7,191 research outputs found

    Institute of Advanced Legal Studies Strategic Plan 2006-2011

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    CAHRS hrSpectrum (March - April 2003)

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    HRSpec03_04.pdf: 123 downloads, before Oct. 1, 2020

    CAHRS hrSpectrum (September - October 2006)

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    CAHRS hrSpectrum (May - June 2006)

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    HRSpec06_06.pdf: 114 downloads, before Oct. 1, 2020

    An Employment Systems Approach to Turnover: Human Resources Practices, Quits, Dismissals, and Performance

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    Key Findings • Organizations using high-involvement work practices have lower rates of quits, dismissals, and total turnover, which in turn leads to higher rates of customer satisfaction. • Long-term investments in employees—such as the use of internal promotions , high relative pay, pensions, and full-time employment—lead to lower rates of quits, dismissals, and total turnover. • HR practices that emphasize short-term performance such as intensive performance monitoring and commission-based pay—lead to higher rates of quits, dismissals, and total turnover

    Understanding the New Reality of Layoffs and Helping Employees Find Solutions to Cope

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    KEY FINDINGS · In general, job tenure in the United States has shortened significantly over recent decades, particularly for relatively older male workers. · Stock prices, which used to react negatively to job loss announcements, began to react less negatively in the recent past, and now tend to react slightly positively. · CEO pay is correlated with layoffs, but, when company size is controlled for, there is no relationship between CEO pay and layoffs. · Laid-off workers are less well off than in the past, in terms of subsequent wages, reemployment, and health. · While there are some alternatives to layoffs, firms tend not to use them

    Rules of Attraction: Job Seekers Use Negative News to Filter Initial Search

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    KEY FINDINGS · In contrast to popular belief that any publicity is good publicity, the researchers found that exposure to negative information about a company had both immediate and longer lasting effects on important recruitment outcomes. · Job seekers exposed to negative information about a previously unknown company were much less attracted to that company immediately after exposure, and had fewer intentions to apply for jobs there. · The effect of negative information on job seeker attraction is persistent—one week later, its impact remains much larger than that of positive information. · Job seekers also found it easier to recall more overall judgments of organizations one week after being exposed to negative versus favorable information

    Starting Off on the Right Foot: Take Proactive Measures to Enhance Project Teams\u27 Performance

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    Key Findings • The period between a project’s initiation and the project team’s first meeting is a crucial time that can significantly affect the team’s success • Team leaders can use this time effectively to lay the groundwork for their team’s activities via a mobilization strategy, in which a leader researches the team’s objectives, proactively defines members’ roles, and staffs the team based on members’ knowledge, skills and abilities • The amount of a team’s aggregate knowledge, skills and abilities, or human capital, is less important to team effectiveness than is the proper alignment of this human capital with project tasks

    CAHRS hrSpectrum (May - June 2008)

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    HRSpec2008_06.pdf: 174 downloads, before Oct. 1, 2020

    CAHRS hrSpectrum (January - February 2006)

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    HRSpec06_02.pdf: 166 downloads, before Oct. 1, 2020
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