Career Handbook

The job search, no matter what step you are on, can be a daunting and intimidating process. We want you to know that you are not alone in this journey. Since the day you arrived on campus, you have been surrounded by the support of family, friends, professors, staff, and peers. As you move into the next stage of your professional journey, we want you to know that you have the support of Career Services, the Alumni Association, and all of the employers who are part of the Hire a Rebel family to mentor, guide, and walk with you through the jobbing process. We are invested in the community of Las Vegas, the network of UNLV, and in each of you to help you to grow and transition from student to professional. The road to career success is not as easy as we might hope for. You may encounter setbacks and struggles throughout the next few years, but keep in mind that each situation you encounter and every decision you make is shaping you into a Rebel professional. By taking advantage of the resources that come along with being a UNLV Rebel, you will network with amazing and successful professionals already thriving in the field, build your own career toolkit, and navigate through the professional world with the skill set that you learned while you were a student at UNLV. Whether you are working in an office, stage, gallery, restaurant, school, or even your own home, you are equipped with the knowledge, drive, and determination to find success. You have the spirit of a Rebel within you. When roadblocks get in your way, use your network and your talents to navigate around, over, or through them. When you are met with overwhelming success, share those victories with your Rebel family. Remember that you are now and will always be connected through UNLV. We all have your back and are all excited for you on this journey. You are a Rebel today and you will be a Rebel forever. Welcome to the Hire a Rebel family!https://digitalscholarship.unlv.edu/career_handbook/1000/thumbnail.jp

My impossible dream.

The article presents the author's views on leisure studies. The author says, "I have always thought of myself as different. Different in the sense that while growing up I never, in my mind, seemed to fit into what society deemed "normal." For me this society was Southern California, home to movie stars and the latest fashion trends; the so-called "beautiful people." In the 1980s and 1990s, this society demanded a certain look that was anything but normal, and growing up in this shadow of influence, if you did not fit in "you knew it. It is still much the same today. Anywhere you go, advertisements and media coverage about beauty, diet and how to live bombard you. People who stand out are often targeted and made fun of for being and looking different from the ideal

Spartan Daily, September 3, 1976

Volume 67, Issue 2https://scholarworks.sjsu.edu/spartandaily/6089/thumbnail.jp

Crafting A Human Resource Strategy To Foster Organizational Agility: A Case Study

A decade ago, the CEO of Albert Einstein Healthcare Network (AEHN), anticipating a tumultuous and largely unpredictable period in its industry, undertook to convert this organization from one that was basically stable and complacent to one that was agile, “nimble, and change-hardy”. This case study briefly addresses AEHN’s approaches to business strategy and organization design, but focuses primarily on the human resource strategy that emerged over time to foster the successful attainment of organizational agility. Although exploratory, the study suggests a number of lessons for those who are, or will be, studying or trying to create and sustain this promising new organizational paradigm

Reality for the Classroom

With 89 years of Linfield College teaching among them, accounting Professors Mike Jones (35 years), Malcolm Greenlees (28) and Rich Emery (26) are three of the college’s most senior faculty members. The trio is legendary in the accounting community, as professionals and as teachers who have guided generations of students. Many graduates of the accounting major are now partners in their own firms or have branched off into successful careers in other areas of business. We sat down with them during finals week in December

Running Strong After All These Years: How A Five Year CAPE School Sustains and Continuously Improves into Year Eight, 2000

A central component of our evaluation and inquiry agenda for the Chicago Arts Partnershipsin Education (CAPE) during the school year 1999-2000 was a quest for understanding the reasons for the ability of programs to survive after the sponsor funding ceased. Why do some programs survive well beyond their original funding and support?This is an absolutely crucial question for the sponsors of most any program entering schools with goals of long term or permanent change. This question equally impacts foundations, government agencies, and individual philanthropists. Sponsors of funded programs in our schools generally have as their highest hope that their investments willspawn change, and not just expenditure of money.To seek information and suggested answersto the critical issue of sustainability,we interviewed parents, teachers, and administrators. We also surveyed key players and asked them to enumerate what they saw to be important longevity factors for their CAPE programs.We uncovered many things in this process. One component of our work that turned out remarkably well was interviews with key teachers involved in the CAPE programs that have lived in since CAPE's very start. Our team invited a teacher, perhaps the most experienced and thoughtful witness to the whole project, to compose a narrative account of the development of the program at her school. What resulted was a very lucid account of the complex processed of launching and institutionalizing a program ignited by an outside sponsor: the successes and pitfalls, the leaders and resisters. It is a compelling story about the long-term evolution of a school community and its central conversations

Needs assessment for Grace Adult Day Services Chippewa Falls

Includes bibliographical references

Does Academic Performance Predict Workplace Productivity?

This research examines if college GPA affects productivity and compensation in the workplace. It uses data collected from a survey of approximately 23,000 Bryant University graduates in different stages of their career. About 10 percent of the alumni surveyed completed the survey. The econometric model used in this study allows estimating the effect of GPA on income after controlling for various demographic and socioeconomic variables, including education, major, occupation, gender, among others. The empirical work provides evidence that GPA has a positive and statistically significant impact on workplace productivity for females, but GPA seems to be a weaker predictor of workplace productivity for males. In addition, there is strong evidence of a significant gender wage gap, but no evidence of a race wage gap

Defining the Millennial Superwoman: Strategies for Work-Life Integration

Defining the Millennial Superwoman: Strategies for Work-Life Integration uncovers the perceptions of millennial females and contrasts them with the perceptions of working women in other generations. This research determines how millennial females are different in their search for work-life integration – the act of mixing work and personal life – and explains what this difference means for companies in the upcoming years. Historically, there has been much literature focused on women fighting for equality to get into the workforce, as well as why highly educated and successful women began taking themselves out of the workforce. However, there is a gap in the literature regarding why and how millennial women are different from their past counterparts, as well as what this discrepancy means for companies. This capstone includes a research paper and short film which highlights why women perceive work-life integration differently across generations; additionally, it offers insight into what strategies will best suit millennial women in their search for work-life integration