{"title":"Developing the focus of a human resources catalyst","authors":"C. McKirdy","doi":"10.34074/scop.5004003","DOIUrl":"https://doi.org/10.34074/scop.5004003","url":null,"abstract":"","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115423778","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}
{"title":"Communication and customer retention: A case of an accounting organisation","authors":"LeWen Tran, Ehtasham Ghauri","doi":"10.34074/scop.5004014","DOIUrl":"https://doi.org/10.34074/scop.5004014","url":null,"abstract":"","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121236027","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}
In 2019, a learning collaboration document between the DHB and Otago Polytechnic was signed, with the aim of enriching the educational and employment experiences of 25 second-year HRM students studying at Otago Polytechnic in the School of Business, and for strengthening the DHB’s staff induction experience. The focus of the shared learning experience was full participation in the actual induction training programme undertaken at the Southern DHB, Dunedin, as well as completing an eight-hour e-learning supplementary component. An induction programme describes the process taken by an organisation to familiarise new or existing employees to their new job roles and the overall workplace (Rudman, 1991). Additional aspects include supporting the new employees to feel a sense of belonging within the work team, to eliminate any ‘unknowns’ for new employees and for the company to successfully induct the new employee so they can be an effective staff member for the company (Stone, 2013).
{"title":"Exploring Strategies for effective experiences for education and industry","authors":"Lesley Gill","doi":"10.34074/scop.5004004","DOIUrl":"https://doi.org/10.34074/scop.5004004","url":null,"abstract":"In 2019, a learning collaboration document between the DHB and Otago Polytechnic was signed, with the aim of enriching the educational and employment experiences of 25 second-year HRM students studying at Otago Polytechnic in the School of Business, and for strengthening the DHB’s staff induction experience. The focus of the shared learning experience was full participation in the actual induction training programme undertaken at the Southern DHB, Dunedin, as well as completing an eight-hour e-learning supplementary component. An induction programme describes the process taken by an organisation to familiarise new or existing employees to their new job roles and the overall workplace (Rudman, 1991). Additional aspects include supporting the new employees to feel a sense of belonging within the work team, to eliminate any ‘unknowns’ for new employees and for the company to successfully induct the new employee so they can be an effective staff member for the company (Stone, 2013).","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127177662","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}
The author conducted a research project as part of the requirement for completing the Bachelor of Applied Management, in the School of Business, Otago Polytechnic. The main objective of this project was to identify how onboarding was currently planned and implemented at the host organisation at the focus of the research, what the challenges and risks relating to onboarding were at the organisation, if the current onboarding process aligned with best practice, and what the required developmental items of onboarding were to ensure greater efficiency, engagement, and sustainability. The author applied multiple methods of data collection which included online surveys of recently onboarded employees, semi-structured interviews of hiring managers and documentation analysis. Findings were analysed and evaluated against onboarding best practice and existing theories which produced the following themes: onboarding process, onboarding best practice and business benefit. The main findings were the lack of consistency in the current onboarding process, with timeframe, consistency of delivery, communication of expectations regarding organisational goals and job role, as well as following up on progress being identified as areas for improvement to ensure the organisation was maintaining best practice, sustainability and full engagement of employees. Based on these areas of improvement, recommendations were provided to the organisation to improve the consistency of the delivery through extending the time frame of the current process and implementing, monitoring and evaluating performance metrics during early employment. Further research into how to implement technology to drive the onboarding process was also identified. This article highlights the importance of having a formal onboarding programme in place and the effects that implementing technological solutions has on engagement and retention when managed successfully.
{"title":"Moving onboarding from static to strategic","authors":"Hannah Frederich","doi":"10.34074/scop.5004008","DOIUrl":"https://doi.org/10.34074/scop.5004008","url":null,"abstract":"The author conducted a research project as part of the requirement for completing the Bachelor of Applied Management, in the School of Business, Otago Polytechnic. The main objective of this project was to identify how onboarding was currently planned and implemented at the host organisation at the focus of the research, what the challenges and risks relating to onboarding were at the organisation, if the current onboarding process aligned with best practice, and what the required developmental items of onboarding were to ensure greater efficiency, engagement, and sustainability. The author applied multiple methods of data collection which included online surveys of recently onboarded employees, semi-structured interviews of hiring managers and documentation analysis. Findings were analysed and evaluated against onboarding best practice and existing theories which produced the following themes: onboarding process, onboarding best practice and business benefit. The main findings were the lack of consistency in the current onboarding process, with timeframe, consistency of delivery, communication of expectations regarding organisational goals and job role, as well as following up on progress being identified as areas for improvement to ensure the organisation was maintaining best practice, sustainability and full engagement of employees. Based on these areas of improvement, recommendations were provided to the organisation to improve the consistency of the delivery through extending the time frame of the current process and implementing, monitoring and evaluating performance metrics during early employment. Further research into how to implement technology to drive the onboarding process was also identified. This article highlights the importance of having a formal onboarding programme in place and the effects that implementing technological solutions has on engagement and retention when managed successfully.","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131902731","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}
Empathy is still a frequently disputed component when it comes to leadership and in particular in relation to being able to take decisive action in times of change (Marques, 2015). After a mass shooting in two mosques in Christchurch in 2019, New Zealand’s Prime Minister Jacinda Adern received international praise for her empathic leadership combined with the ability to take concrete actions related to gun control (Salam, 2019). Our research interest was initially sparked by findings in earlier research related to emotional intelligence (EI), which pointed to the value of the role of empathy for workers at all levels, and therefore the value of empathy training and development in the workplace. To follow up, interviews were undertaken in early 2017 with a mix of empathy trainers and managers of organisations where empathy is signalled as a key skill. The purpose of the inquiry was to mine their perspectives of empathy training and discover emerging themes of empathy in the workplace, identify relevant components that contribute to developing empathy skills and develop models that elucidate optimal ways for developing one’s empathy. The need for developing these skills ignited further interest in finding out more about how empathy is developed based on the assumption that empathy can be learned (Gill, Schaddelee, Ramsey, Turner & Naylor, 2018; Gill, 2015).
{"title":"Keeping it real in changing times: Pragmatic strategies to sustain empathy","authors":"M. Schaddelee, S. Turner, Lesley Gill","doi":"10.34074/scop.5004006","DOIUrl":"https://doi.org/10.34074/scop.5004006","url":null,"abstract":"Empathy is still a frequently disputed component when it comes to leadership and in particular in relation to being able to take decisive action in times of change (Marques, 2015). After a mass shooting in two mosques in Christchurch in 2019, New Zealand’s Prime Minister Jacinda Adern received international praise for her empathic leadership combined with the ability to take concrete actions related to gun control (Salam, 2019). Our research interest was initially sparked by findings in earlier research related to emotional intelligence (EI), which pointed to the value of the role of empathy for workers at all levels, and therefore the value of empathy training and development in the workplace. To follow up, interviews were undertaken in early 2017 with a mix of empathy trainers and managers of organisations where empathy is signalled as a key skill. The purpose of the inquiry was to mine their perspectives of empathy training and discover emerging themes of empathy in the workplace, identify relevant components that contribute to developing empathy skills and develop models that elucidate optimal ways for developing one’s empathy. The need for developing these skills ignited further interest in finding out more about how empathy is developed based on the assumption that empathy can be learned (Gill, Schaddelee, Ramsey, Turner & Naylor, 2018; Gill, 2015).","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134154777","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}
Opinions of the enormity of the climate crisis range from President Trump’s denial (Jacobson, 2016) to the belief that we are experiencing the sixth mass extinction (Ceballos, Ehrlich, & Dirzo, 2017). In November 2016 on New Zealand television, Emeritus Professor Guy McPherson stated he could not imagine a human left on the planet in ten years, and that was three years ago (Newshub, 2016). More recently he has stated, “To put it simply, our fate as a species is sealed. We’re headed for extinction in the very near term” (McPherson, 2018, para. 20). These perspectives are poles apart on a continuum of opinion. The deniers are not motivated to reduce climate crisis drivers, while others on the continuum face the dilemma of how to respond.
{"title":"Change and the climate crisis: Aligning urgency and agency","authors":"Peter Bruce-Iri","doi":"10.34074/scop.5004009","DOIUrl":"https://doi.org/10.34074/scop.5004009","url":null,"abstract":"Opinions of the enormity of the climate crisis range from President Trump’s denial (Jacobson, 2016) to the belief that we are experiencing the sixth mass extinction (Ceballos, Ehrlich, & Dirzo, 2017). In November 2016 on New Zealand television, Emeritus Professor Guy McPherson stated he could not imagine a human left on the planet in ten years, and that was three years ago (Newshub, 2016). More recently he has stated, “To put it simply, our fate as a species is sealed. We’re headed for extinction in the very near term” (McPherson, 2018, para. 20). These perspectives are poles apart on a continuum of opinion. The deniers are not motivated to reduce climate crisis drivers, while others on the continuum face the dilemma of how to respond.","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123335470","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}
{"title":"Internet of things as a business strategy","authors":"Neville Auton","doi":"10.34074/scop.5004012","DOIUrl":"https://doi.org/10.34074/scop.5004012","url":null,"abstract":"","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130372502","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}
{"title":"12 years til breach","authors":"P. McKinlay","doi":"10.34074/scop.5004002","DOIUrl":"https://doi.org/10.34074/scop.5004002","url":null,"abstract":"","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114438136","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}
{"title":"What strategies can be implemented to best meet the needs of an ageing workforce?","authors":"T. Benfield","doi":"10.34074/scop.50040010","DOIUrl":"https://doi.org/10.34074/scop.50040010","url":null,"abstract":"","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121567834","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}
The accommodation industry in New Zealand is a diverse industry with a range of accommodation provisions available to guests; choice varies from small owner-operated establishments to exclusive lodges to multinational chain hotels. This broad range of accommodation provides potential guests with a dilemma when choosing accommodation especially if they are unfamiliar with the classifications. Accommodation managers are also faced with the ever-changing use of resources to attract and retain guests. Chinese tourists, the largest and fastest growing outbound tourist market, have received considerable attention from the World Tourism Organisation (UNWTO, 2013). Chinese tourist growth in visitor arrivals to New Zealand continues to be strong; despite a drop in early 2019, the market is expected to grow strongly during the forecast period of 2018 to 2024 (Ministry of Business, 2018).
新西兰的住宿行业是一个多元化的行业，为客人提供一系列的住宿规定;选择从小型业主经营的场所到独家小屋到跨国连锁酒店不等。这种广泛的住宿范围使潜在的客人在选择住宿时陷入困境，特别是如果他们不熟悉分类。住宿管理人员还面临着不断变化的资源使用，以吸引和留住客人。中国游客是世界上最大、增长最快的出境游市场，受到了世界旅游组织的高度关注(UNWTO, 2013)。中国游客赴新西兰旅游人数继续保持强劲增长;尽管2019年初有所下降，但在2018年至2024年的预测期内，市场预计将强劲增长(Ministry of Business, 2018)。
{"title":"Changing needs of Chinese visitor selection of accommodation in New Zealand","authors":"Rachel Byars","doi":"10.34074/scop.5004005","DOIUrl":"https://doi.org/10.34074/scop.5004005","url":null,"abstract":"The accommodation industry in New Zealand is a diverse industry with a range of accommodation provisions available to guests; choice varies from small owner-operated establishments to exclusive lodges to multinational chain hotels. This broad range of accommodation provides potential guests with a dilemma when choosing accommodation especially if they are unfamiliar with the classifications. Accommodation managers are also faced with the ever-changing use of resources to attract and retain guests. Chinese tourists, the largest and fastest growing outbound tourist market, have received considerable attention from the World Tourism Organisation (UNWTO, 2013). Chinese tourist growth in visitor arrivals to New Zealand continues to be strong; despite a drop in early 2019, the market is expected to grow strongly during the forecast period of 2018 to 2024 (Ministry of Business, 2018).","PeriodicalId":203810,"journal":{"name":"Scope: Contemporary Research Topics (Flexible Learning 4)","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130083150","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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