The research described in this paper affirmed the strong, positive, direct relationships between Psychological Capital and Engagement and Transformational Leadership and Engagement. Additionally, it showed that Transformational Leadership could positively moderate the Psychological Capital and Employee Engagement relationship.
Despite having tried extensively to recruit females to the financial management sector, the industry finds women remain a distinct minority. This paper utilizes the 2017 National Survey of College Graduates to further examine the female financial manager retention issue.
Strategic acquisitions continue to emerge as a critical business strategy to expand an organization’s sales, customer bases, and growth opportunities. However, research and anecdotal evidence highlights that many of the strategic acquisitions fail to achieve their stated financial and non-financial goals (Mirvis & Marks, 2011).
Organizations can improve the retention of knowledge workers by identifying them, segmenting them, and strategically deploying suitable performance appraisal systems. Using competent raters can improve positive reaction to appraisal outcomes and potentially mitigate intention to quit.
Research suggests teleworkers and office-based employees, who perform the same role, experience different outcomes. Do teleworkers and office-based employees perceive the same political acts differently?
Organizations can improve their complaint process and reduce retaliatory behavior by promoting a culture of collective identity and justice, implementing structures that maintain and restore justice, and through training to reinforce cultural values.
Organizations are incurring significant economic losses due to the high rate of U.S. military veteran attrition during periods of post-service transition. The study explores the factors affecting veteran churn and makes recommendations for employers that may reduce this turnover.
Toxic leadership involves leadership styles that poison the employee, the organization, or both. This paper captures a common phenomenon for toxic leadership (symptoms) useful for diagnosing or addressing toxic leadership in military organizations.
How can executives build social capital by affecting and, in some cases, manipulating structure, culture, strategy, inter-company networks and stakeholder orientation?
A complex organization can impact a restructure by focusing on the processes and people behind it. Clear communication, an ambidextrous leadership style, training, and job resources can all contribute to maintaining employee engagement and the success of the restructuring initiative.