Pub Date : 2016-04-01DOI: 10.9774/GLEAF.3709.2016.AP.00007
Kathryn Ostermeier, Kerri M. Camp
HEALTH CARE EXPENDITURES INCLUDING HOSPITAL visits, medications, and other services represent approximately 17% of the U.S. gross domestic product (GDP) (Center for Medicare & Medicaid Services, 2014). Through a combination of hospitals, clinics, and other types of health care organizations, the health care industry employs over 11 million people including 7.84 million as health care practitioners and technical occupations and 3.94 million in health care support occupations (Bureau of Labor Statistics, 2014). However, as an industry that is now heavily regulated by the federal government, it is greatly affected by public policy changes. It is unsurprising, then, that health care in the U.S. significantly changed when the Patient Protection and Affordable Care Act (hereafter ACA) was signed into law in 2010 (Department of Health & Human Services, 2015). Forbes notes that the health care industry, which for several years has been on brink of upheaval, is now in a state of emergency with the launch of the ACA (Llopis, 2014). One of the major critiques of this public policy is that it requires more of health care providers but, ultimately, pays them less. This not only creates a disincentive to join the health care profession, but also threatens the profitability and sustainability of the thousands of health care organizations across the country that are already dealing with increasing health care costs rising faster than inflation (Patton, 2015).Compounding these business concerns resulting from the ACA, the industry faces the challenge of attracting and retaining health care professionals, as analysts have projected the health care industry to be the fastest growing segment of the U.S. economy over the next decade (ASHHRA, 2011), in part due to the increase in baby boomers who will need medical care. Despite the ever-growing need for health care workers, many are leaving the industry entirely. Research indicates that 30-50% of all new nurses elect to change positions or leave nursing entirely within the first three years of working in the field (AACN, 2003; Aiken et al., 2002; Cipriano, 2006). In addition to nurses prematurely exiting the field, there is a substantial exodus of nurses from patient care in general, one reason being, according to Lafer (2005), the suboptimal working conditions and the high amount of stressors (e.g. job tension) placed on nurses. The ACA is predicted to add to these stressors due to the increased bureaucracy. As a result, nursing workforce projections indicate that by 2025 the RN shortage may exceed 500,000 (AACN, 2010). Unfortunately, nurses are not the only professionals exiting direct patient care. A recent poll suggests that 34% of physicians plan to leave patient care within the next 10 years, citing health care reform as a primary reason for departure (Sofranec, 2012). Doctors surveyed about the ACA believe that it should be repealed (55%) and that it would not improve the quality of health care (61%) (Sofranec,
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Pub Date : 2016-04-01DOI: 10.9774/GLEAF.3709.2016.AP.00003
D. Roebuck, Reginald L. Bell, Madison E. Hanscom
In the workplace, the process of evaluating and discussing the performance of both employees and managers involves the giving and receiving of feedback. According to Alvero et al. (2001) performance feedback has been defined in a number of different ways. Some of these definitions include: (a) information that is given to persons regarding the quantity or quality of their past (Prue & Fairbank, 1981); (b) information transmitted back to the responder following a particular performance (Sulzer-Azaroff & Mayer, 1991); (c) information that tells performers what and how well they are doing (Rummler & Brache, 1995); and (d) information about performance that allows an individual to adjust his or her performance (Daniels, 2000). The process generally involves a discussion of the individual's strengths or weaknesses with suggestions on how to improve upon weaknesses. The role of feedback is to align workplace behavior with the overall goals of a team or an organization (Harms & Roebuck, 2010).An organization's feedback environment has been defined as the amount and availability of positive and negative feedback from different sources (Steelman et al., 2004). Clearly, employees receive feedback information from various sources (Greller, 1980; Morrison, 1993), and some authors have suggested that supervisor and coworker feedback sources are the most practical and relevant from the feedback recipient's point of view. Ashford (1989) did find the most commonly used source of feedback was supervisors or managers (Alvero et al., 2001).The giving and receiving of feedback has long been used as a tool for facilitating improvement and advancement within organizations and businesses (Levy & Williams, 2004). Giving feedback involves exhibiting respectfulness and professionalism when recognizing the strengths and improvement areas in others. Receiving feedback focuses on an individual's ability to accept feedback without becoming defensive or perceiving that he or she is being personally attacked. In addition, receiving feedback also includes being able to reflect on the feedback received and to integrate it to enhance one's development (Swank & McCarthy, 2013).McCarthy and Garavan (2001) suggested employees must receive constant support and feedback on their performance and have opportunities to gain more expertise in their roles through learning and development programs. Prior research has shown that weekly feedback is the most common frequency for feedback delivery (e.g. Alvero et al., 2001), whereas Balcazar et al. (1985) found that daily feedback has been the most frequently used. Two studies, one involving a manufacturing environment and the other in retail management, found daily feedback to be key to better relationships and to enhance the effectiveness of a performance management intervention (Cooper, 2006; Pampino et al., 2003).Other researchers believe feedback provides a potentially valuable resource for employees to enhance their development and to impr
在工作场所，评估和讨论员工和管理者表现的过程包括给予和接受反馈。根据Alvero等人(2001)的说法，绩效反馈有多种不同的定义。其中一些定义包括:(a)提供给人们的关于其过去的数量或质量的信息(Prue & Fairbank, 1981);(b)特定行为后传回应答者的信息(Sulzer-Azaroff & Mayer, 1991);(c)告诉表演者他们在做什么和做得如何的信息(Rummler & Brache, 1995);(d)关于绩效的信息，允许个人调整他或她的绩效(Daniels, 2000)。这个过程通常包括讨论个人的优点或缺点，并就如何改进缺点提出建议。反馈的作用是使工作场所的行为与团队或组织的总体目标保持一致(Harms & Roebuck, 2010)。一个组织的反馈环境被定义为来自不同来源的积极和消极反馈的数量和可用性(Steelman et al.， 2004)。显然，员工从各种来源获得反馈信息(Greller, 1980;Morrison, 1993)，一些作者认为，从反馈接受者的角度来看，主管和同事的反馈来源是最实用和相关的。Ashford(1989)确实发现最常用的反馈来源是主管或经理(Alvero et al.， 2001)。长期以来，反馈的给予和接受一直被用作促进组织和企业改进和进步的工具(Levy & Williams, 2004)。给予反馈包括在认识到他人的长处和需要改进的地方时表现出尊重和专业精神。接受反馈关注的是一个人接受反馈的能力，而不是变得防御或认为他或她正在受到人身攻击。此外，接受反馈还包括能够对收到的反馈进行反思，并将其整合以促进个人的发展(Swank & McCarthy, 2013)。McCarthy和Garavan(2001)建议员工必须在他们的表现上得到持续的支持和反馈，并有机会通过学习和发展计划获得更多的专业知识。先前的研究表明，每周反馈是最常见的反馈频率(例如Alvero等人，2001年)，而Balcazar等人(1985年)发现，每天的反馈是最常用的。两项研究，一项涉及制造环境，另一项涉及零售管理，发现日常反馈是改善关系和提高绩效管理干预有效性的关键(Cooper, 2006;Pampino et al.， 2003)。其他研究人员认为，反馈为员工提供了一种潜在的有价值的资源，可以促进他们的发展和提高绩效(Ashford, 1986;Ashford & Cummings, 1983;Ashford & Tsui, 1991;Bennett et al.， 1990;费,1991;Ilgen et al.， 1979;Ilgen et al.， 1981;Northcraft & Ashford, 1990;Stone & Stone, 1985)。此外，员工希望他们的经理为他们提供反馈，甚至认为提供反馈的能力是伟大领导者的首要特征。员工们看重管理者提供频繁、透明反馈的能力。Sullivan(2013)在她的研究中发现，个体出乎意料地认为主动反馈实践比领导经验和技术知识更重要、更有影响力。反馈是组织的基本要素，影响组织目标，鼓励创造力，增加信任，激励所有组织员工(Mulder, 2013)。显然，反馈对管理者和领导者很重要，因为员工的行动和行为可以影响决定一个组织是否成功地实现其目标。…
{"title":"Differences in the Observed Frequency Distributions of Male and Female Feedback Behaviors","authors":"D. Roebuck, Reginald L. Bell, Madison E. Hanscom","doi":"10.9774/GLEAF.3709.2016.AP.00003","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.AP.00003","url":null,"abstract":"In the workplace, the process of evaluating and discussing the performance of both employees and managers involves the giving and receiving of feedback. According to Alvero et al. (2001) performance feedback has been defined in a number of different ways. Some of these definitions include: (a) information that is given to persons regarding the quantity or quality of their past (Prue & Fairbank, 1981); (b) information transmitted back to the responder following a particular performance (Sulzer-Azaroff & Mayer, 1991); (c) information that tells performers what and how well they are doing (Rummler & Brache, 1995); and (d) information about performance that allows an individual to adjust his or her performance (Daniels, 2000). The process generally involves a discussion of the individual's strengths or weaknesses with suggestions on how to improve upon weaknesses. The role of feedback is to align workplace behavior with the overall goals of a team or an organization (Harms & Roebuck, 2010).An organization's feedback environment has been defined as the amount and availability of positive and negative feedback from different sources (Steelman et al., 2004). Clearly, employees receive feedback information from various sources (Greller, 1980; Morrison, 1993), and some authors have suggested that supervisor and coworker feedback sources are the most practical and relevant from the feedback recipient's point of view. Ashford (1989) did find the most commonly used source of feedback was supervisors or managers (Alvero et al., 2001).The giving and receiving of feedback has long been used as a tool for facilitating improvement and advancement within organizations and businesses (Levy & Williams, 2004). Giving feedback involves exhibiting respectfulness and professionalism when recognizing the strengths and improvement areas in others. Receiving feedback focuses on an individual's ability to accept feedback without becoming defensive or perceiving that he or she is being personally attacked. In addition, receiving feedback also includes being able to reflect on the feedback received and to integrate it to enhance one's development (Swank & McCarthy, 2013).McCarthy and Garavan (2001) suggested employees must receive constant support and feedback on their performance and have opportunities to gain more expertise in their roles through learning and development programs. Prior research has shown that weekly feedback is the most common frequency for feedback delivery (e.g. Alvero et al., 2001), whereas Balcazar et al. (1985) found that daily feedback has been the most frequently used. Two studies, one involving a manufacturing environment and the other in retail management, found daily feedback to be key to better relationships and to enhance the effectiveness of a performance management intervention (Cooper, 2006; Pampino et al., 2003).Other researchers believe feedback provides a potentially valuable resource for employees to enhance their development and to impr","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"62 1","pages":"6-25"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74584503","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 : 2016-04-01DOI: 10.9774/GLEAF.3709.2016.ap.00012
J. Gibson
B E R T A L M O N is Professor , D e p a r t m e n t o f E n g l i s h , U n i v e r s i t y o f A l b e r t a . H e has p u b l i s h e d e i g h t c o l l e c t i o n s o f poetry , i n c l u d i n g Mind the Gap (Ekstasis 1 9 9 6 ) . H i s Earth Prime ( B r i c k B o o k s ) w o n t h e W r i t e r s ' G u i l d o f A l b e r t a P o e t r y A w a r d i n 1 9 9 3 . H e is c o m p l e t i n g a b o o k o n W i l l i a m H u m p h r e y .
{"title":"Notes for Contributors","authors":"J. Gibson","doi":"10.9774/GLEAF.3709.2016.ap.00012","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.ap.00012","url":null,"abstract":"B E R T A L M O N is Professor , D e p a r t m e n t o f E n g l i s h , U n i v e r s i t y o f A l b e r t a . H e has p u b l i s h e d e i g h t c o l l e c t i o n s o f poetry , i n c l u d i n g Mind the Gap (Ekstasis 1 9 9 6 ) . H i s Earth Prime ( B r i c k B o o k s ) w o n t h e W r i t e r s ' G u i l d o f A l b e r t a P o e t r y A w a r d i n 1 9 9 3 . H e is c o m p l e t i n g a b o o k o n W i l l i a m H u m p h r e y .","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"66 1","pages":"128-128"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78102395","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 : 2016-04-01DOI: 10.9774/GLEAF.3709.2016.AP.00008
J. Cater
Terry and Tammy Marshall own and operate a fair trade retail store called Come Together Trading in Tyler, Texas. The Marshalls are members of the Fair Trade Federation, an organization which fosters the growth of fair trade throughout the United States. The Fair Trade Federation (FTF) is comprised of retail businesses and wholesalers that sell only fair trade products in North America. The FTF is part of the global fair trade movement and its main goals are to build equitable and sustainable trading partnerships as well as creating opportunities to alleviate poverty. Formed in 1994 as the North American Alternative Trade Organization (NAATO), the group changed its name to the Fair Trade Federation in the following year. The FTF has grown from 17 members at its inception in 1994 to over 250 members in 2015. The FTF requires its members to employ an entirely (or dedicated) fair trade business model that requires fair trade retailers to purchase goods only from FTF member wholesalers to insure the legitimacy of fair trade merchandise.Born in Austin, Texas, Terry Marshall attended public schools in Dallas and then worked for several car dealerships before joining his parents in a recreational vehicle dealership. Terry worked for his parents for four years and enjoyed the family business. Then, his father offered to help Terry and his wife, Tammy set up their own recreational vehicle business in Canton, Texas, which is about 100 miles east of Dallas on Interstate 20. Tammy Marshall, who is also from Dallas, had a retail background working for an import company called World Bazaar. The Marshalls, who have now been married for over 27 years, have a daughter named Taylor. The couple started the RV business with one employee and owned and operated the dealership for 17 years. At its peak, the Marshalls had 12 employees and did several million dollars in annual sales. Then, hard times fell on the RV industry and the Marshalls were able to sell their business in 2009.Author: Please describe your decision to leave the recreational vehicle business.Terry Marshall: I have always been an entrepreneur and rarely worked for anyone else. It started in 2007 when several of the big manufacturers, like Holiday Rambler and Fleetwood, that had been around for 50 and 60 years, went out of business. I believe over 75 manufacturers went out of business. There were a lot of mom and pop dealers who had been in the industry for years, but the economy really hurt that industry because it was a luxury item. Our market got down to people who were using RVs for work or were extremely wealthy. The demand dropped in half overnight.Author: What event had a profound effect on you?Terry Marshall: We took a trip with Compassion International-we had never been outside the country, except for cruises to Cancun and things like that. We decided in 2009 to take a trip to Kenya, Africa with Compassion International, not as wealthy people who go on a safari, but to see poverty first hand. We
{"title":"Executive Interview: Helping Others through Fair Trade: A Conversation with Terry Marshall of Come Together Trading Company","authors":"J. Cater","doi":"10.9774/GLEAF.3709.2016.AP.00008","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.AP.00008","url":null,"abstract":"Terry and Tammy Marshall own and operate a fair trade retail store called Come Together Trading in Tyler, Texas. The Marshalls are members of the Fair Trade Federation, an organization which fosters the growth of fair trade throughout the United States. The Fair Trade Federation (FTF) is comprised of retail businesses and wholesalers that sell only fair trade products in North America. The FTF is part of the global fair trade movement and its main goals are to build equitable and sustainable trading partnerships as well as creating opportunities to alleviate poverty. Formed in 1994 as the North American Alternative Trade Organization (NAATO), the group changed its name to the Fair Trade Federation in the following year. The FTF has grown from 17 members at its inception in 1994 to over 250 members in 2015. The FTF requires its members to employ an entirely (or dedicated) fair trade business model that requires fair trade retailers to purchase goods only from FTF member wholesalers to insure the legitimacy of fair trade merchandise.Born in Austin, Texas, Terry Marshall attended public schools in Dallas and then worked for several car dealerships before joining his parents in a recreational vehicle dealership. Terry worked for his parents for four years and enjoyed the family business. Then, his father offered to help Terry and his wife, Tammy set up their own recreational vehicle business in Canton, Texas, which is about 100 miles east of Dallas on Interstate 20. Tammy Marshall, who is also from Dallas, had a retail background working for an import company called World Bazaar. The Marshalls, who have now been married for over 27 years, have a daughter named Taylor. The couple started the RV business with one employee and owned and operated the dealership for 17 years. At its peak, the Marshalls had 12 employees and did several million dollars in annual sales. Then, hard times fell on the RV industry and the Marshalls were able to sell their business in 2009.Author: Please describe your decision to leave the recreational vehicle business.Terry Marshall: I have always been an entrepreneur and rarely worked for anyone else. It started in 2007 when several of the big manufacturers, like Holiday Rambler and Fleetwood, that had been around for 50 and 60 years, went out of business. I believe over 75 manufacturers went out of business. There were a lot of mom and pop dealers who had been in the industry for years, but the economy really hurt that industry because it was a luxury item. Our market got down to people who were using RVs for work or were extremely wealthy. The demand dropped in half overnight.Author: What event had a profound effect on you?Terry Marshall: We took a trip with Compassion International-we had never been outside the country, except for cruises to Cancun and things like that. We decided in 2009 to take a trip to Kenya, Africa with Compassion International, not as wealthy people who go on a safari, but to see poverty first hand. We","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"267 1","pages":"113-118"},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74937578","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 : 2016-04-01DOI: 10.9774/GLEAF.3709.2016.AP.00006
Mohamed H. Behery
THE FOLLOWER-LEADER RELATIONSHIP DOES NOT operate in a vacuum (Bjugstad et al., 2006). Since followers and leaders are linked together in interrelated roles and are dependent on each other, the importance of followers cannot be underestimated (Yukl, 2002). While organizations continue to devote time and money to the development of leadership, followership is what enables leadership to succeed (Oyetunji, 2013). The integrated model of followership and leadership styles can be applied and matched to fit different organizational cultures and goals (Kark et al., 2003). Organizations may tend to have certain predominant leaders and/or follower types and so organizations have to be able to fit the two types together (Yukl, 1989, 1998).In today's global market, companies must recognize that success or failure is a result of both leaders' and followers' roles (Bennis, 2010; Hollander & Offermann, 1990; Kelley, 1992; Oyetunji, 2013). Leadership and followership co-exist; there can be no leaders if there are no followers (Hollander, 1992; Kelley, 2008). Numerous developments in the study of leadership have made evident the practical significance of follower perceptions of the leader-follower relationship (Hollander & Kelly, 1990; Hollander, & Webb, 1955). Followers are as important as leaders, yet in management and organizational behavior literature, the focus is largely on the concept of leadership, while follower behavior is often ignored (Blanchard et al., 2009; Ekundayo et al., 2010; Hollander, 1964).This present study contributes to the literature by raising three questions. First, "What are the different complements of transformational leadership behaviors that exert their influence on followers in this research context, the UAE?" The second question we focus on is, "What are the possible effects of these different behaviors on followers' styles in this research context, the UAE?" The third is, "What are the effects of such leadership behaviors and followership styles on organizational outcomes like organizational identification in this research context, the UAE?" To this end, the current study develops and tests a theoretical model (see Fig. 1) to explore individual-focused and group-focused transformational leadership behaviors, as well as followers' style and their impact on organizational identification.A comprehensive revision of the literature of the different variables of the study is first presented. Second, I present the research model and hypotheses development. The research methodology is discussed later. Last, the research results, the implications and a future research agenda are described.Theory and literatureTransformational leadershipTransformational leadership is one of the most prevalent approaches to understanding individual, group and organizational effectiveness (Bass, 1997). Transformational leadership is a multifaceted construct (Podsakoff & MacKenzie, 1994; Podsakoff et al., 1990, 1996; Yukl, 1989). It displays certain types o
跟随者和领导者的关系不是在真空中运作的(Bjugstad et al.， 2006)。由于追随者和领导者以相互关联的角色联系在一起，相互依赖，因此追随者的重要性不可低估(Yukl, 2002)。当组织继续投入时间和金钱来发展领导力时，追随者是使领导力成功的因素(Oyetunji, 2013)。追随和领导风格的整合模型可以应用和匹配，以适应不同的组织文化和目标(Kark等人，2003)。组织可能倾向于拥有某些主要的领导者和/或追随者类型，因此组织必须能够将这两种类型结合在一起(Yukl, 1989,1998)。在当今的全球市场中，公司必须认识到，成功或失败是领导者和追随者角色的结果(Bennis, 2010;Hollander & Offermann, 1990;凯利,1992;Oyetunji, 2013)。领导和追随是共存的;如果没有追随者，就不会有领导者(Hollander, 1992;凯利,2008)。领导力研究的众多发展已经证明了追随者对领导-追随者关系的认知的实际意义(Hollander & Kelly, 1990;Hollander， & Webb, 1955)。追随者和领导者一样重要，但在管理和组织行为学文献中，重点主要放在领导的概念上，而追随者的行为往往被忽视(Blanchard et al.， 2009;Ekundayo et al.， 2010;荷兰人,1964年)。本研究通过提出三个问题对文献做出了贡献。首先，“在阿联酋的研究背景下，变革型领导行为对追随者施加影响的不同补充是什么?”我们关注的第二个问题是，“在阿联酋的研究背景下，这些不同的行为对粉丝风格的可能影响是什么?”第三个问题是，“在阿联酋的研究背景下，这种领导行为和追随者风格对组织结果(如组织认同)有什么影响?”为此，本研究开发并测试了一个理论模型(见图1)，以探索以个人为中心和以群体为中心的变革型领导行为，以及追随者的风格及其对组织认同的影响。首先提出了对研究中不同变量的文献的全面修订。其次，提出了本文的研究模式和假设发展。研究方法将在后面讨论。最后，对研究结果、启示和未来的研究方向进行了描述。理论和文献变革型领导变革型领导是理解个人、群体和组织有效性的最流行的方法之一(Bass, 1997)。变革型领导是一个多方面的结构(Podsakoff & MacKenzie, 1994;Podsakoff et al.， 1990,1996;Yukl, 1989)。它显示了某些类型的行为，这意味着变革型领导的动机基础是一个改变追随者对自己的看法的过程(见Lord & Brown, 2004;Shamir et al.， 1993)，或者作为具有独特需求的独特个体，或者作为一个社会群体的热情成员，其义务与群体的义务一致(Tajfel & Turner, 1986)。以个人为中心的变革型领导行为以个人为中心的领导认为，有效的领导者根据下属的个体差异(如能力和行为风格)来改变自己的行为(Podsakoff et al.， 1990;Rafferty & Griffin, 2004;Wu等人，2010)。变革型领导行为的两个组成部分——个性化考虑和智力刺激——关注个人的需求、能力和情感状态，而不是他们的集体利益(Kark et al.， 2003;Wu等. ...
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Pub Date : 2016-04-01DOI: 10.9774/GLEAF.3709.2016.AP.00005
Todd A. Finkle
THE PURPOSE OF THIS ARTICLE is to fill a gap within the field of entrepreneurship by examining the trends in salaries and demand of entrepreneurship faculty over the past 10 years from 2004 to 2015. There has been a significant amount of research done within the field of entrepreneurship education on a wide variety of topics (see Buller & Finkle, 2013; DeTienne & Chandler, 2004; Finkle, 1998, 2002, 2006, 2007a, b, 2008, 2010a, b, c, 2011, 2012a, 2013a, b, 2014; Finkle & Buller, 2012a, b; Finkle & Deeds, 2002; Finkle et al., 2001, 2004, 2006, 2009; Finkle & Greenwood, 1996; Finkle & Kuratko, 2004; Finkle & Mallin, 2010; Finkle & Scoresby, 2012; Finkle & Shrader, 2015a, b; Finkle & Thomas, 2008; Katz, 2003, 2004; Kuratko, 2005; Mallin & Finkle, 2011; Stetz et al., 2008; Thomas et al., 2010; Vesper & Gartner, 1997).Despite all of this research, sparse work has been done on the subject of salaries for entrepreneurship faculty. Information does exist on faculty salaries in places like the Chronicle of Higher Education and websites like HigherEdJobs, but most of the time entrepreneurship is coupled with other fields like management, marketing or even business. This article will provide entrepreneurship faculty with a quick way to determine what their tangible market value is within academia.Faculty in the field of entrepreneurship desperately need a source to benchmark their true value in the academic marketplace. The findings of this study are also important to schools because they need to understand the salary and faculty demand trends that are occurring within the field. This article will answer the following four research questions: (1) What are the salaries for entrepreneurship faculty by rank at AACSB schools within the US from 2004 to 2015? (2) What are the salaries for entrepreneurship faculty by gender at AACSB schools within the US from 2004 to 2015? (3) What are the salaries for entrepreneurship faculty by type of school at AACSB schools within the US from 2004 to 2015? and (4) What is the demand for entrepreneurship faculty at AACSB schools within the US from 2005 to 2015?Previous researchOne of the first people that investigated salaries within the field of entrepreneurship was Katz (2004) with a study that was sponsored by the Ewing Marion Kauffman Foundation. He examined salaries, stipends, travel and research funding, and course loads for endowed chairs in the field of entrepreneurship and related areas (e.g. small business, family business, free enterprise, private enterprise, etc.). He found that the average annual salary for an endowed chair was $162,018 (median = $148,500).The only other studies done on salaries (Finkle et al. 2010, 2012, 2013) were studies that examined entrepreneurship center directors. Their first study in 2012 found that the average annual salary of a US center director was $145,948. In 2013 they found that the average US entrepreneurship center director's annual salary was $136,989 versus $131,250 for an intern
{"title":"Special Report: A Current Look at Salaries and Faculty Demand within the Field of Entrepreneurship","authors":"Todd A. Finkle","doi":"10.9774/GLEAF.3709.2016.AP.00005","DOIUrl":"https://doi.org/10.9774/GLEAF.3709.2016.AP.00005","url":null,"abstract":"THE PURPOSE OF THIS ARTICLE is to fill a gap within the field of entrepreneurship by examining the trends in salaries and demand of entrepreneurship faculty over the past 10 years from 2004 to 2015. There has been a significant amount of research done within the field of entrepreneurship education on a wide variety of topics (see Buller & Finkle, 2013; DeTienne & Chandler, 2004; Finkle, 1998, 2002, 2006, 2007a, b, 2008, 2010a, b, c, 2011, 2012a, 2013a, b, 2014; Finkle & Buller, 2012a, b; Finkle & Deeds, 2002; Finkle et al., 2001, 2004, 2006, 2009; Finkle & Greenwood, 1996; Finkle & Kuratko, 2004; Finkle & Mallin, 2010; Finkle & Scoresby, 2012; Finkle & Shrader, 2015a, b; Finkle & Thomas, 2008; Katz, 2003, 2004; Kuratko, 2005; Mallin & Finkle, 2011; Stetz et al., 2008; Thomas et al., 2010; Vesper & Gartner, 1997).Despite all of this research, sparse work has been done on the subject of salaries for entrepreneurship faculty. Information does exist on faculty salaries in places like the Chronicle of Higher Education and websites like HigherEdJobs, but most of the time entrepreneurship is coupled with other fields like management, marketing or even business. This article will provide entrepreneurship faculty with a quick way to determine what their tangible market value is within academia.Faculty in the field of entrepreneurship desperately need a source to benchmark their true value in the academic marketplace. The findings of this study are also important to schools because they need to understand the salary and faculty demand trends that are occurring within the field. This article will answer the following four research questions: (1) What are the salaries for entrepreneurship faculty by rank at AACSB schools within the US from 2004 to 2015? (2) What are the salaries for entrepreneurship faculty by gender at AACSB schools within the US from 2004 to 2015? (3) What are the salaries for entrepreneurship faculty by type of school at AACSB schools within the US from 2004 to 2015? and (4) What is the demand for entrepreneurship faculty at AACSB schools within the US from 2005 to 2015?Previous researchOne of the first people that investigated salaries within the field of entrepreneurship was Katz (2004) with a study that was sponsored by the Ewing Marion Kauffman Foundation. He examined salaries, stipends, travel and research funding, and course loads for endowed chairs in the field of entrepreneurship and related areas (e.g. small business, family business, free enterprise, private enterprise, etc.). He found that the average annual salary for an endowed chair was $162,018 (median = $148,500).The only other studies done on salaries (Finkle et al. 2010, 2012, 2013) were studies that examined entrepreneurship center directors. Their first study in 2012 found that the average annual salary of a US center director was $145,948. In 2013 they found that the average US entrepreneurship center director's annual salary was $136,989 versus $131,250 for an intern","PeriodicalId":90357,"journal":{"name":"The journal of applied management and entrepreneurship","volume":"5 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2016-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78339331","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 : 2016-01-01DOI: 10.9774/gleaf.3709.2016.ja.00004
J. Shields, J. M. Shelleman
THE SMALLEST OF SMALL AND medium-sized enterprises (SMEs)-micro enterprises (or micro businesses)-are an important segment of the U.S. economy. They constitute the vast majority of all businesses (97.7%) (SBA Office of Advocacy, 2012; U.S. Census, 2012), employing approximately 42 million workers with an annual payroll approaching US$300 billion (U.S. Census, 2012).Management accounting systems in organizations facilitate decision making and thereby business performance. While larger firms routinely employ management accounting systems to enhance business performance, there is little known evidence on the use and effects of management accounting systems in micro enterprises (micro-SMEs) in the U.S. (see, for example, NFIB, 2007; Wijewardena et al., 2004). Given the common business advice to small businesses exhorting the importance of planning and control functions (U.S. Small Business Administration, 2013) such as establishing a budget, computing breakeven to determine pricing, and comparing actual to budgeted expenses, this is somewhat surprising. For example, breakeven analysis, computation of the point where revenues equal costs (Garrison et al., 2015), is viewed as a "key part" of a business plan that provides an "important reality check" (Baron and Shane, 2008, p. 217). Attention to such accounting considerations is integral to small business success (Hunter, 2011; d'Amboise and Muldowney, 1988). However, both the extent of use of different elements of management accounting systems and, more importantly, their relationship to business performance in micro-SMEs is unknown.This research seeks to address this gap in our understanding of micro-SME management. Information on the use and outcomes of management accounting systems in micro-SMEs will extend understanding of the management of very small businesses, as distinct from larger SMEs and large firms. Acknowledgment of these businesses as a separate category such as the European Commission has done (European Commission, 2005) denotes not only their importance to the economy but also highlights their distinctive characteristics and potentially different management requirements and problems. Information from this research can help small business owners target their performance enhancement efforts by incorporating practices that evidence suggests lead to more successful outcomes. Small business counselors may apply our results to pinpoint important areas for advice and training.This study provides evidence on the following research questions:1. Do micro-SMEs use management accounting systems?2. If micro-SMEs do use management accounting systems, then which elements of management accounting systems do they use?3. Does the use of management accounting systems affect micro-SME performance?Review of the literatureManagement accounting systemsManagement accounting systems are a subsystem of a broader management control system (Davila and Foster, 2005). A management control system is a "recurring and
小型和中型企业(sme)中最小的-微型企业(或微型企业)-是美国经济的重要组成部分。他们占所有企业的绝大多数(97.7%)(SBA办公室，2012;美国人口普查，2012年)，雇用约4200万工人，年工资接近3000亿美元(美国人口普查，2012年)。管理会计系统在组织中促进决策，从而促进业务绩效。虽然大公司通常采用管理会计制度来提高经营绩效，但很少有证据表明管理会计制度在美国微型企业(微型中小企业)中的使用和效果(例如，见NFIB, 2007;Wijewardena et al.， 2004)。鉴于对小企业的常见商业建议劝告计划和控制功能的重要性(美国小企业管理局，2013年)，例如建立预算，计算盈亏平衡以确定定价，并将实际费用与预算费用进行比较，这有点令人惊讶。例如，盈亏平衡分析，计算收入等于成本的点(Garrison等人，2015年)，被视为商业计划的“关键部分”，提供了“重要的现实检查”(Baron和Shane, 2008年，第217页)。注意这样的会计考虑是不可或缺的小企业成功(亨特，2011;d’amboise and Muldowney, 1988)。然而，管理会计系统的不同要素的使用程度，更重要的是，它们与微型中小企业的业务绩效的关系都是未知的。本研究旨在解决我们对微型中小企业管理理解上的这一差距。关于微型中小企业管理会计制度的使用和结果的资料将扩大对与大型中小企业和大公司不同的非常小的企业管理的了解。承认这些企业作为一个单独的类别，如欧盟委员会所做的(欧盟委员会，2005年)不仅表明他们对经济的重要性，但也突出了他们独特的特点和潜在的不同的管理要求和问题。来自这项研究的信息可以帮助小企业主通过整合有证据表明会导致更成功结果的实践来瞄准他们的绩效增强努力。小型企业顾问可以应用我们的结果来确定重要的建议和培训领域。本研究为以下研究问题提供了证据:1。微型中小企业是否使用管理会计制度?如果微型中小企业确实使用管理会计制度，那么他们使用管理会计制度的哪些要素?管理会计系统的使用是否会影响微型中小企业的绩效?文献综述管理会计系统管理会计系统是一个更广泛的管理控制系统的子系统(Davila和Foster, 2005)。管理控制系统是“一套反复出现的、形式化的制度化协议、惯例或信息收集机制，旨在帮助管理者做出决策或履行职责”(Davila and Foster, 2005, p. 1040)。它包括“管理人员用来建立和维持组织活动模式的程序和惯例”(Simons, 1995，第5页)。管理会计系统被企业用来降低代理成本和促进决策(Baiman, 1982)。代理成本发生在所有者和管理者分离的情况下。在微型中小企业中，所有权和经营权的分离是最小的，因为大多数微型中小企业是由所有者自己经营的(美国人口普查，2012)。因此，管理会计系统在微型中小企业中的首要功能是促进决策。业务决策的两个重要类别是与计划活动和控制功能相关的决策。．．．
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Pub Date : 2016-01-01DOI: 10.9774/gleaf.3709.2016.ja.00009
M. Dobbs
Elon Musk Tesla, SpaceX, and the Quest for a Fantastic Future Ashlee Vance, Harper Collins, 2015, $21.03 (hardcover), 390 pages reviewed by Dr. Michael E. Dobbs Eastern Illinois University, USAWHAT ARE YOUR PLANS FOR preserving the human species in case of disaster? It's OK if you haven't thought about that very much because apparently that question occupies much of Elon Musk's time and attention as described in Ashlee Vance's biography Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future. Vance, a Bloomberg BusinessWeek writer, describes Musk's major business ventures-Zip2, X.com which morphed into PayPal, SpaceX, Solar City, and his most high profile company, Tesla Motors. But Vance also delves into Musk's personal life and background and adeptly peels back the public projection to reveal defining personal experiences, leadership qualities, and unusual motivations like actually saving the human race from extinction.As for specific chapters, the first and last chapters are summaries of Musk's life and business ventures. There are two chapters devoted to his early life prior to his startups which may be of particular interest to younger readers (i.e. students). The schoolyard bullying that actually landed Musk in the hospital at one point, the parental split and the mind-games his father played, and his solo escape to his maternal family's home of Canada as a route to get to the U.S. may all be relatable and inspirational to many. However, readers also are introduced to the less common traits of Musk in these early chapters such as his photographic memory, high IQ, and extreme social awkwardness (to put it mildly).Musk's seemingly superhuman work ethic and programming skills come to the fore in the chapter describing his first venture with his brother Kimbal during the nascent days of the internet in 1995. What became known as Zip2 was a company that combined online company listings with navigation-enabled online maps. In the days before MapQuest (much less Google Maps), this was a revolutionary idea but a tough sell. Musk's lack of leadership and interpersonal skills hampered his ability to effectively lead the company and he was forced out as CEO. However, the experience and the $22 million he received when the company was acquired by Compaq launched him into his next venture.Always the visionary, Musk next tried to tackle the banking industry using disruptive online technology and incorporated X.com. As Vance puts it, "a finance start-up with a pornographic-sounding name." Surviving an attempted leadership coup only five months into the venture, Musk rallied his remaining troops, recruited new engineers, and launched one of the first online financial companies with more than 200,000 people signed up in just a few months and more than a million in short order. But other companies soon followed, including Confinity (with co-founder Peter Thiel) and its successful product, PayPal. In March of 2000, the two firms merged and Musk emerged
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Pub Date : 2016-01-01DOI: 10.9774/gleaf.3709.2016.ja.000012
Drew Stapleton
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Pub Date : 2016-01-01DOI: 10.9774/GLEAF.3709.2016.JA.00007
R. Preziosi
Thomas H. Shea launched the first corporate outplacement firm with his wife in 1979. He left his job as a personnel manager in a South Florida hospital as they formed Right Associates. It has morphed into one of the original components of Right Management, operating in over fifty countries. The business includes outplacement, executive coaching, leadership training, assessments and engagement services. It is part of the Manpower Group. Mr. Shea is the President of Right Management - Florida/Caribbean. He has appeared on various national and international outlets, while serving as Chairman of the Board for the FSU Center for Human Resource Management and on the Board of Governors for the NSU Huizenga College of Business and Entrepreneurship.This interview offers a chronological view of the growth of a business in which Tom played the key role. In addition, it reveals a great deal about Tom and his commitment to individual success as a goal for all. It also reflects his concern for the betterment of the community in which he has lived and worked. It tells a very personal story about values and how he always seemed to be at the forefront of change. He also reveals what the workplace of tomorrow will look like and how leaders will be shaping the workplace, perhaps in a way that they never have before.Author: You've been a major force in HR and in the community for decades and I'm sure your role today is different than when you started Right Management decades ago. So what's it like today and maybe give us a couple of ideas about the past, too?Tom Shea: Let me just start with the past, so you can put some perspective around the present. Back in 1979, I started the first outplacement firm in Florida, with the idea that companies would pay me to be a coach for those people looking for a new job when they had terminated some of their employees. We were paid only by the former company; the new company wouldn't pay anything. I resigned my job over at Memorial Hospital where I was the Personnel Manager because I wanted to form my own company. In the beginning, my role was really a rainmaker. I went out and convinced company leaders that they should spend money to do this, hire me when they were terminating people. I had to show them why this would be beneficial, not only for the person or people being terminated, but also for the people who were staying in terms of their potential engagement and view of the company. This would also be beneficial in terms of minimizing lawsuits. If someone had a truly justifiable legal case, that's one thing. However, a lot of people go to court because they are upset; they lost their job and they're mad and they're scared. And if I can help them see a window to the future it makes the other problems go away.I left the hospital to have my own company but really because I wanted to be an outplacement consultant. I thought I'd really be good at helping people find jobs. Then I started doing a little research on outplacement, m
1979年，托马斯·h·谢伊(Thomas H. Shea)和妻子创办了第一家企业就业介绍公司。他辞去了南佛罗里达一家医院人事经理的工作，成立了Right Associates。它已演变为权利管理的原始组成部分之一，在50多个国家开展业务。该公司的业务包括职业介绍、高管培训、领导力培训、评估和参与服务。它是万宝盛华集团的一部分。Shea先生是Right Management - Florida/Caribbean的总裁。他曾出现在各种国内和国际媒体上，同时担任FSU人力资源管理中心董事会主席和NSU Huizenga商业与创业学院董事会主席。这次采访从时间顺序上讲述了汤姆在公司的成长过程，他在公司中发挥了关键作用。此外，它揭示了很多关于汤姆和他的承诺，个人成功作为所有的目标。这也反映了他对改善他所生活和工作的社区的关注。它讲述了一个关于价值观的非常个人的故事，以及他如何总是站在变革的最前沿。他还揭示了未来的工作场所将是什么样子，以及领导者将如何塑造工作场所，也许是一种前所未有的方式。作者:几十年来，您一直是人力资源和社区的主要力量，我相信您今天的角色与几十年前您创建Right Management时有所不同。那么它现在是什么样子，也许也能给我们一些关于过去的想法?汤姆·谢伊:让我从过去开始，这样你就可以对现在有一些看法。早在1979年，我就在佛罗里达州创办了第一家职业介绍公司，当时我的想法是，公司会付钱给我，让我为那些在解雇了一些员工后正在寻找新工作的人提供指导。我们只从原来的公司领工资;新公司什么也不付。我辞去了在纪念医院人事部经理的工作，因为我想成立自己的公司。一开始，我的角色真的是一个造雨者。我出去说服公司领导，他们应该花钱做这件事，在他们裁员的时候雇佣我。我必须向他们展示为什么这样做是有益的，不仅对被解雇的员工有利，而且对留下来的员工也有好处，因为他们对公司有潜在的投入和看法。这也有利于减少诉讼。如果某人有一个真正正当的法律案件，那是一回事。然而，很多人去法院是因为他们心烦意乱;他们丢了工作，又生气又害怕。如果我能帮助他们看到一扇通向未来的窗户，其他的问题也就迎刃而解了。我离开医院是为了有自己的公司，但真正的原因是我想成为一名职业介绍顾问。我以为我真的很擅长帮助别人找工作。然后我开始做一些关于再就业的研究，搬到纽约，和我的妻子莫琳(Maureen)一起参观了几家再就业公司，她是一家保险公司的招聘人员。所以我们进入公司，他们会载歌载舞。“哦，你应该在佛罗里达州的公司使用我们的职业介绍服务。”所以我们从内部看到了再就业业务，然后我可以说，“好吧，我可以在这里做这个。”基本上，我对我妻子说:“钱花完了我们该怎么办?”她说:“那你就得找份真正的工作了。”幸运的是，我还没有找到一份真正的工作，但简单地说，我一开始做得还不错。有很多人来找我，几个月后，我一周的工作就达到了极限。我意识到我再也没有时间出去给其他公司打电话了。所以我承担了这些责任，基本上把一些咨询工作交给了别人。我没有一个总体规划，但每次出现问题时，我都必须想办法解决它。幸运的是，我认为拥有数学硕士学位和数学教学经验帮助我解决了商业问题。…
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