ILR Faculty Publications 2006-07

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.Faculty_Publications_2006_07.pdf: 46 downloads, before Oct. 1, 2020

The Employment Interview as a Recruitment Device

[Excerpt] More directly to the point of this paper, differences in the relative importance of recruitment versus selection are hypothesized to influence the conduct, and outcomes, of the employment interview. This can occur in several ways. For example, interviewers can change either their nonverbal (e.g., body language) or verbal behaviors (e.g., time spent talking), as well as the content of what is discussed (e.g., applicant qualifications versus vacancy characteristics)

Recruiter Perceptions of Applicant Fit: Commonalities and Differences

To date, normative selection models have focused primarily on matching individual knowledges, skills, and abilities to job requirements. However, it has increasingly been argued that people should also be selected for fit to broader organizational characteristics such as strategy, culture and values. Despite the apparent reasonableness of these claims, there has been little research on how employers actually go about the task of screening or selecting for broader organizational fit. Accordingly, the present study examined how organizational recruiters assess applicant fit. Fifty-four campus recruiters in four colleges provided examples of best-fitting and worst-fitting applicants from just-completed interview schedules, along with specific descriptions of what it was that made each applicant fit or not fit . Examination of interview transcripts suggested that despite the recent emphasis on unique organizational values, strategies, or cultures in discussions of fit, by far the most frequently-mentioned determinants of fit were either (1) job-related coursework or experience, or (2) generally (rather than uniquely) desirable personal characteristics such as articulateness, positive personal appearance, and good general communication skills. However, some systematic differences were detected in the extent to which particular characteristics were sought by recruiters in different colleges or by those recruiting for different types of vacancies. Findings are related to previous research, and implications for applicants, employers, and future researchers are offered

Managerial Discretion in the Use Of Self-Ratings in an Appraisal System: The Antecedents And Consequences

Self-evaluations of performance have elicited the interests of researchers over the last four decades. Supporters attest to the importance of employee involvement in the appraisal process while detractors raise issues concerning leniency, validity and purpose. This study examines the circumstances under which superiors have discretion to ask subordinates to self-evaluate their performance in an ongoing appraisal system. Three primary issues are investigated: the conditions under which superiors requested subordinates to self-evaluate, the relationship between opportunity to self-evaluate and the type of post-appraisal interview that was conducted, and the impact of self-ratings on performance appraisal outcomes. Three hundred twenty-six subordinates responded to questions about the performance appraisal process. Results showed leader-subordinate relationships were strong predictors of opportunity to self-rate. Self-ratings were strongly related to type of interview conducted and had an impact on perceived fairness of ratings. While criticism of self-ratings exists, our findings indicate that voluntary self-ratings, focusing on performance development, have a positive impact on the appraisal process

EMPLOYEE COMPENSATION AND JOB SATISFACTION ON DAIRY FARMS IN THE NORTHEAST

Economies of size have translated into much larger herd sizes and, therefore, employee bases on dairy farms throughout the Northeast. These non-family employees present managerial issues many farm managers are not accustomed to. This research quantifies and illustrates the internal pay structure and enumerates that current employee satisfaction levels present on the farms of members of the Northeast Dairy Producers Association (NEDPA).Human Resource Management, Compensation, Satisfaction, Labor and Human Capital,

A Systems Thinking Approach to Redesigning the Patient Experience to Reduce 30 Day Hospital Readmission

INTRODUCTION The cost of medical care is spiraling out of control, and one of the many reasons is lack of preventative care, poor communication to the patient and primary caregiver(s) both in an inpatient and outpatient setting. There are potentially many reasons for this cost escalation, one of the drivers of this cost is 30 day readmission after a hospitalization and this is what was examined in this analysis. The purpose of this paper in particular is to share what has been learned using a systems thinking approach to hospital readmissions and the patient experience. It is critical to understand the problems that occurred in the past. In addition, we will explain the methodology utilized and bring awareness to the iterative process. We will also demonstrate a suggested redesigned model

Spartan Daily, December 5, 2006

Volume 127, Issue 54https://scholarworks.sjsu.edu/spartandaily/10312/thumbnail.jp

Paedophiles in the community: inter-agency conflict, news leaks and the local press

This article explores the leaking of confidential information about secret Home Office plans to house convicted paedophiles within a local community (albeit inside a prison). It argues that a politics of paedophilia has emerged in which inter-agency consensus on the issue of ‘what to do’ with high-profile sex offenders has broken down. Accordingly, the article situates newspaper ‘outing’ of paedophiles in the community in relation to vigilante journalism and leaked information from official agencies. The article then presents research findings from a case study of news events set in train following a whistle-blowing reaction by Prison Officers’ Association officials to Home Office plans. Drawing from a corpus of 10 interviews with journalists and key protagonists in the story, the article discusses both the dynamics of whistle blowing about paedophiles and also what happens after the whistle has blown

Motivating employees for long term company success

textThere have been many recent examples in the news of how employees were motivated by their companies to take actions that were not best for the long term success of the company. Mortgage companies gave financial incentives to brokers for each loan approved regardless of quality, which resulted in a large number of defaults several years later. BP, the oil company, gave financial incentives to employees based on short-term profits, which motivated management to perform cheaper and less frequent maintenance on the Alaskan Pipeline. This led to increased bonuses until a pipeline failure several years later. And numerous financial institutions gave employees big performance bonuses based on short-term profits one year before their institutions failed. Many analysts have stated that lucrative bonuses that did not take into account long-term company performance motivated many employees to take dangerous financial risks. In addition, in my 16 years of software development consulting, I have first-hand experience with seeing how companies' motivation techniques influence people to ignore the long-term success of their company. I have seen incentives for delivering a project on time influence project managers and developers to push low quality software into production in order to meet that deadline. Similarly, I have seen incentives (for meeting budget numbers on a project) influence managers to eliminate planning and quality assurance in order to lower the cost of implementing the project. In each of those cases, the resulting low quality software caused long-term damage to the company that could have been avoided if the project were higher quality but slightly late or over budget. I have also seen that incentives, intended to encourage call center employees to take more calls per hour, ended up motivating employees to hang up on customers without solving their problems. This resulted in low customer satisfaction, which led to a long term reduction in sales. These are only a few of the many examples I have seen in my career of how the wrong motivational techniques can have unintended, negative, long-term results for a company. Regardless of whether the motivational techniques are based on profits, revenues, productivity, stock price, or some other factor, many motivational techniques include financial incentives that are based on monthly, quarterly, or yearly results without regard for longer periods of time. Long term incentives, such as vesting in a 401(k) or increased vacation time, are typically focused solely on retaining employees rather than on long-term company performance. This thesis explores the ways in which companies currently motivate employees. The motivation may be extrinsic, using tools such as financial incentives or it may be intrinsic, using tools such as company culture or hiring practices. This thesis will review both academic research and practical management experience related to employee motivation with a goal of identifying practical recommendations for improving the current, common motivational practices. These improvements should encourage employees to take the best actions for the long-term success of the company.Engineering Managemen

Spartan Daily, April 24, 1961

Volume 48, Issue 105https://scholarworks.sjsu.edu/spartandaily/4159/thumbnail.jp