Pub Date : 2020-02-10DOI: 10.1108/dlo-10-2019-0232
Simon Reese
Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a recognition program that promoted learning across the organization. The easy to follow steps provided herein can be replicated by leaders in any organization.,The case study provides a quick reflection of the steps taken by the organization to create a recognition program that linked behaviors, tactical actions and corporate strategy in a way that engaged all toward learning together.,With the new program, the organization not only improved employee engagement and alignment around four critical behaviors, the organization also witnessed employee alignment around strategic vision and revenue improvements.,Studies find that employee engagement is seriously lacking. Studies also find that employee engagement is beneficial to employee contribution and employee success. Recognition programs have been described as one method to improve engagement. This case study illustrates how an organization was able to implement such a program.
{"title":"Developing an employee recognition program that promotes learning across the organization","authors":"Simon Reese","doi":"10.1108/dlo-10-2019-0232","DOIUrl":"https://doi.org/10.1108/dlo-10-2019-0232","url":null,"abstract":"Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a recognition program that promoted learning across the organization. The easy to follow steps provided herein can be replicated by leaders in any organization.,The case study provides a quick reflection of the steps taken by the organization to create a recognition program that linked behaviors, tactical actions and corporate strategy in a way that engaged all toward learning together.,With the new program, the organization not only improved employee engagement and alignment around four critical behaviors, the organization also witnessed employee alignment around strategic vision and revenue improvements.,Studies find that employee engagement is seriously lacking. Studies also find that employee engagement is beneficial to employee contribution and employee success. Recognition programs have been described as one method to improve engagement. This case study illustrates how an organization was able to implement such a program.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"115 1","pages":"45-48"},"PeriodicalIF":0.0,"publicationDate":"2020-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86010673","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 : 2020-02-07DOI: 10.1108/dlo-08-2019-0194
Luana Ferreira-Lopes, Ingrid Van Rompay-Bartels
Universities have increasingly been adopting intercultural virtual collaboration (IVC) to connect and develop the intercultural competence of students from different locations. However, the design and implementation of IVC have proved to be challenging, and thus there is a need for sharing positive experiences. This paper explores students’ overall impressions toward their participation in an IVC project involving a Spanish and Dutch university and discusses the on-going improvement process inherent to such practice.,This article presents (a) the results obtained from a content analysis of students’ feedback collected through a satisfaction survey, and (b) the observations of participating teachers on the challenges encountered during the implementation of the intercultural virtual collaborative project.,The analysis shows the potential of IVC to develop different aspects of students’ intercultural competence, especially intercultural teamwork, awareness and skills. Students appreciated the experience of working in intercultural teams, “the real-life application” of the project and the opportunity to gain cultural knowledge. At the institutional level, the biggest challenge related to aligning participating institutions’ courses, schedules, and grading systems. At the classroom level, it is argued that interaction between students should happen gradually. The discussion also approaches how partnerships between universities and companies could contribute to making training in intercultural virtual collaboration more authentic.,Given its impact on the development of students’ intercultural competence, the intercultural virtual collaborative project has been recognized as a best-practice in both universities, being officially incorporated into the curriculum of the participating institutions and replicated to other subject areas.
{"title":"Preparing future business professionals for a globalized workplace through intercultural virtual collaboration","authors":"Luana Ferreira-Lopes, Ingrid Van Rompay-Bartels","doi":"10.1108/dlo-08-2019-0194","DOIUrl":"https://doi.org/10.1108/dlo-08-2019-0194","url":null,"abstract":"Universities have increasingly been adopting intercultural virtual collaboration (IVC) to connect and develop the intercultural competence of students from different locations. However, the design and implementation of IVC have proved to be challenging, and thus there is a need for sharing positive experiences. This paper explores students’ overall impressions toward their participation in an IVC project involving a Spanish and Dutch university and discusses the on-going improvement process inherent to such practice.,This article presents (a) the results obtained from a content analysis of students’ feedback collected through a satisfaction survey, and (b) the observations of participating teachers on the challenges encountered during the implementation of the intercultural virtual collaborative project.,The analysis shows the potential of IVC to develop different aspects of students’ intercultural competence, especially intercultural teamwork, awareness and skills. Students appreciated the experience of working in intercultural teams, “the real-life application” of the project and the opportunity to gain cultural knowledge. At the institutional level, the biggest challenge related to aligning participating institutions’ courses, schedules, and grading systems. At the classroom level, it is argued that interaction between students should happen gradually. The discussion also approaches how partnerships between universities and companies could contribute to making training in intercultural virtual collaboration more authentic.,Given its impact on the development of students’ intercultural competence, the intercultural virtual collaborative project has been recognized as a best-practice in both universities, being officially incorporated into the curriculum of the participating institutions and replicated to other subject areas.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"255 1","pages":"21-24"},"PeriodicalIF":0.0,"publicationDate":"2020-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73121815","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 : 2020-02-05DOI: 10.1108/dlo-09-2019-0210
Saurabh Pandya
This paper highlights the role of an individual’s early life experiences (formative years’ experiences) in the learning and development (LD while the organizations allow, and create, conducive environment for the managers to harness these experiences gained early in life.
{"title":"Early life experiences and their impact on effective learning and development","authors":"Saurabh Pandya","doi":"10.1108/dlo-09-2019-0210","DOIUrl":"https://doi.org/10.1108/dlo-09-2019-0210","url":null,"abstract":"This paper highlights the role of an individual’s early life experiences (formative years’ experiences) in the learning and development (LD while the organizations allow, and create, conducive environment for the managers to harness these experiences gained early in life.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"246 1","pages":"49-51"},"PeriodicalIF":0.0,"publicationDate":"2020-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80601104","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 : 2020-02-03DOI: 10.1108/dlo-10-2019-0242
Kathie J. Shaffer, C. Gaumer, Kiersten Bradley
Purpose Managers are expected to increase productivity in the most cost-efficient manner, using all available resources and, “work smarter.” As technology improves, there is greater incentive for managers to invest in options where automation becomes less expensive than the high cost of human capital. When repetitive tasks can be accurately duplicated through automation, the decision becomes a fait accompli. Advances in artificial intelligence (AI) or synthetic intelligence that simulates human intellectual function has significant impact potential in the service sector. This paper examines productivity efficiencies sought through artificial intelligence and the need for re-training, specifically in the accounting profession. Design/methodology/approach This is a conceptual paper for practitioners without research methodology. Findings The accounting profession 10 years from now will look noticeably different than it does now. The accountants, who embrace the new technologies, like artificial intelligence, will survive and even thrive by becoming more specialized. This will require training and, in some instances, re-training. Organizations must be willing to absorb those development costs. I hope that new graduates will enter the profession with updated skills providing added value for organizations and employers who started into the profession many years ago. The biggest challenge may lie in the re-training of accountants who have been in practice for many years and managing the resistance to change. Employers must first set the example by accepting the inevitable and then encourage and support employees to improve and update their skills. Additionally, they will have to coach employees through the changes with reassurance that those who embrace the change will experience less chance of job elimination. Embracing the available technology will enable firms to serve clients more efficiently and effectively by providing up to date business solutions regardless of the services being offered. Research limitations/implications There is no empirical research in this paper. It is a conceptual piece looking at the changing organization in accounting, specifically due to artificial intelligence. Practical implications Accounting firms that focus on basic accounting functions should find new services to offer. The same clients can be served, but at a higher-level. Accountants will offer more value to clients by detecting patterns and trends when more time can be devoted to analysis. Helping clients beyond the preparation of documents requires that accountants understand the current market conditions and potential effects of inflation and, engage in more critical thinking while at the same time be able to teach clients and help them understand at the higher level. Just as accountants’ responsibilities and duties will be transformed through the integration of AI, accounting education must be altered. Social implications Implications related to th
{"title":"Artificial intelligence products reshape accounting: time to re-train","authors":"Kathie J. Shaffer, C. Gaumer, Kiersten Bradley","doi":"10.1108/dlo-10-2019-0242","DOIUrl":"https://doi.org/10.1108/dlo-10-2019-0242","url":null,"abstract":"\u0000Purpose\u0000Managers are expected to increase productivity in the most cost-efficient manner, using all available resources and, “work smarter.” As technology improves, there is greater incentive for managers to invest in options where automation becomes less expensive than the high cost of human capital. When repetitive tasks can be accurately duplicated through automation, the decision becomes a fait accompli. Advances in artificial intelligence (AI) or synthetic intelligence that simulates human intellectual function has significant impact potential in the service sector. This paper examines productivity efficiencies sought through artificial intelligence and the need for re-training, specifically in the accounting profession.\u0000\u0000\u0000Design/methodology/approach\u0000This is a conceptual paper for practitioners without research methodology.\u0000\u0000\u0000Findings\u0000The accounting profession 10 years from now will look noticeably different than it does now. The accountants, who embrace the new technologies, like artificial intelligence, will survive and even thrive by becoming more specialized. This will require training and, in some instances, re-training. Organizations must be willing to absorb those development costs. I hope that new graduates will enter the profession with updated skills providing added value for organizations and employers who started into the profession many years ago. The biggest challenge may lie in the re-training of accountants who have been in practice for many years and managing the resistance to change. Employers must first set the example by accepting the inevitable and then encourage and support employees to improve and update their skills. Additionally, they will have to coach employees through the changes with reassurance that those who embrace the change will experience less chance of job elimination. Embracing the available technology will enable firms to serve clients more efficiently and effectively by providing up to date business solutions regardless of the services being offered.\u0000\u0000\u0000Research limitations/implications\u0000There is no empirical research in this paper. It is a conceptual piece looking at the changing organization in accounting, specifically due to artificial intelligence.\u0000\u0000\u0000Practical implications\u0000Accounting firms that focus on basic accounting functions should find new services to offer. The same clients can be served, but at a higher-level. Accountants will offer more value to clients by detecting patterns and trends when more time can be devoted to analysis. Helping clients beyond the preparation of documents requires that accountants understand the current market conditions and potential effects of inflation and, engage in more critical thinking while at the same time be able to teach clients and help them understand at the higher level. Just as accountants’ responsibilities and duties will be transformed through the integration of AI, accounting education must be altered.\u0000\u0000\u0000Social implications\u0000Implications related to th","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"60 1","pages":"41-43"},"PeriodicalIF":0.0,"publicationDate":"2020-02-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81291966","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 : 2020-01-02DOI: 10.1108/dlo-05-2019-0122
Laura P. Dannels, John D. Masters
This paper presents stress inoculation as a method for reducing executives’ stress and enhancing their resilience and performance.,A review of theory and research on executive stress, resilience, and stress inoculation training was conducted.,Across studies, stress inoculation training has yielded reductions in performance anxiety and state anxiety while improving performance under stress.,Stress inoculation training offers a highly customized and practical way for executives to design adaptive responses to the stressors they find particularly difficult.,Stress inoculation training traditionally has been applied in clinical settings and in extremely stressful settings (e.g., military, law enforcement). This article describes how this intervention may be applied within organizations as a needed addition to the complement of stress management approaches currently offered to executives.
{"title":"Getting executives to SIT: building leaders’ resilience and stress tolerance for enhanced organizational effectiveness","authors":"Laura P. Dannels, John D. Masters","doi":"10.1108/dlo-05-2019-0122","DOIUrl":"https://doi.org/10.1108/dlo-05-2019-0122","url":null,"abstract":"This paper presents stress inoculation as a method for reducing executives’ stress and enhancing their resilience and performance.,A review of theory and research on executive stress, resilience, and stress inoculation training was conducted.,Across studies, stress inoculation training has yielded reductions in performance anxiety and state anxiety while improving performance under stress.,Stress inoculation training offers a highly customized and practical way for executives to design adaptive responses to the stressors they find particularly difficult.,Stress inoculation training traditionally has been applied in clinical settings and in extremely stressful settings (e.g., military, law enforcement). This article describes how this intervention may be applied within organizations as a needed addition to the complement of stress management approaches currently offered to executives.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"27 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75433218","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 : 2020-01-02DOI: 10.1108/dlo-09-2019-0218
W. Scull, C. Harbour, K. Han
The purpose of this conceptual paper is to encourage community college leaders to make greater use of the human resources organizational frame in understanding their organizations and implementing measures to support its students.,The methodological approach: Concepts are drawn from key texts examining human resources organizational frame analysis and community college leadership to locate areas of community college policy development and operations that resonate with tenets of this organizational frame.,Connections between some of the typical operations and policies of community colleges and the analytical tenets and concerns of the human resources frame are explored.,More in-depth literature analysis could well lead to the discussion of additional measures animated by the human resources frame that can be taken to better support students and their learning.,These connections between the human resources frame and community college policy and methods of operation lead to the authors’ recommendation that community college leaders should make particular efforts think and act with the human resources frame in mind. Emerging issues that are consistent with the concerns and tenets of this frame can be highlighted and recognized for further use in leadership and management practice.,Community colleges are critical in human capital development for all societal sectors. A human resources perspective puts people and human values at the center of organizational analysis.,We add emphasis to leading recommendations for understanding and practice of community colleges through multiple frames. We suggest that the concerns of the human resource organizational frame can help leaders provide thought and action that has additional relevance and possibility.
{"title":"Community colleges through the human resource organizational frame","authors":"W. Scull, C. Harbour, K. Han","doi":"10.1108/dlo-09-2019-0218","DOIUrl":"https://doi.org/10.1108/dlo-09-2019-0218","url":null,"abstract":"The purpose of this conceptual paper is to encourage community college leaders to make greater use of the human resources organizational frame in understanding their organizations and implementing measures to support its students.,The methodological approach: Concepts are drawn from key texts examining human resources organizational frame analysis and community college leadership to locate areas of community college policy development and operations that resonate with tenets of this organizational frame.,Connections between some of the typical operations and policies of community colleges and the analytical tenets and concerns of the human resources frame are explored.,More in-depth literature analysis could well lead to the discussion of additional measures animated by the human resources frame that can be taken to better support students and their learning.,These connections between the human resources frame and community college policy and methods of operation lead to the authors’ recommendation that community college leaders should make particular efforts think and act with the human resources frame in mind. Emerging issues that are consistent with the concerns and tenets of this frame can be highlighted and recognized for further use in leadership and management practice.,Community colleges are critical in human capital development for all societal sectors. A human resources perspective puts people and human values at the center of organizational analysis.,We add emphasis to leading recommendations for understanding and practice of community colleges through multiple frames. We suggest that the concerns of the human resource organizational frame can help leaders provide thought and action that has additional relevance and possibility.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"68 1","pages":"45-48"},"PeriodicalIF":0.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80673112","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 : 2020-01-02DOI: 10.1108/dlo-06-2019-0137
W. Sterrett, Rauf I Azam, M. Moallem, Jess Boersma, Ahsan Bashir, K. Ricanek, M. A. Saeed, Intzar Hussain Butt, Aisha Mahmood, Sohail Masood Sukhera, C. Gordon
This study sought to better understand how to support and plan for a collaborative effort that brought educators together from three universities in the United States and Pakistan. This project sough to foster collaborative relationships between the two countries by expanding knowledge, collaboration, and capacity in middle schools in the Punjab region of Pakistan with a particular focus on underrepresented students and middle grades STEM instruction.,This study was informed through the use of formative survey data gathered from the workshop participants throughout the course of the week. The researchers conducted pre and post surveys of 22 participants using Likert scale items.,This project provided insights regarding curriculum alignment, engaging communication, teacher-centered formative data. These findings offered insights on how to grow as reflective practitioners and researchers, and how to form a robust multi-national professional learning community.,The survey data were gathered from participants who willingly sought professional development in one region of Pakistan. The sample was small (four participating middle schools and one local university) and thus the findings cannot be necessarily generalized to a greater population.,This project provides practical insights of how teams can work together in regard to building a professional learning community. Teams can plan with intentionality, foster various modes of discussion, and empower both teachers and students to inquire, solve problems, and share their insights.,The STEM topics in this study are important across continents. Navigating time constraints and distance is feasible through communication, attention to objectives and clarity in goals, and a desire to learn outside of one’s usual comfort zones.,This project was unique in the time and space in which it was designed and implemented, yet it offers value in fostering ongoing collaboration through various modalities and in being intentional in the planning process.
{"title":"Sharing a powerful IDEA: learning organizations collaborating to innovate and design engaging applications in STEM education","authors":"W. Sterrett, Rauf I Azam, M. Moallem, Jess Boersma, Ahsan Bashir, K. Ricanek, M. A. Saeed, Intzar Hussain Butt, Aisha Mahmood, Sohail Masood Sukhera, C. Gordon","doi":"10.1108/dlo-06-2019-0137","DOIUrl":"https://doi.org/10.1108/dlo-06-2019-0137","url":null,"abstract":"This study sought to better understand how to support and plan for a collaborative effort that brought educators together from three universities in the United States and Pakistan. This project sough to foster collaborative relationships between the two countries by expanding knowledge, collaboration, and capacity in middle schools in the Punjab region of Pakistan with a particular focus on underrepresented students and middle grades STEM instruction.,This study was informed through the use of formative survey data gathered from the workshop participants throughout the course of the week. The researchers conducted pre and post surveys of 22 participants using Likert scale items.,This project provided insights regarding curriculum alignment, engaging communication, teacher-centered formative data. These findings offered insights on how to grow as reflective practitioners and researchers, and how to form a robust multi-national professional learning community.,The survey data were gathered from participants who willingly sought professional development in one region of Pakistan. The sample was small (four participating middle schools and one local university) and thus the findings cannot be necessarily generalized to a greater population.,This project provides practical insights of how teams can work together in regard to building a professional learning community. Teams can plan with intentionality, foster various modes of discussion, and empower both teachers and students to inquire, solve problems, and share their insights.,The STEM topics in this study are important across continents. Navigating time constraints and distance is feasible through communication, attention to objectives and clarity in goals, and a desire to learn outside of one’s usual comfort zones.,This project was unique in the time and space in which it was designed and implemented, yet it offers value in fostering ongoing collaboration through various modalities and in being intentional in the planning process.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"87 1","pages":"9-12"},"PeriodicalIF":0.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77244781","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 : 2020-01-02DOI: 10.1108/dlo-09-2019-0216
Sujata Rounak, R. Misra
Purpose The purpose of this paper is to draw attention to the organizational factors that can impact the perception of value proposition as offered by organizations. It aims to highlight the importance of Perceived Organizational Support (POS), Organization’s Perceived Identity (OPI) and Exchange Quality in enhancing the value perception among employees. Design/methodology/approach This study is based on a review of the literature and offers a conceptual analysis to explain the impact of POS, OPI and exchange quality on the employee’s perception of value proposition. Findings POS, OPI and exchange quality can act as social exchange elements and can co-create value for internal customers thereby enhancing value perception. They act as the stimuli for the employees which make them realize the benefits that they are offered by the organization. Research limitations/implications This is a conceptual paper hence based on literature review of relevant papers. Practical implications This study has major implications for understanding the factors that can improve the overall workplace experience of employees and can make the organization one of the best places to work. This will, in turn, enhance employee retention and can be a major strategy of talent management. Originality/value The paper provides a novel approach to show the enhancement in value perception by these three factors i.e. POS, OPI and exchange quality with the help of relevant literature.
{"title":"Employee value proposition: an analysis of organizational factors – the way to enhance value perception","authors":"Sujata Rounak, R. Misra","doi":"10.1108/dlo-09-2019-0216","DOIUrl":"https://doi.org/10.1108/dlo-09-2019-0216","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to draw attention to the organizational factors that can impact the perception of value proposition as offered by organizations. It aims to highlight the importance of Perceived Organizational Support (POS), Organization’s Perceived Identity (OPI) and Exchange Quality in enhancing the value perception among employees.\u0000\u0000\u0000Design/methodology/approach\u0000This study is based on a review of the literature and offers a conceptual analysis to explain the impact of POS, OPI and exchange quality on the employee’s perception of value proposition.\u0000\u0000\u0000Findings\u0000POS, OPI and exchange quality can act as social exchange elements and can co-create value for internal customers thereby enhancing value perception. They act as the stimuli for the employees which make them realize the benefits that they are offered by the organization.\u0000\u0000\u0000Research limitations/implications\u0000This is a conceptual paper hence based on literature review of relevant papers.\u0000\u0000\u0000Practical implications\u0000This study has major implications for understanding the factors that can improve the overall workplace experience of employees and can make the organization one of the best places to work. This will, in turn, enhance employee retention and can be a major strategy of talent management.\u0000\u0000\u0000Originality/value\u0000The paper provides a novel approach to show the enhancement in value perception by these three factors i.e. POS, OPI and exchange quality with the help of relevant literature.\u0000","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"489 1","pages":"9-12"},"PeriodicalIF":0.0,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77335619","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 : 2019-12-21DOI: 10.1108/dlo-08-2019-0195
E. Drago-Severson, Jessica Blum-DeStefano
This article highlights key elements of a developmental approach to leadership development and their promising connections to mid-21st-century capacities.,To do so, the authors draw from more than three decades of mixed-methods and qualitative research, as well as insights from their teaching and consulting with leaders of all kinds about adult development.,Specifically, four critical strategies are highlighted for enhancing collaboration that can help build internal capacity in schools and organizations.,This research shows that building internal capacity in this way can help prepare leaders – and those in their schools and communities – for the complexities and opportunities of mid-21st-century leadership and learning.
{"title":"Growing leaders in schools and out: building internal capacity for the mid-21st-century","authors":"E. Drago-Severson, Jessica Blum-DeStefano","doi":"10.1108/dlo-08-2019-0195","DOIUrl":"https://doi.org/10.1108/dlo-08-2019-0195","url":null,"abstract":"This article highlights key elements of a developmental approach to leadership development and their promising connections to mid-21st-century capacities.,To do so, the authors draw from more than three decades of mixed-methods and qualitative research, as well as insights from their teaching and consulting with leaders of all kinds about adult development.,Specifically, four critical strategies are highlighted for enhancing collaboration that can help build internal capacity in schools and organizations.,This research shows that building internal capacity in this way can help prepare leaders – and those in their schools and communities – for the complexities and opportunities of mid-21st-century leadership and learning.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"98 1","pages":"49-52"},"PeriodicalIF":0.0,"publicationDate":"2019-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76063730","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 : 2019-12-20DOI: 10.1108/dlo-10-2019-0253
I. Cunningham
This paper calls for a New Educational Paradigm in which young people are supported through an educational process that assists them to take charge of their own learning. A process in which they choose what they want to learn and how rather than the current system that requires them to regurgitate facts in order to pass tests/exams.,A viewpoint based on the author's experience of running the Self Managed Learning College in the UK for the past 20 years and his forthcoming book detailing the research evidence that highlights the need for change.,Businesses complain that the education system does not currently equip young people with the skills they need to thrive in the ever-changing world of work. The system needs to change and business leaders need to get involved. The College is one example of many around the world where people are deciding to get away from the rigidities, inappropriateness and waste of the current system.,The College is a unique environment which has been successfully operating for 20 years. The operating processes of the College match the outcomes needed in the working world and wider society. It provides an exemplar of how to help young people take responsibility for their own learning in order for them to lead a good life in the future.
{"title":"A new educational paradigm for the 21st century","authors":"I. Cunningham","doi":"10.1108/dlo-10-2019-0253","DOIUrl":"https://doi.org/10.1108/dlo-10-2019-0253","url":null,"abstract":"This paper calls for a New Educational Paradigm in which young people are supported through an educational process that assists them to take charge of their own learning. A process in which they choose what they want to learn and how rather than the current system that requires them to regurgitate facts in order to pass tests/exams.,A viewpoint based on the author's experience of running the Self Managed Learning College in the UK for the past 20 years and his forthcoming book detailing the research evidence that highlights the need for change.,Businesses complain that the education system does not currently equip young people with the skills they need to thrive in the ever-changing world of work. The system needs to change and business leaders need to get involved. The College is one example of many around the world where people are deciding to get away from the rigidities, inappropriateness and waste of the current system.,The College is a unique environment which has been successfully operating for 20 years. The operating processes of the College match the outcomes needed in the working world and wider society. It provides an exemplar of how to help young people take responsibility for their own learning in order for them to lead a good life in the future.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"6 1","pages":"5-7"},"PeriodicalIF":0.0,"publicationDate":"2019-12-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85073901","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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