Information Outlook, September 2004

Volume 8, Issue 9https://scholarworks.sjsu.edu/sla_io_2004/1008/thumbnail.jp

Information Outlook, September 2004

Volume 8, Issue 9https://scholarworks.sjsu.edu/sla_io_2004/1008/thumbnail.jp

Information Outlook, September 2004

Volume 8, Issue 9https://scholarworks.sjsu.edu/sla_io_2004/1008/thumbnail.jp

Promoting Professional Development through Appreciative Inquiry: Aiding the Transition of College Student Employees as Emerging Professionals

The purpose of this action research study aimed to identify how to better promote and support the transition as emerging professionals and elevate the professional development capacity of Sixth College Residence Life at the University of California, San Diego. The primary research question guiding these endeavors is: What role do I/our office play in the transition of student employees to emerging professionals? The secondary question is: How can I/our office collaborate to elevate professional development practices and capacity? Research participants took part through virtual interviews, virtual focus groups, and the completion of an online survey. The significance of my efforts was attaining insight into meeting the development needs of a population at a critical point in their development and actualization. Findings indicate, through collaboration that creating opportunities to connect, lead, engage in further training, and build capacity can better serve college student employees as emerging professionals

Employee Engagement Strategies to Increase Innovation

Human resources leaders (HRLs) who fail to embrace employee innovation are at risk of jeopardizing the organization\u27s competitive advantage. Organizational leadership and employees stand to benefit from innovation, as employee innovation can aid in establishing a competitive advantage and survivability. Grounded in the transformational leadership conceptual framework, the purpose of this qualitative multiple case study was to explore employee engagement strategies HRLs use to increase innovation. The participants included 5 HRLs at small human resource management firms in the northeast area of the United States who used engagement strategies to increase innovation. Data were collected from interviews with the HRLs, company websites, and social media pages. A thematic analysis was used to analyze the data. Four themes emerged: cross team assessment, communication tools, measurement tools, and recognition strategies. The application of the findings from this study could contribute to positive social change by providing insights for HRLs on employee engagement strategy implementation for talent retention that increases workplace stability and employees supporting their families as well as contributing positively to their communities

Employee Engagement Strategies to Increase Innovation

Human resources leaders (HRLs) who fail to embrace employee innovation are at risk of jeopardizing the organization\u27s competitive advantage. Organizational leadership and employees stand to benefit from innovation, as employee innovation can aid in establishing a competitive advantage and survivability. Grounded in the transformational leadership conceptual framework, the purpose of this qualitative multiple case study was to explore employee engagement strategies HRLs use to increase innovation. The participants included 5 HRLs at small human resource management firms in the northeast area of the United States who used engagement strategies to increase innovation. Data were collected from interviews with the HRLs, company websites, and social media pages. A thematic analysis was used to analyze the data. Four themes emerged: cross team assessment, communication tools, measurement tools, and recognition strategies. The application of the findings from this study could contribute to positive social change by providing insights for HRLs on employee engagement strategy implementation for talent retention that increases workplace stability and employees supporting their families as well as contributing positively to their communities

The Role of Enterprise Social Media during the COVID-19 Pandemic: Insights from Leaders' Experience

The COVID-19 pandemic impacted workplaces, with public health orders requiring people to shift their workplaces into their homes. Consequently, many organisations pivoted to online operation and utilised technology such as Enterprise Social Media (ESM) to help manage this transition. In this study we explore leaders' diverse use of ESM during the pandemic, including whether it was used for performance management and how it shaped leaders’ social behaviour. We conducted fifteen semi-structured interviews with leaders in a large Australian University using the ESM technology. Our results explore the nuances of ESM use during this time including how it was used as a social tool, a communication tool, and as an informal means to collect performance data. Interviews also revealed concerns with ESM use such as privacy and information redundancy. Our work advances the Task-Technology Fit (TTF) literature by conceptualising cognitive and affective mechanisms to understand how utilisation moderates TTF outcomes. These mechanisms are contingent on how leaders use ESM and the level of their interactions and engagements. We identify practical implications of ESM use at a time of crisis including leader training, clear guidelines for internal communication, efficient information sharing practices, and informed consent for ESM-related data collection practices

Cultural Capital: Challenges to New York State’s Competitive Advantages in the Arts and Entertainment Industry

This is a report on the findings of the Cornell University ILR planning process conducted with support of a grant from the Alfred P. Sloan Foundation to investigate trends in the arts and entertainment industry in New York State and assess industry stakeholders’ needs and demand for industry studies and applied research. Building on a track record of research and technical assistance to arts and entertainment organizations, Cornell ILR moved toward a long-term goal of establishing an arts and entertainment research center by forging alliances with faculty from other schools and departments in the university and by establishing an advisory committee of key players in the industry. The outcome of this planning process is a research agenda designed to serve the priority needs and interests of the arts and entertainment industry in New York State

Information Outlook, April 2007

Volume 11, Issue 4https://scholarworks.sjsu.edu/sla_io_2007/1003/thumbnail.jp