenges posed by workforce diversity, the increasing entry of women in the workforce, the increasing demand on education and training, the increasing importance of equal opportunity and age discrimination legislation and the changing pattern in employee aspirations and attitudes. Also presents the way in which organizations in the 1990s are responding to the above challenges. Also outlines and discusses a number of suggestions relating to more effective career and staffing strategies to deal with the above challenges.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121955025","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1994-12-01DOI: 10.1108/09556219410072324
P. C. Wright, M. Belcourt
Using a model that defines the manager′s job as a core of basic skills surrounded by a variable and varying envelope of discretionary tasks, links career management to the organization′s strategy through the coaching process. The key factor is to ensure direct transfer from the “learning venue” to the “work venue”. Thus the workplace is seen as the most appropriate venue for management development, an activity related directly to career management.
{"title":"Management Development: A Career Management Perspective","authors":"P. C. Wright, M. Belcourt","doi":"10.1108/09556219410072324","DOIUrl":"https://doi.org/10.1108/09556219410072324","url":null,"abstract":"Using a model that defines the manager′s job as a core of basic skills surrounded by a variable and varying envelope of discretionary tasks, links career management to the organization′s strategy through the coaching process. The key factor is to ensure direct transfer from the “learning venue” to the “work venue”. Thus the workplace is seen as the most appropriate venue for management development, an activity related directly to career management.","PeriodicalId":106431,"journal":{"name":"International Journal of Career Management","volume":"85 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115853502","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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