A Sample Of 102 Full Time Business School Faculty At A Large North Eastern University

In order to compare employee satisfaction by division (independent variable) and examine employee attitudes, we compared the mean differences between the following dependent variables: the Minnesota Satisfaction Questionnaire (MSQ), the pay satisfaction questionnaire (PSQ), Job Descriptive Index (JDI), the work itself (JDIW), supervisors (JDIS), Job Descriptive Index of Co-Workers (JDIC) and promotions (JDIPRO). Additional dependent variables regarding employees sentiments towards performance appraisal

I am very interested in a career field in Human Resources. For this paper, I interviewed Lillian Mannino who is a Human Resource and Personnel Manager at the UC San Diego Graduate School of Global Policy and Strategy. As a manager, Lillian serves as the link between the graduate school’s management and its employees. She is in charge of overseeing recruitment, employee relations, policy development, payroll, and benefits. Personnel management is a special branch of management that is focus on the concerns of employees at work and their relationship with the organization. Her educational experiences consist of a bachelor degree at UC San Diego in Management Science and a professional Human Resources certificate from UCSD Extension. She has been working in the academic administration for almost ten years and earned her current position as manager through climbing up the ladder. She started off working in this field as a student affairs officer then was promoted to an administrative specialist. Her prior work experience paved a path for her to build up professional experience as well as a solid network within the UCSD administrative system.

I believe that it is important to understand that job satisfaction has an impact on job performance. In my personal experiences I have seen management completely oblivious to the concerns of their staff that had a negative impact on job satisfaction. The text cites 300 studies that found that organizations with

When I received the promotion to Director of Academics and the Assistant Athletic Director for Academics at Portland State I was required to keep the job responsibilities that were associated with my Academic Advisor position. This meant that not only was I responsible for job duties as an advisor but I was also given the responsibilities of the Academic department and supervising. I went from a case load of 150 students to over 300 and supervising a staff of just over 10. I had to learn to manage my time efficiently and effectively while being able to handle and manage crises that arose during the day or any impending deadlines. It was also not rare to receive requests from the University General Counsel, Athletic Director, NCAA, Compliance

There is this assumption that professors are like a “caricature” with too much time on their hands that still exists in societal standards, but current professors would most likely disagree, explaining that assumption has died down with the rise of “corporate” university standards (Berg & Seeber, 2016, Kindle 87). The CAUT report identifies the perceptions that at one time, an academic career was seen as a desirable goal, but over the past twenty years that perception has changed to the point where the stress levels in academia exceeds that found in the general population.

Effectively integrating as an employee into a new work environment can be stressful, but when successfully accomplished, can present great opportunities for career growth. In the Harvard Business School Brief Case “Thomas Green: Power, Office Politics, and a Career in Crisis,” recently promoted Senior Market Specialist Thomas Green sought to achieve great career growth at the corporate headquarters of Dynamic Displays. Unfortunately, Green’s personality and work style were too dissimilar from manager Frank Davis’ expectations. As a result, Green is left with a career crisis where his ambitious career growth with Dynamic Displays may be stunted. For Thomas Green, a shift in his work style and how he approaches conflict resolution are necessary for him to achieve his career objectives at Dynamic Displays.

The intent of this chapter is to present and analyze the findings of this study. The purpose of this study focused on the identification essential skills and career paths of practicing school executives in North Carolina public schools. Additionally, an examination of career path differences associated with gender, ethnicity, and district type and on the identification of the career path positions school executives perceived to be important in advancing career opportunities as school executives in North Carolina. This study will use a quantitative methodology of data collecting to answer the research questions. The following research questions are the basis for this study:

Professor Juma is the Associate Professor of Management for Washburn’s School of Business. She presides over classes such International Business and Strategic Management ("Norma Juma”). She was a very good choice for my interview since she is a professor for the School of Business and I plan on pursuing a degree with the School of Business. I could have picked any of the qualified faculty members of the school, but Professor Juma stood out to me in many aspects. The fact that she taught upper level division courses was very intriguing to me, but also because she was a woman in a predominantly male taught sector of the school. The fact that she was also was born in Kenya and pursued her BBA and MBA in India was even more of a reason to choose her as my interviewee ("Norma Juma”). Her many different experiences she has gained through the years is something I could not have talked about with another professor.

A few key takeaways: The authors found a pattern in job satisfaction and their role of newcomer experiences and perceptions. Job satisfaction is at its highest shortly after entering an organization, but decreases thereafter; those individuals who most likely experienced this pattern where employees who had negative experiences at their previous job and positive experiences at the start of their new job (Boswell et al.,

The article, “Better Pay and Benefits Loom Large in Job Satisfaction”, by Stephen Miller seeks to address how recognition and benefits affects the way employees determine their job satisfaction. The research problem being addressed is whether companies are able to retain the top talent employee and how the “compensation package” affects their decision to work at the company.

In today's world, businesses and academics face many divergent challenges. In addition to the need for keeping abreast of the latest technological and research drives, managers and staff must also be sensitive to social concerns such as the diversity that is encouraged and managed in the workplace. The presence of minority staff, for example, should be supplemented with a concern and sensitivity for the needs and concerns of this sector of the staff without also appearing biased in the process. This careful balance is specifically important in the field of academics, where the concern of minority first year faculty is becoming increasingly important as diversity in the workplace is gaining increasing attention. For this reason, research in the field has specific value, is addressed by various researchers, and could also include a variety of ethical concerns that should be addressed.

In 2010, senior leadership at the large engineering and consulting firm CH2M HILL asked Jan Walstrom to “reinvent employee career development at CH2M HILL” (Newman, 2013, p. 110). Even though Walstrom’s background was not in Human Resources, she used her experience in project management to approach the problem systematically. The two primary areas of concern were high turnover, especially among new hires, and a lack of qualified internal candidates for top leadership positions in the company (Newman, 2013). By 2012, Walstrom had directed the company in creating a company vision and strategy, as well as employee development and management training programs (Newman, 2013). However, the turnover and leadership problems persisted. Going into 2013, Walstrom was faced with determining the next step in

In 2015, the applicant pool increased at 57% of business schools worldwide (Gellman). Today, a Masters of Business Administration defines a businessperson and unlocks the doors to the financial world. Modern business hinges on education, but when formal schooling was not widely available, artists considered other factors integral to a flourishing businessman and financial success. Authors, playwrights, and filmmakers recognized the value of formal education, but imagined experience, social dexterity, and observation as the bedrock of economic prosperity.

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

To understand the concept of job satisfaction the research has identified two aspects of it, they are, the facets satisfaction and overall satisfaction (Cherrington,1994; Fields, 2002). Individuals can be satisfied or dissatisfied with their overall job (Ironson, Smith, Brannick, Gibson, & Paul, 1989) and with specific job facets, such as the level of pay, promotion opportunities, co-workers, working conditions and supervision, contingent rewards, benefits, nature of work, or communication (Spector, 1997; Locke, 1976; Smith, Kendall & Hulin, 1969). The evidence shows that distinctive job facets such as pay satisfaction, opportunities for promotion, relationships with co-workers and supervisors have significant effects on job satisfaction (Ting, 1997; Ellickson & Logsdon, 2002; Pohlmann; 1999). The overall satisfaction is considered in terms of good salary, compassionate supervisors and co-operative co-workers. Conversely, the job dissatisfaction derives for instance form low pay or incompetent supervisors. Therefore, the feeling of overall satisfaction or dissatisfaction depends on the intensity and frequency of positive and negative experiences with job (Cherrington, 1994; Ironson, Smith, Brannick, Gibson, & Paul,