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Foreign Countries; Clothing; Industry; Sewing Instruction; Patternmaking; Clothing Instruction; Skill Development; Economic Opportunities; Expertise; International Trade; Employer Employee Relationship; Work Environment; Labor Conditions; Context Effect; Adjustment (to Environment); Entrepreneurship; Females; Informal Education; Ethnography; Lifelong Learning

Abstract:
This article examines the relationship between skill acquisition and the constitution of economic selfhood in Trinidad. Drawing on ethnographic fieldwork among garment workers in a context of industrial decline, I show how their formal, informal, and illicit means of acquiring sewing skills are inextricably linked to the fragmented and unstable economic opportunities available to them. Learning to sew means learning to be a flexible economic actor, which helps workers survive but disadvantages them in waged labor relationships. By investigating the role of pleasure in self-training, I emphasize the neglected importance of emotion for understanding livelihood strategies. (Contains 2 notes.) Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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Older Adults; Caregivers; Labor Turnover; Intention; Job Satisfaction; Employer Employee Relationship; Stress Variables; Self Esteem; Anxiety; Supervisor Supervisee Relationship

Abstract:
Purpose of the Study: The aged care industry experiences high rates of staff turnover. Staff turnover has significant implications for the quality of care provided to care recipients and the financial costs to care agencies. In this study, we applied a model of intention to quit to identify the contextual and personal factors that shape aged care staff's intention to quit. Design and Methods: A sample of 208 aged care staff, including nurses, personal care assistants, allied health professionals, and managers completed a self-report questionnaire. The questionnaire assessed intention to quit, organizational commitment, job satisfaction, self-esteem, stressors, stress, and supervisor support. Results: The findings largely supported the model. Specifically, job commitment, job satisfaction, and work stressors directly influenced intentions to quit, although work stressors and supervisor support demonstrated numerous indirect associations on quitting intentions. Implications: The findings suggest that aged care service providers can modify aged care workers' intentions to quit by reducing job stressors and increasing supervisor support. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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Financial Services; Employees; Employee Attitudes; Work Environment; Physical Environment; Offices (Facilities); Facilities Management; Social Theories; Employer Employee Relationship

Abstract:
Prior research on the effects of office redesign on work-related outcomes has been largely a theoretical and yielded mixed and conflicting findings. Expanding on individual reactions to office design changes as specified by social interference theory, we propose that office redesign affects organizational commitment and this relationship is mediated by employee perceptions of the broader work environment. This conceptual model is tested using 121 financial services employees who experience office redesign and 136 who do not. Results indicate that perceptions of innovation and collaboration mediate the effects of office redesign over and above negative personal reactions such that affective organizational commitment is enhanced among those experiencing reconfigured offices. Findings provide support for an expanded rendition of social interference theory that provides for favorable (as well as unfavorable) employee reactions to office redesign. Such a theoretical explanation is asserted to increase understanding of how the physical environment influences employee attitudes. (Contains 4 tables and 3 figures.) Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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College Graduates; Information Literacy; Information Seeking; Influence of Technology; Quality of Life; Education Work Relationship; Adjustment (to Environment); Focus Groups; Employer Employee Relationship; Expectation; Age Differences; Problem Solving; Researchers; Career Development; Social Capital; Online Searching; Interpersonal Communication; Social Networks

Abstract:
Qualitative findings about the information-seeking behavior of today's college graduates as they transition from the campus to the workplace. Included are findings from interviews with 23 US employers and focus groups with 33 recent graduates from four US colleges and universities, conducted as an exploratory study for Project Information Literacy's (PIL's) Passage Studies. Most graduates in our focus groups said they found it difficult to solve information problems in the workplace, where unlike college, a sense of urgency pervaded and where personal contacts often reaped more useful results than online searches. Graduates said they leveraged essential information competencies from college for extracting content and also developed adaptive information-seeking strategies for reaching out to trusted colleagues in order to compensate for what they lacked. At the same time, employers said they recruited graduates, in part, for their online searching skills but still expected and needed more traditional research competencies, such as thumbing through bound reports, picking up the telephone, and interpreting research results with team members. They found that their college hires rarely demonstrated these competencies. Overall, our findings suggest there is a distinct difference between today's graduates who demonstrated how quickly they found answers online and seasoned employers who needed college hires to use a combination of online and traditional methods to conduct comprehensive research. Methods are appended. (Contains 11 figures and 42 footnotes.) [Research conducted in collaboration with the Berkman Center for Internet and Society at Harvard.] Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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School Districts; Teaching (Occupation); Employer Employee Relationship; Teacher Recruitment; Teacher Selection; Teacher Qualifications; Teacher Effectiveness; Teacher Salaries; Merit Pay; Rewards; Incentives; Quality of Working Life; Teacher Motivation; Teacher Morale; Teacher Persistence; School Culture; Institutional Characteristics; Recognition (Achievement); Faculty Development; Teacher Improvement

Abstract:
All employers, including school districts, enter into a "Value Proposition" with their employees--the complete set of offerings and experiences provided by the employer, compared to other similar opportunities. A successful Value Proposition reflects the needs of both employer and employee, not only attracting and retaining employees with the right skills and knowledge, but giving employees the rewards and working conditions that motivate and engage them at the level and quality desired by the employer. Because teaching effectiveness is the single most important in-school factor for improving student achievement, rethinking the Value Proposition and how it gets communicated is one of the crucial levers available for school districts to increase their student achievement through improved attraction and retention of excellent teachers. What employers offer in any Value Proposition is broader than salary and benefits, and includes professional growth and career opportunities, work-life balance structures, and recognition. It also encompasses working conditions--things like quality of leadership, opportunity for teamwork, student motivation and discipline, and demands and structure of the job. This brief gives districts a roadmap for re-envisioning and rebuilding their Value Proposition. It requires a dramatic change in perspective, and deliberate shifts in investments to better meet district needs while also considering teacher preferences. (Contains 4 figures and 18 endnotes.) Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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 ERIC Full Text (755K)

Descriptors:
Public Health; Living Standards; Unions; Collective Bargaining; Labor Legislation; Employees; Economic Research; Social Indicators; Productivity; Poverty; Economic Impact; Personnel Policy; Policy Analysis; Policy Formation; Public Policy; Employer Employee Relationship; State Policy; Data Analysis; Statistical Data; Census Figures; Labor Relations

Abstract:
On February 1, 2012, Indiana Governor Mitch Daniels signed a "right to work" (RTW) provision in the state's labor laws, making Indiana the 23rd RTW state in the nation. In addition to becoming the 23rd RTW state in the nation, Indiana is the first in more than a decade to pass a law undermining the ability of unions to organize and represent their members. In RTW states, unions are prohibited from including "union security clauses" in their contracts, which are those clauses that require all employees in the bargaining unit to either join the union or pay a portion of its dues as a condition of employment. Thus, RTW laws are generally believed to weaken unions. Worker-friendly states (those states without RTW laws), on the other hand, allow provisions for the union to be the exclusive bargaining agent for those workers who are eligible for membership, and also require all eligible employees to pay at least a portion of the union dues. Supporters of RTW have cited a number of reasons for enacting such laws, but mostly they rely on non-existent research and false conclusions. There are several non-economic reasons for people to support RTW laws. But the question of whether RTW laws benefit a state economically has remained largely unanswered. In this paper, using the most recent data available from the U.S. Census, the BLS, the Bureau of Economic Analysis, and other public sources, the author has analyzed a spectrum of seven measures for standard of living, and determined whether there are differences in these measures between the 22 RTW states (not including Indiana, which joined them after this data was collected) and the 28 worker-friendly states (including Indiana). (Contains 4 tables and 26 endnotes.) Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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Competence; Employment; Undergraduate Students; Graduate Students; Integrity; Work Ethic; Job Satisfaction; Employees; Employer Employee Relationship; Higher Education; Comparative Analysis; Questionnaires; Work Attitudes; Employee Attitudes; Employers; Employment Potential; Job Skills; Communication Skills

Abstract:
In this study, we have attempted to determine and compare the views of graduate and undergraduate college of business students pertaining to the skills and competencies needed for employment. A questionnaire was administered to graduate and undergraduate students enrolled in the college of business at Texas A&M University-Commerce. Three hundred and sixty undergraduate students completed the questionnaire and 153 graduate students responded. Both groups of students evaluated "integrity/honesty" and "good work ethic" as the two most important qualities needed for employment. Both the graduate and undergraduate students believed that "knowledge of a second language" and "extra curricula activities" were the least important qualities needed for employment. (Contains 1 table.) Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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Organizational Change; Middle Management; Distance Education; Work Environment; Accessibility (for Disabled); Inclusion; Organizational Climate; Organizational Culture; Educational Practices; Intervention; Program Design; Change Strategies; Administrator Role; Employer Employee Relationship

Abstract:
Often, the aim of distance learning (DL) is to enhance individual learning, not to change workplace practices. Changing organizational policies, practices and behaviors related to disability calls for a different DL approach that engages users and contextualizes knowledge. In the disability arena, there is a need for programming that brings about disability inclusive workplace practices by reaching more deeply within workplace cultures. Mid-level managers are key arbiters of disability inclusiveness and workplace practices, yet they are difficult to reach. We have designed and piloted a Just-in-Time (JIT) approach to reach managers that includes two phases: Phase I engages a core group within the organization, and Phase II focuses on a JIT toolkit. (Contains 2 tables.) Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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Corporations; Universities; Work Environment; Differences; Organizational Development; Sexual Identity; Homosexuality; Organizational Change; Social Support Groups; Employer Employee Relationship; Social Attitudes; Activism; Change Agents

Abstract:
Lesbian, gay, bisexual, transgender, and queer (LGBTQ) employees create formal and informal groups within workplaces to provide social support and to seek organizational change at their places of employment. I present a case study of a coalition of these groups working together to attain domestic partner benefits within a large three-campus university system. These groups worked together to conduct employee-initiated organization development (OD). This development occurred through various approaches to organizational change and social organizing strategies. The study illustrates the distinct differences between employee-initiated OD in the corporate sector and in universities. It also demonstrates the utility in organizing through a structured activist group and a looser grassroots coalition at various stages of the effort. Successes were attained at various stages through both the more highly structured groups and through loose-knit coalitions. Additionally, this study illustrates successes in social organizing around both fixed, ethnic-type identities and through more fluid queer approaches. Both approaches were utilized to varying degrees as the activists worked toward goals of concern to (a) diverse groups (not just LGBTQ individuals) and (b) LGBTQ-specific constituents. (Contains 1 table and 1 figure.) Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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Foreign Countries; Administrative Organization; Telecommunications; Industry; Organizational Change; Employees; Expectation; Role; Change Agents; Burnout; Correlation; Structural Equation Models; Factor Analysis; Attitudes; Persistence; Motivation; Employer Employee Relationship

Abstract:
Successful implementation of organizational changes greatly depends on committed employees. It is crucial for managers, leaders, and HRD professionals to understand the antecedents and outcomes of commitment to change. The purpose of this study is to investigate the relationships among expectation of change outcome at the individual level, commitment to change, and emotional exhaustion. Four hundred and sixty-three usable surveys were returned from managers and employees from three companies in the Chinese telecom industry that were undergoing large-scale organizational changes. Results of correlation analysis demonstrated that expectation of change outcome was positively correlated with affective and normative commitments to change and negatively correlated with continuance commitment to change. Affective and normative commitments to change were both negatively correlated with emotional exhaustion, while continuance commitment to change was positively correlated with emotional exhaustion. Structural equation modeling analysis indicated that a full mediation model fitted best to the data. The relationships between the two dimensions of expectation of change outcome and emotional exhaustion were fully mediated by affective and normative commitments to change. This study offers insights into understanding the complex nature of commitment to change, how to cultivate commitment to change, and how to use commitment to change as an intervention solution to reduce stress. (Contains 5 tables and 2 figures.) Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract

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