...Article Title: Recruiting Generation Y. Educational Leadership Abstract: “The article offers several ideas for educational leaders to prepare their school district to recruit teachers from Generation Y, those who are born between 1977 and 1995. It is suggested to analyze the school district's web site and its human resources section for its user-friendliness, design, and teacher candidate accessibility. The application process of the school district should include electronic application programs. Other suggestions are discussed including using electronic and social media to advertise open positions.” Annotated Bibliography: This article explains the importance of the online recruitment of teachers for a new generation of the work force, the Generation Y.As an individual of this generation, even though I am not pursuing to be a teacher, I agree with the recruiting approaches the article suggests. An attractive and user-friendly web site and advertising through suitable social media were discussed. I believe these approaches apply not only on the education field but many recruiting strategies in different careers for the Gen Y. Internet is used incredibly widespread nowadays especially for the new generations such as Gen X, Gen Y and teenagers. People who have access to the internet would obtain ton of information even more than they expected. It then became an effective way for employers to recruit people by launching information up on the internet. This way is inexpensive...
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...decade, and suggests a taxonomy of ambition, altruism, affiliation and anxiety to synthesise the diversity of previous research and reach a coherent conclusion: all are on the rise for Gen Y. Directions for future research and recommendations for organisations are discussed. News articles regularly demand that we pay attention to the different needs of the next generation and their attitudes towards work. Last week the Sydney Morning Herald claimed that “Generation Y . . . has high expectations of their employers, seek out new challenges, are not afraid to question authority, value teamwork, seek the affirmation of others, crave attention and want to be included and involved” (Zavos, 2010). Other stereotypes of Gen Y, including Myers & Sadaghiani (2010), pitch them as self-centred, unmotivated, disrespectful and disloyal. There have been many articles and books in “popular literature” that describe differences between the generations, including Strauss & Howe (1991), Howe, Strauss & Matson (2000), Lancaster & Stillman (2002), Trunk (2007) and O’Connell (2008). However, as both Giancola (2006) and Twenge & Campbell (2008) observe, few of these publications provide empirical data to back their claims. For example, Strauss and Howe (1991) make the unsubstantiated assertion that Gen Xers were more likely to be anxious or depressed because they were...
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...Managing the Talent Crisis in Global Manufacturing Strategies to Attract and Engage Generation Y A Deloitte Research Global Manufacturing Study Table of Contents Introduction................................................................................... 1 The Talent Paradox in Global Manufacturing: Survival of the Skilled................................................................... 2 The Depleting Talent Pipeline in Global Manufacturing ............ 3 The Challenge and Opportunity of Talent Mangement in Emerging Markets......................................................................... 5 China: Plenty of oysters, few pearls ............................................. 5 Southeast Asia: Dangers of a short-term view ............................. 6 India: Fighting off the competition .............................................. 6 Latin America: Middle management blues, technical skills shortage .............................................................. 7 Eastern Europe: The perils of accelerating wages ........................ 7 Connecting to Generation Y ........................................................ 8 Characteristics of Generation Y ................................................... 8 New strategies aligning with the needs of Generation Y ............. 9 Shortcomings of current approaches to managing talent ......... 10 The Develop-Deploy-Connect talent management model .......... 11 What Does the Develop-Deploy-Connect Model Mean for...
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...MANAGING DIVERSITY OF WORKFORCE Robert D. Lawsson (MSc) Abstract The objective of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multi-generation workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce. Lawsson R.D. - Identifying and Managing Diversity of Workforce 216 Business Intelligence Journal January OBJECTIVE The objective of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multigeneration workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce. INTRODUCTION The generation that a person is born within has some impact upon that individual in terms of work styles, work values and self-image. The demographic profile of the workforce is undergoing quite a change insofar as the representation of generations and the result is that organizations are experiencing a necessity to make changes as well. The workforce will become increasingly more diverse in the future and this greatly affects the organization in its capacity of hiring and retaining employees. The literature reviewed within this study illustrates the fact that the expectations of employees differ within the generations represented in today’s workforce and unless managers...
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... ● understand the roles of line managers and human resource managers in managing people ● outline the range of activities with which practitioners of human resource management are likely to be involved ● demonstrate how human resource management can make a difference by adding value to an organisation ● outline some of the current issues facing HR managers. HRM? What’s it all about? This book is designed as an introductory text for students studying human resource management (HRM) either with a view to becoming HR specialists themselves, or for those who are starting or hoping to start a career in management. As you will discover, people management forms a large part of every manager’s job, whether they work in a large multinational organisation, a not for profit organisation or a small charity. Organisations also increasingly aim for all employees to be motivated and involved, so an understanding of the subject is important for everyone. As stated in the preface, we intend that you should become actively involved in your own learning as you progress through the book. Even though you are just beginning this subject, you may already have ideas about some of the topics that you are about to study and you may even have a general idea of the role and functions of the human resource management or personnel department in an organisation. Your ideas may not all be right but, after all, that is why you are studying the subject. Many students talk of studying HRM because they would...
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...The Definition of Employee Communication Communication is often defined as the sharing of information, feelings and ideas. In the business world, exchanging information is essential for your company's success, and there are many different avenues available to communicate with your employees and customers. With the advent of social media, the number of communication options has exploded. You can share among your employees almost instantaneously. As the speed of communication accelerates, your challenges to communicate effectively also increase. Keeping your communications accurate and informative becomes a daily challenge. Traditional Communication Methods Communicating with your employees has traditionally been a top-down process: Management created policies, procedures, documents and memos and distributed them to workers. Your now deliver communication usually through internal email messages and website updates. Employees most likely communicate through email and phone calls, with occasional meetings to update status and review accomplishments. Paper memos still exist, but their use is declining as most organizations now rely almost exclusively on email for their important communications. Email and Instant Messaging Your employees most likely use email and instant messaging for most of their daily communications. From daily updates to the latest news from your field offices, associates can stay up to date and informed at all times. The advantages of email and instant messaging...
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...+ Models ORGDYN-404; No. of Pages 9 Organizational Dynamics (2011) xxx, xxx—xxx a v a i l a b l e a t w w w. s c i e n c e d i r e c t . c o m journal homepage: www.elsevier.com/locate/orgdyn Emerging HR management trends in India and the way forward Pawan S. Budhwar, Arup Varma INTRODUCTION Over the last decade or so, India has emerged as a major player on the global economic front. To a great extent, India’s enhanced global economic importance is due to the economic reforms that were initiated in 1991. The reforms have been instrumental in creating tremendous opportunities for businesses, in particular for foreign operators. Bodies like the World Bank predict that if India can sustain its economic growth over the next decade, then it is likely to become one of the leading economies of the world. Needless to say, there are many issues that still need urgent attention — among these, development of infrastructure, control over corruption and bureaucratic red tape, opening-up of key sectors for foreign investments, political and legal reforms, enhancing employable skills in new graduates, control over increasing poverty, internal and external security, and divestments in the public sector, etc. In addition, issues related to the management of human resources have become crucial for India’s sustained economic growth. The liberalization of economic policies calls for a switch from labor intensive to more capital-intensive methods of production, and thus requires organizations...
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...explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths and Culture Analysis of Organizational Strategies Choice and Implementation of Human Resource Strategies Planning Human Resources Attracting Human Resources Human Resource Tactical Plans Placing, Developing, and Evaluating Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Human Resource Systems and Procedures Review and Evaluation of Human Resource Strategies CHAPTER ONE Strategic Importance of Human Resource Management The successful 21st-century organization will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. … The mutual commitment of an employer and an employee will be one of the most important factors for a 21st-century organization. Subhir Chowdhury1 One CHAPTER OBJECTIVES After studying this chapter, you should be able to: • List challenges facing Canadian organizations in the context of managing their workforce. • Discuss the objectives of human resource management. • Discuss the meaning of strategic human resource management and steps in implementing the same. • Discuss how human resource departments are organized and function. • Discuss future roles of...
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...explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths and Culture Analysis of Organizational Strategies Choice and Implementation of Human Resource Strategies Planning Human Resources Attracting Human Resources Human Resource Tactical Plans Placing, Developing, and Evaluating Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Human Resource Systems and Procedures Review and Evaluation of Human Resource Strategies CHAPTER ONE Strategic Importance of Human Resource Management The successful 21st-century organization will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. … The mutual commitment of an employer and an employee will be one of the most important factors for a 21st-century organization. Subhir Chowdhury1 One CHAPTER OBJECTIVES After studying this chapter, you should be able to: • List challenges facing Canadian organizations in the context of managing their workforce. • Discuss the objectives of human resource management. • Discuss the meaning of strategic human resource management and steps in implementing the same. • Discuss how human resource departments are organized and function. • Discuss future roles of...
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...WOMEN AND INTERNATIONAL ASSIGNMENTS: TAKING STOCK— A 25-YEAR REVIEW Y O C H A N A N A LT M A N A N D S U S A N S H O R T L A N D Women’s progress into management and, more specifically, into the world of expatriates, is the subject of this review. Despite advances in equal opportunities legislation, women failed to embark on expatriate missions in significant numbers during the 1980s. In the 1990s, more women were offered international assignment opportunities but they remained a negligible minority compared to men. The first decade of the twenty-first century has witnessed a gradual increase in the number and visibility of women in international assignments. Through a comprehensive review of the literature over the period from 1980 to now, this article charts the emerging themes and changes in the tone of discourse: from when organizations were debating whether to “give women a chance” through attempts to identify and remove “blockages” to women’s progress to, most recently, structural changes in the expatriate assignment and claims for women’s superior affinity to operating internationally. We highlight gaps in the current literature and propose a platform for future research. We conclude with recommendations for practice. © 2008 Wiley Periodicals, Inc. Introduction T he last two decades of the twentieth century and the early years of the twenty-first saw a significant rise in cross-border international business activity, driven by globalization and the domination...
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...JOB SATISFACTION, MANAGERIAL AND LEADERSHIP STYLES AND ITS RELATIONSHIP WITH THE MARKETABILITY OF THE HOTEL AND RESTAURANT ESTABLISHMENTS IN ZAMBALES --------- Presented by RODEL EBAL CHAPTER 1 THE PROBLEM AND ITS BACKGROUND INTRODUCTION Job satisfaction in staff/managers of hotels and restaurants should be of great concern to any organization. Hotel and Restaurant staff and management personnel hold the majority of positions in most hospitality-industry settings, and replacement of a licensed personnel is costly and time consuming. Many registered and/or accredited personnel in hotels and restaurant sectors had limited time but ample exposure to varying degrees of job satisfaction. What makes some so happy with their chosen profession, and others so unhappy? Aside from a change of career, is there a solution? With the current employee’s shortage, and the anticipation of worsening conditions, the researcher of this study set out to investigate the sources of dissatisfaction in the hotel and restaurant settings. Most medium-sized enterprises realize that their effectiveness depend on the utilization of their human resources. Employees’ levels of burnout, job satisfaction and job performance give an indication of the effectiveness of an enterprise. The objective of this study was to determine the relationship between a dispositional variable (sense of coherence), burnout, job satisfaction and job performance. A once-off cross-sectional survey design was used...
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...small businesses. While the writing style is clear and focused, we don’t feel jargon and ten-dollar words are necessary to making a good textbook. Clear and concise language makes the book interesting and understandable (not to mention more fun to read) to the future HRM professional and manager alike. It is highly likely that anyone in business will have to take on an HRM role at some point in their careers. For example, should you decide to start your own business, many of the topics discussed will apply to your business. This is the goal of this book; it is useful enough for the HRM professional, but the information presented is also applicable to managers, supervisors, and entrepreneurs. Besides these differences, other key differences include the following: This book utilizes a technology focus and shows how HRM activities can be leveraged using technology. We have also included a chapter on communication and information about motivational theories. Since communication is a key component of HRM, it makes sense to include it as a full chapter in this book. Human motivation is one of the cornerstones of HR, which is why we include information on this as well. Rather than dividing certain chapters, we have combined some chapters to provide the entire picture of related topics at once. For example, in...
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...Canadian Social Science Vol. 6, No. 5, 2010, pp. 102-123 ISSN 1712-8056 [Print] ISSN 1923-6697[Online] www.cscanada.net www.cscanada.org The Effect of Reward System on Job Satisfaction in an Organizational Chart of Four Hierarchical Levels: A Qualitative Study L'EFFET DU SYSTÈME DE RÉCOMPENSE SUR LA SATISFACTION AU TRAVAIL DANS UN ORGANIGRAMME DES QUATRE NIVEAUX HIÉRARCHIQUES: UNE ÉTUDE QUALITATIVE Ekaterini Galanou1 Georgios Georgakopoulos2 Ioannis Sotiropoulos3 Vasilopoulos Dimitris4 Abstract: Rewards systems are one of the most significant issues of the human resource management. Throughout the literature, it is obvious that theorists and academics, as well as practitioners and managers emphasize the important factor of rewards. Additionally, job satisfaction is another crucial term within the same body of literature. Job satisfaction is likely to provide employees of all levels with feelings of fulfillment, achievement and even pleasure for their job. Thus, such feelings can make people more productive, creative and therefore more profitable for the organization. Furthermore, feelings of job satisfaction can strengthen the commitment and loyalty of employees with the organization, which is very necessary in present times where all firms are looking for competitive advantage and especially through their people. The objective of this study is to examine the correlation of the rewards systems and job satisfaction, based on a qualitative research. An attempt is also...
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...AN EXAMINATION OF DISCRIMINATION AGAINST TRANSGENDER AMERICANS IN THE WORKPLACE HEARING BEFORE THE SUBCOMMITTEE ON HEALTH, EMPLOYMENT, LABOR AND PENSIONS COMMITTEE ON EDUCATION AND LABOR U.S. HOUSE OF REPRESENTATIVES ONE HUNDRED TENTH CONGRESS SECOND SESSION HEARING HELD IN WASHINGTON, DC, JUNE 26, 2008 Serial No. 110–99 Printed for the use of the Committee on Education and Labor ( Available on the Internet: http://www.gpoaccess.gov/congress/house/education/index.html U.S. GOVERNMENT PRINTING OFFICE 43–027 PDF WASHINGTON : 2008 For sale by the Superintendent of Documents, U.S. Government Printing Office Internet: bookstore.gpo.gov Phone: toll free (866) 512–1800; DC area (202) 512–1800 Fax: (202) 512–2104 Mail: Stop IDCC, Washington, DC 20402–0001 VerDate 0ct 09 2002 10:55 Dec 17, 2008 Jkt 000000 PO 00000 Frm 00001 Fmt 5011 Sfmt 5011 G:\DOCS\110TH\HELP\110-99\43027.TXT HBUD PsN: DICK COMMITTEE ON EDUCATION AND LABOR GEORGE MILLER, California, Chairman Dale E. Kildee, Michigan, Vice Chairman Donald M. Payne, New Jersey Robert E. Andrews, New Jersey Robert C. ‘‘Bobby’’ Scott, Virginia Lynn C. Woolsey, California ´ Ruben Hinojosa, Texas Carolyn McCarthy, New York John F. Tierney, Massachusetts Dennis J. Kucinich, Ohio David Wu, Oregon Rush D. Holt, New Jersey Susan A. Davis, California Danny K. Davis, Illinois ´ Raul M. Grijalva, Arizona Timothy H. Bishop, New York ´ Linda T. Sanchez, California John P...
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...Library and Information Center Management Recent Titles in Library and Information Science Text Series Library and Information Center Management, Sixth Edition Robert D. Stueart and Barbara B. Moran United States Government Information: Policies and Sources Peter Hernon, Harold C. Relyea, Robert E. Dugan, and Joan F. Cheverie Library Information Systems: From Library Automation to Distributed Information Access Solutions Thomas R. Kochtanek and Joseph R. Matthews The Complete Guide to Acquisitions Management Frances C. Wilkinson and Linda K. Lewis Organization of Information, Second Edition Arlene G. Taylor The School Library Media Manager, Third Edition Blanche Woolls Basic Research Methods for Librarians Ronald R. Powell and Lynn Silipigni Connoway Library of Congress Subject Headings: Principles and Application, Fourth Edition Lois Mai Chan Developing Library and Information Center Collections, Fifth Edition G. Edward Evans and Margaret Zarnosky Saponaro Metadata and Its Impact on Libraries Sheila S. Intner, Susan S. Lazinger, and Jean Weihs Organizing Audiovisual and Electronic Resources for Access: A Cataloging Guide, Second Edition Ingrid Hsieh-Yee Introduction to Cataloging and Classification, Tenth Edition Arlene G. Taylor LIbRaRy and InfoRMaTIon CenTeR ManageMenT Seventh Edition Robert D. Stueart and Barbara B. Moran Library and Information Science Text Series Library of Congress Cataloging-in-Publication Data Stueart, Robert D. Library and information...
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