Subject: Universities and Colleges

Compiled by Susan LaCette.Universities.pdf: 413 downloads, before Oct. 1, 2020

THE LIFE CYCLE OF SHOPPING CENTERS AND POSSIBLE REVITALIZATION STRATEGIES

This paper addresses the concept of shopping center life cycle. The concept is considered a possible explanation for the death of certain types of shopping centers and birth of others. Of course that there are also other theories that explains this evolutlife cycle, commercial center, strategy

Subject: Human Resource Management

Compiled by Susan LaCette.HumanResourceManagement.pdf: 5527 downloads, before Oct. 1, 2020

High Tech and High Touch: Headhunting, Technology, and Economic Transformation

[Excerpt] In High Tech and High Touch, James E. Coverdill and William Finlay invite readers into the dynamic world of headhunters, personnel professionals who acquire talent for businesses and other organizations on a contingent-fee basis. In a high-tech world where social media platforms have simplified direct contact between employers and job seekers, Coverdill and Finlay acknowledge, it is relatively easy to find large numbers of apparently qualified candidates. However, the authors demonstrate that headhunters serve a valuable purpose in bringing high-touch search into the labor market: they help parties on both sides of the transaction to define their needs and articulate what they have to offer. As well as providing valuable information for sociologists and economists, High Tech and High Touch demonstrates how headhunters approach practical issues such as identifying and attracting candidates; how they solicit, secure, and evaluate search assignments from client companies; and how they strive to broker interactions between candidates and clients to maximize the likelihood that the right people land in the right jobs

In the Trenches at the Talent Wars: Competitive Interaction for Scarce Human Resources - A Qualitative Study

The purpose of this paper is to examine how firms are competing for scarce human resources in the talent wars. First, the paper makes the distinction between responding to labor shortages with investments in recruiting and retention and directly competing against identified labor market competitors for scarce human resources. It appears firms compete with rivals in the open labor market and in initiating and defending against talent raids. The process of identifying and responding to the tactics of labor market competitors is reviewed for both types of direct competition. Firms tend to respond to rivals’ tactics either by changing the employment relationship with threatened employees or engaging in tactics to influence the behavior of the competing firm. Factors that determine the propensity and type of response to competitor’s tactics are reviewed and integrated. The greater the threat posed by the rival’s tactics the greater the likelihood affected firms will respond with externally as opposed to internally oriented tactics. The greater the skill mobility of threatened employees, the more administrative and financial resources will be invested in the counter-response. Finally, firms use a variety of preemptive tactics to reduce the threat of talent raids. These tactics are listed and explained. The paper concludes with recommendations for firms seeking to gain or protect advantage relative to rivals in the war for talent

RETENTION AND EXPANSION ISSUES AND CONCERNS OF RURAL BUSINESSES: SOME FINDINGS FROM SURVEYS IN THE WESTERN UPPER PENINSULA OF MICHIGAN

This paper is part of a series of reports of the activities conducted under a grant from the Fund for Rural America, U.S. Department of Agriculture. Funds for the grant entitled "Enhancing Rural Economies Through Comprehensive Extension, Research & Partnering Approaches Using Multi-County Clusters in Michigan With Application to National Rural Settings" were received by Michigan State University's Department of Agricultural Economics in March, 1998. The major goal of the grant is to increase economic development activity in four clusters of rural counties in Michigan through the utilization of the resources of the Michigan State University Extension Service, Michigan Agricultural Experiment Station, and other resources of Michigan State University. Various local, state, and federal public partners as well as the private sector are co-sponsors of projects in the counties. This paper focuses on Business Retention and Expansion (BR&E) programs that have been conducted in the Western Upper Peninsula (WUP) of Michigan. The paper highlights and assesses major achievements and performances of the programs with respect to identifying issues, problems, and opportunities impacting the local economies. The data include information from BR&E visitation programs supported by the project and two other surveys in the WUP region.Community/Rural/Urban Development,

Controlling service work: An ambiguous accomplishment between employees, management and customers

In order to understand the control of service work, most service literature has focused on its production while treating the customer as secondary. The consumption literature emphasizes the customer’s role but lacks empirical evidence for its claims. Using an ethnographic study of an ‘exclusive’ department store, this article aims to reduce the gap between these two bodies of literature by investigating how employees, management and customers control service work. The findings suggest that the maintenance of class difference combined with competing expectations of managers, employees and customers makes the management of service work highly ambiguous and reveals a continuing instability between managerial practices of control and consumer culture

Subject: Groups and Organizations

Compiled by Susan LaCette.GroupsandOrganizations.pdf: 992 downloads, before Oct. 1, 2020