<p> Credit unions, the cooperatives started by the people to serve the people, have experienced tremendous growth, success, and challenge since their inception in the mid-19^th century. While the overall number of members and assets are growing, the physical number of credit unions is decreasing due to mergers or insolvency, keeping market share stagnant for the past 20 years. As with all organizations, succession planning is essential to ensure a future. Considering a conceptual foundation including stakeholder theory and succession planning, the purpose of this qualitative study was to better understand how succession planning is utilized by CEOs of credit unions today, what impedes credit unions from succession planning and leadership development, as well as what tools or resources are needed within the industry to either build or enhance the succession planning efforts. </p><p> Based on in-depth interviews with eight current CEO&rsquo;s, findings revealed that succession planning is happening more frequently in large credit unions than previous research noted. CEOs are committed to their stakeholders and to the industry and are driving this process in their credit unions, they believe developing leaders is their main role, and they see succession planning as a competitive advantage because of the results it generates. To make the process successful, the CEOs are utilizing consultants, incorporating a variety of activities, focusing on innovation and technology, and challenging the talent management status quo. The CEOs did not believe suggested impediments from previous research were accurate. Rather, they believed that intrinsic factors got in the way including excuses, basic human nature and egos. To truly revolutionize the industry and gain market share, the CEOs shared that many strategies including hiring practices must change. </p><p> It is recommended that credit union leaders and directors become knowledgeable on succession planning and its benefits, connect strategic planning with talent management, and remove intrinsic obstacles to most effectively give back to their stakeholders. Additional research on smaller credit unions and their succession planning efforts, recruiting and hiring tactics for credit union CEOs, and the prioritization of succession planning, strategic planning, and financial results is needed.</p>

<p> Employee work performance is critical to organizational success. Identifying employee attributes that correlate to high work performance is therefore of strategic interest to organizational leaders, as individuals with those traits can be targeted during the hiring process. While extant literature has indicated a positive relationship between work performance and individual differences including cognitive ability, working memory, and personality, no single study has examined the predictive effects of each of these differences simultaneously. Moreover, some preliminary research suggests that the sixth personality factor specified in the HEXACO model, Honesty-Humility (H-Factor), may also predict work performance; further research is warranted to investigate this relationship. Finally, self-efficacy has been shown to moderately predict performance and to mediate individual differences on performance. The present quantitative correlational study thus sought to establish the unique effects of working memory, cognitive ability, and H Factor on performance via self-efficacy using four established scales, one researcher-developed self-report measure tested for validity during Phase 1, and a supervisor assessment of employee job performance. The sample size was 197 participants who were employed at nine U.S. distribution plants owned by a large food distribution company. Analyses conducted using structural equation modeling (SEM) provided support for the predicted relationships between the study variables. Cognitive ability directly predicted performance while working memory and H Factor predicted performance via self-efficacy. The study&rsquo;s conclusions suggest that recruiters should consider applicants&rsquo; cognitive skills, personality&mdash;including the H-Factor&mdash;and self-efficacy during the hiring process.</p>

<p>The Millennials are different than previous generations in several ways including their motivations, expectations, and the strengths and weaknesses they bring to organizations. The specific problem of interest is that currently, leadership traits and leadership styles of Millennials in the financial industry are not well understood. Research of the group has been extensive in relation to their workplace behaviors, but Millennials are now assuming leadership roles. The purpose of this qualitative case study is to understand the prevalent leadership traits and styles of Millennials. Though there is some debate about the birth years of Millennials a birth year sample between 1985 and 1990 was chosen to best capture the group. This set of participants was likely to have some experience in leadership roles in their professional careers. The group of interest has been heavily influenced by technology and has a unique perspective of teamwork, ethics, and feedback cycles, and can be very demanding of their peers and supervisors. How these traits translate into leadership roles was of specific interest to the researcher. A multiple case study methodology was chosen, and a semi-structured interview instrument was used for the purposes of answering the research questions of interest. The instrument used was previously used and is a combination of two study&rsquo;s interview guides. A sample of 15 candidates were selected. Each participant was born between 1985 and 1990, and had a leadership role in the financial industry. Candidates were sought using convenience and snowball sampling. The candidates were asked 12 semi-structured interview questions, and coding was used to look for patterns against the research provided in the literature review about existing leadership traits and styles. Codes were clustered using higher level and lower level concepts and reassembled to create new narrative information. Cross-case analysis showed good saturation of the data and supported that a number of characteristics the Millennials have shown as employees are transferring to their leadership approach. Participative leadership was heavily favored by the group, to the extent that many appear to act more as a group facilitator than what would traditionally be defined as a leader. This will impact the way accountability is established and how companies can measure group success. Other tendencies that were heavily prevalent included leading by example, happiness as a measure of success and a commitment to using positive reinforcement as a primary motivator. The value of this research adds to the existing body of knowledge about Millennials and can be applied to leadership development and succession planning for existing businesses and management teams. </p>

<p> This study examined the relationship between employees&rsquo; Organizational Commitment and the perception of the management of deviant behavior and examined if Organizational Culture moderated the strength of the relationship between Organizational Commitment and the perception of the management of deviant behavior. Three assessments were administered either electronically or in hardcopy form and were completed by 114 participants who were employed adults ages 18 and above, managed by someone else, in the southeastern U.S. The Organizational Culture Inventory (OCI) developed by Cooke and Lafferty (2013) measured overall Organizational Culture of employees at an individual level of assessment. The instrument used to measure employee Organizational Commitment was the TCM Employee Commitment Survey (Wellspring Worldwide, LLC, 2010). The instrument used to measure the perception of the management of deviant behavior was derived from a non-self-report measure created by Stewart, Bing, Davidson, Woehr, and McIntyre (2009). A moderated multiple regression analysis determined that the relationship between the perception of the management of deviant behavior and organizational commitment was not predicted by a constructive, aggressive/defensive, or passive/defensive culture style. The study found that the perception of the management of deviant behavior did not have a statistically significant predictive relationship with regards to organizational commitment, nor did workplace culture moderate the perceptions or attitudes of employees. The empirical evidence provided in this study enhanced the body of knowledge related to workplace culture. Specifically, the results of the study provided quantitative information, which provided a valuable understanding that a macro-variable such as workplace culture does not necessarily attenuate the relationship between perception of management and organizational commitment within certain diverse workplaces. </p>

<p> This transcendental phenomenological study sought to understand how the followers of authentic leaders in a multi-national healthcare organization experienced well-being. Twenty followers of 5 authentic leaders participated in the research and shared their lived experiences. Followers reported they experienced workplace well-being by maintaining work-life balance, feeling fulfilled/doing meaningful work, and feeling appreciated/recognized for their contributions. Workplace well-being was experienced as a result of their perceptions of feeling trusted and cared about as a <i>whole being</i> and not just an employee by their leaders. Followers also reported that the organizational culture provided support for leaders to demonstrate behaviors of authentic leadership, caring, trust, appreciation, respect, valuing others, openness, honesty, and transparency, which led them to feel an attachment to their leaders and organizations. Followers were motivated to exhibit organizational citizenship behaviors by providing extra or discretionary effort beyond their expected role requirements. These findings indicate that authentic leaders can provide value by cultivating well-being in the workplace. Findings also suggest recommendations for establishing organizational best practices.</p>

This present study compares the effect on intraperitoneal injections of the following drugs on a conditioned approach-avoidance response in mice. These drugs were epinephrine and Normotensin, an epinephrine neutralizing hormone.

The present study was designed to investigate, in an academic situation, the relation between achievement motivation--a "wish to master" or "desire to do well"--and certain psychological needs by the use of two psychometric instruments. These instruments were the Brown-Holzman Survey of Study Habits and Attitudes (SSHA) and the Edwards Personal Preference Schedule (EPPS).

This thesis discusses dissonance and its relationship to discrepant information and anxiety.

This thesis was designed to study the difference in attraction of a highly competent person and an average person as well as the effects when a social blunder or a task blunder is committed by these persons.

This thesis is concerned with the effects that the meaning of the concept MYSELF had on the meanings of other selected personal and social concepts. Meaning of the concepts was measured by the semantic differential.