Current Issue : October - December Volume : 2019 Issue Number : 4 Articles : 5 Articles
The concept and features of college teachersâ?? soft abilities are defined. The\nfeatures of College Teachersâ?? Soft Ability are: not easy to train and develop;\ntalentâ??s deep characteristic; capable of effectively predict high working performance.\nThe method to establish the Soft Ability indicator system is: to be\nsure about job requirements on hard abilities involving knowledge and technique\nvia college teachersâ?? job analysis; then to use behavioral event interview\nto determine the essential condition of soft abilities related to high performance.\nThe method to measure College Teachersâ?? Soft Abilities in recruitment\nand selection is to firstly change soft ability as specific work behavior,\nand then make measurement by methods of employment interview, evaluation\nand behavior observation....
Income inequality is a serious social economic issue in many countries. The\nissue is deteriorated due to the complex social environment and demographic\ncomposition in the Unites States. This study focuses on the racial and gender\nfactors which influence workersâ?? income. And the easy-qualified year of\nschooling and working-year are chosen as the other two factors. Basing on\nthe Ordinary Least Square (OLS) analysis, the selected factors are qualified to\nunderstand their influence degree in income inequality. By comparing the\ncoefficients of the factors, we find the inner relationships between the factors\nand income inequality. The precise results not only provide a chance for\npeople to examine their income levels, but also help the government to develop\nfair policies....
All post-secondary institutions proclaim a commitment to diversity and inclusion\n(D&I); it is precisely the universality of these pronouncements that\ndisqualify them as a source of competitive advantage as the term is properly\nunderstoodâ??something valuable, rare, inimitable, and non-substitutable.\nThis paper describes a more expansive approach to diversity and inclusion\nundertaken at University of Maryland University College Europe, which has\nadvanced D&Iâ??s role and contribution from providing compliance and advocacy\nto creation and promotion of competitive advantage, using examples\nfrom its MBA program to illustrate key concepts. Coined â??lunch-bucket\nD&Iâ?, the approach honors traditional D&I initiatives and programs, but\nadds a supplemental focus on integration of embedded inclusive practices into\nthe daily work of students, faculty, and staff to create a uniquely inclusive\nenvironment that attracts and retains top talent. Combined with its formal\nD&I programs and Speak Up! initiatives, UMUC Europeâ??s â??lunch bucket\nD&Iâ? approach demonstrates the potential for D&I to be leveraged to create\ntrue competitive advantage in post-secondary education....
The research on organizational innovation has considered structural ambidexterity,\ncontext ambidexterity and leadership ambidexterity as important\nways to realize organizational ambidexterity. Yet, our understanding about\nthe managerâ??s ambidexterity in social enterprises is still unclear. In order to\ndiscover the importance of organizational support, we divided organizational\nsupport into instrumental support and emotional support to investigate their\nimpact on managerâ??s ambidexterity. We also argue that emotional intelligence\nintermediates the relationship between two types of support and managerâ??s\nambidexterity in social enterprises; the managerâ??s informal networks\nand equity sensitivity moderate the impact of the two organizational supports\non managerâ??s ambidexterity. In this paper, we propose a research framework\nthat both organizational supports are important determinants of managerâ??s\nambidexterity. In addition, emotional intelligence and informal network play\na partial mediating role in the two organizational supports and managerâ??s\nambidexterity....
This research focuses on the important issues of age discrimination and intergenerational\nknowledge transfer. Through online questionnaire method,\nwhere 291 effective responses were acquired, this research found that perceived\nage discrimination by senior employees was negatively related to their\nintention to transfer their knowledge to younger employees. This negatively\neffect was fully mediated by organizational identification, where perceived\nage discrimination was negatively related to organizational identification\nwhile organizational identification was positively related to intergenerational\nknowledge transfer intention. This research made theoretical contribution by\nlinking the two important issues, age discrimination and intergenerational\nknowledge transfer, as well as by identifying the underlying mechanism for\nthis linkage. The research would hopefully help manager in workplace to encourage\nsenior employees to transfer knowledge to younger employees, by\nproviding a more respectful workplace for senior employees....
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