Thesis - Alger / Bibliography: p. [7]-8

Thesis (Ph.D.)--Antioch University, 2006. / Title from PDF t.p. (viewed April 10, 2007). Advisor: Jon F. Wergin . Keywords: leadership, multiple regression, assessment, Big Five Personality Model, Five Factor Personality Model, hospitals. Includes bibliographical references (p. 137-158 ).

Resilience implies the ability to quickly recover from a negative life event and adapt to changing situations. The goal of the current study was to explore the mechanisms underlying resilience, including the roles of cognitive emotion regulation (reappraisal) and cognitive flexibility. Although all aforementioned mechanisms were investigated, there was a particular focus on the relationship between resilience and "affective flexibility," a term used to describe cognitive flexibility in processing affective stimuli. In the current study, participants completed several self-report personality and behavioral scales, including measures of trait-resilience and cognitive reappraisal, a cognitive flexibility task, a working memory task and two novel affective flexibility tasks. Results showed that one of the two affective flexibility tasks was a valid measure of the affective flexibility construct; affective flexibility significantly predicted level of resilience above and beyond cognitive flexibility and working memory. Cognitive flexibility was also a unique predictor of resilience when controlling for affective flexibility and working memory. Cognitive reappraisal was positively correlated with resilience but it did not appear to mediate the relationship between affective flexibility and resilience. This study was the first to demonstrate that resilience is related to specific cognitive abilities rather than general executive functioning. It is also the first to introduce and operationalize the construct of affective flexibility and show that it is a distinct process from cognitive flexibility. Research limitations and future directions are discussed.

According to the 2009 U.S. Census Bureau, approximately 57 million individuals, ages five and older, living in the United States spoke a language other than English at home. There is a clear and growing number of bilingual individuals and English Language Learners (ELL) in the United States. With these growing numbers, especially within the school-aged population, it is crucial that a clear understanding exist regarding the development of children who are bilingual or learning English as their second language. There is evidence that bilingual children differ from their monolingual peers in the development of executive function (EF), and specifically demonstrate some advantages on EF tasks. This research has not been expanded to include the new conceptualization of EF as hot and cool. This study seeks to examine bilingual EF advantages in EF in light of this recent conceptualization. A second goal of this study is to identify other psychosocial variables that predict EF in children and, thus, might impact its development. The variables of interest include socioeconomic status (SES), economic stress, parenting practices (e.g., disciplinary practices and relational frustration), and cultural beliefs (e.g., individualism/collectivism). A sample of 67 bilingual and monolingual English speaking children and their parents/guardians participated in this study. Children completed 4 EF tasks and parents completed a battery which included measures of the psychosocial variables and the BRIEF Parent Form. A MANCOVA model was utilized to examine bilingual differences in EF. Multiple regression models were also used to test for significant predictors of hot and cool EF and general EF (as measured by the BRIEF GEC) among the psychosocial variables. No significant group differences were found in multivariate analyses. Significant predictors of specific EF measures and hot and cool total scores were identified, including economic stress, age, relational frustration, vertical individualism, and vertical collectivism. These are discussed in light of current literature and clinical applications.

The demand for high-level management and professional talents has increased sharply nowadays. Besides training and retaining existing talents, reaching and attracting potential candidate is another important issue for corporate. The Human Resource department has worked hard to reach the talents through variety recruiting channels, and headhunting service has been one of channels in reaching the potentials. There are number of successful examples that corporate has recruited the elites through headhunting services. For example, Louis V. Gerstner from Nabisc has headhunted to IBM as the CEO in 1993; Carly Fiorina from AT&T was switched to HP as the Chairman and CEO; while the former Microsoft Global VP, Mr. Kai-Fu Lee, is working with Google because of headhunter¡¦s connection. As the headhunter could reach the core of a corporation, the headhunting process must be preceded unexpectedly. With the increasing demand for high-level management and professional talents, the headhunting business is expected to be prosperous in the future. The research in this paper is done by using qualitative method and focuses on multinational headhunting companies in Taiwan and the company where the researcher is from. Through depth interview, researching, examination and studies the information collected from domestic and overseas, the researcher is expecting to find the relationship between the nature of the companies and the service models, headhunting cases, database management, and customer relationship management. In this paper, the researcher has found that most headhunting companies have adopted similar service procedure, however, the sources of the cases, database, and recruiting and screening methods are different upon its company background and culture. The headhunting companies have set up its database in the computer systems after obtaining the relevant information though personal connection, cold-call with the potential talents while maintaining the relationship with the clients through telephone and in person visiting. The more information the headhunter could grape from the clients; the chance of a successful case is higher. Moreover, most of the headhunting companies have categorized the case by industry, nature of the vacancy and territory.

Job referral business began in Europe in the 15th century. The purpose is to help the unemployed minority, or to fulfill certain market demand for human resources. In the early 19th century, the economy recovery in America supported the prosperity of job referral business. At this time job referral mainly served as a medium for referring jobs ¡V ie: finding jobs for work seekers. In the early 1970's, there were two changes in job referral business. One is the payers shifted from job applicants to head recruiters. Its operation style also changed from a job referral agency to two new forms: one is retainer head hunting service, with down payment, and the other is contingency service. Therefore, this paper intends to study the following questions: 1.With different types of head hunting operations and service charge standards, what are the different jobs and talents development strategies? 2. With different types of head hunting operations and service charge standards, what are the different interview and selection processes? 3. After an applicant reports to the job, what's the after-service role of a head hunter? 4. What is the operational difference between local head hunters and the foreign ones? Although the study only interviewed four companies, these companies are carefully selected to represent a complete scope of the market. The conclusion of our study is as follows: 1. Foreign invested head hunters are easier to get retainer contracts. 2. Local head hunters mostly rely on the company owners to develop job market. Foreign invested companies leverage the operational system to do the same job. 3. High-level head hunters use telephone calls to source head list. 4. High-level head hunters evaluate talents mostly based on credit check and structured interview. 5. High-level head hunters have to pay for their service warranty. Finally, this paper practically provides three suggestions for effectively running a head hunting business: 1.The establishment of a standard operation system. 2. The emphasis of internal employee training and development. 3. The establishment of company ethics and professional behavior guidelines.

The significance of stock options as a component of executive compensation has fluctuated dramatically over the past decade. The purpose of this study is to investigate determinants of the effectiveness of stock option grants. These option grants are considered to be effective if they accomplish their intended role of enhancing firm value by inducing risk-taking behavior. Using data from 2,349 firms that granted stock options to their Chief Executive Officer (CEO) between 1992 and 2001, the relationship between the options granted and subsequent firm value was examined. This study found no universal positive association between option grants and firm value. However, CEO incentive equilibrium, defined as stability in the CEO’s stock and option portfolio sensitivity to stock price, was found to influence the association between stock option grants and firm value. The positive association between grants and firm value was evidenced for the sub-sample of firms that demonstrate disequilibrium in CEO incentives. This was not the case, however, for the CEO incentive equilibrium sub-sample. This finding indicates that the positive valuation impact of stock option grants is highest for those firms that demonstrate a trend of increasing CEO portfolio sensitivity to stock price. High CEO portfolio sensitivity to equity risk was not found to interact with grant sensitivity to equity risk in a manner that reduces firm value. Thus, this study did not find support for the hypothesis that, ceteris paribus, grants further reduce CEO diversification, and interact with portfolio sensitivity to reduce incentives for risk-taking. Consistent with Lambert, Larcker and Verrecchia (1991), however, a high level of uncorrelated wealth is found to interact with grant sensitivity to equity risk so as to increase the positive impact of grant sensitivity on firm value.

Research Project (M.A.) - Simon Fraser University, 2006. / Theses (Dept. of Political Science) / Simon Fraser University. Also issued in digital format and available on the World Wide Web.

Thesis (Ph. D.)--Open University. BLDSC no. DXN119961.

Thesis (Ph. D.)--University of Texas at Austin, 2003. / Vita. Includes bibliographical references. Available also from UMI Company.