The purpose of the present study was to examine organizational practices related to exit interviewing techniques. Prior research has neglected the study of the variables which cause the use of the exit interview to fluctuate, focusing rather on the study of the validity and format of the exit interview. The present study, by means of a questionnaire, cross-tabulated certain independent variables with the dependent variables contained in the questionnaire and found that at least three independent variables significantly affected use of the interview: (1) the size of the company (2) unionization of the company and (3) the annual turnover rate of the company. These findings were then interpreted in light of present theory, and the researcher suggested some directions for future investigations. The present study concluded that rather than prescribing use of the exit interview based upon prior research, utilization of the exit interview varied in relation to the independent variables which impinge upon the situation.

Determining not only what makes people, but also how many people are, satisfied personally and with work has become an ongoing stream of research for both academics and practitioners. The idea of satisfaction is of such concern today that Gallup-Healthways conducts a survey, and reports, on the daily well-being of Americans (http://www.gallup.com/poll/106915/ gallup-daily-us-mood.aspx). Given the importance of satisfaction to individuals, organizations and society at large, it is imperative to understand the predictors and mediators of satisfaction. Research has been conducted on the negative (i.e., inverse) relationship between satisfaction and work/life conflict, as well as the positive relationship between coping and satisfaction. The purpose of this dissertation was to explore the interactions between work/life conflict (originating from both the work and family domains), problem-focused coping styles (i.e., problem-solving and communication skills) and life satisfaction. Additionally, mediational effects of coping on the well-documented relationship between work/life conflict and satisfaction were explored. The data used in this study was archival in nature, coming from 491working professionals enrolled in an Executive MBA program at a Southeastern university. Using the transactional model of stress, this study established the single, second-order construct of work/life conflict, consisting of six (6) first-order constructs (i.e., WF Time, WF Strain, WF Behavior, FW Time, FW Strain, and FW Behavior). This new construct maintains the bi-directionality (i.e., WF and FW) supported by a litany of researchers (e.g., Anderson, et al., 2002; Boyar, et al., 2003; Carlson, et al., 2000; Kopelman, et al., 2003), while reflecting Frone, et al.’s (1992a, 1992b) contention that WFC and FWC conflict have an interactive, additive effect. Additionally, in answer to multiple calls in the literature (e.g., Allen, et al., 2000; Eby, et al., 2005; MacDermid, 2005; MacDermid & Harvey, 2006) to incorporate coping into work/life conflict research. This study found that problem-solving coping partially mediates the relationship between work/life conflict and life satisfaction. Communication coping was not found to mediate the relationship between work/life conflict and life satisfaction.

<p>This exploratory study seeks to critically explore human resources development with regard to the career needs and stages of the Namibian Police (NAMPOL). Documents were perused on the issue of the current human resources development and its relevancy to the training and development within the Namibian Police. Questionnaires were completed by a representative sample of NAMPOL officials from different departments of the police. Interviews were also conducted with selected officials on training and development of personnel. Recommendations are given as a model for improving the Namibian Police human resources development system as an effective training and capacity building system for members of the police force to perform their tasks effectively.</p>

According to Fama (1980), the agency theory states that in order to avoid issues of moral hazard and adverse selection problems, executive compensation should be in alignment with performance. However, it is difficult to identify specific performance measures that are both precise and sensitive, especially when concerning corporate executives who typically do not give out public information. In order to analyze the validity of the agency theory, this study uses the scope of NCAA Division I-A football to analyze the relationship between pay and performance with respect to head coaches. We investigate factors that various literature on executive compensation have identified as associated variables such as organization size, job complexity, market competition, ability to attract talent, and mentorship. Through multiple regression analysis, results showed that size, ability to attract talent (recruiting ability), competition, and academic success were significantly positively associated with coach compensation. There was no significant association for winning games or mentorship, however. Because winning had no effect on salaries, we concluded that the agency theory did not hold for the specific context of Division I-A college football.

This research is a survey of two samples, one among the 450 Faculty and the other among the 5,200 full-time and 2,200 part-time students of a bilingual and multicultural university located in Ontario, Canada. Diversity characteristics that are examined include ethnicity, gender, age, job status, marital status, study program, faculty, and disability. The variables under study include inclusiveness, class atmosphere, perceived behavior of students and faculty, support for research, working environment, safety, organizational image, and performance expectations. / Readers must contact Common Ground Publishing for permission to reproduce: http://commongroundpublishing.com

Securities investment trust industry was in fact an oligarchy in Taiwan. Under the restriction of governmental regulation, there were only China(¤¤µØ), International(°ê»Ú), Abn-Amro (¥úµØ), and National(«Ø¥°) securities company in existence before 1992. As the development of global financial liberalization going and the effort of government trying to join WTO, domestic financial policy is growing wide open. The threshold for the establishment of securities investment trust corporation company has been constantly adjusted since 1995; moreover, the qualification for being a shareholder of securities investment trust corporation company is loosen. The possibility of establishing securities investment trust corporation company with 100% foreign funds or domestic funds has attracted national and international corporations to establish investment trust corporation company in Taiwan. There were a total of thirty-eight (38) investment trust corporation companies in Taiwan by the end of 1999. A fund management company must be a financial institute that is stable and capable of providing investors with long-term profits. However, the newly born domestic securities investment trust corporation company has indeed grown rapidly but learned from the hard way too. The turnover rate of management is beyond imagination. According to the statistics of Investment/Trust and Investment Consulting Association, managing director of securities investment trust corporation company lasts for only 16 months in general up to 1999. In fact, there are only six (6) managing directors with a seniority of two (2) years that responsible for fund management amounts to NT$774.2 billion. The rapid growth of securities investment trust corporation company has reinforced the need of securities investment and trust company for professional managers; therefore, competition is brutal, turnover rate of employment is high, and operational risk is severe. The securities investment trust corporation industry relies its operation heavily on ¡§talents.¡¨ No matter it is for the promotion of fund business or the management of fund assets, it is done by ¡§people.¡¨ Therefore, the number of people and the quality of talents do affect operation and business performance; therefore, the importance of human resources management strategy goes without saying. Securities investment trust corporation industry in Taiwan will be discussed in this study with a focus on the impact of business environment, business characteristic, business strategy, and human resources management strategy on operation performance. Interviews will be conducted in accordance with the content of questionnaire; also, research hypothesis will be verified through statistical analysis. It is concluded from research result that there is a significant relation existed between business environment and business strategy; also, business capabilities and business strategy; and business culture and leadership. There is a significant positive relation between the application of ¡§human resources management strategy¡¨ and ¡§investment differential strategy,¡¨ ¡§number of workers,¡¨ ¡§information control,¡¨ and ¡§number of beneficiaries.¡¨ On the contrary, there is a significant negative relation between ¡§the establishment of branch office¡¨ and ¡§human resources management strategy.¡¨ If all variables do comply with human resources management strategy, operation performance could be upgraded. Moreover, once securities investment trust corporation company adopts ¡§investment differentiation strategy,¡¨ the application of ¡§human resources management strategy¡¨ will be with an orientation of ¡§accumulative¡¨ strategy. Once investment and trust company starts establishing branch office, in other words, once organizational operation is in a larger scale, the adoption of ¡§human resources management strategy¡¨ will be with an orientation of ¡§accumulative¡¨ strategy. It is also concluded from the study that a securities company with business capabilities outperforms the one without. Recommendation is made to securities investment trust corporation company in accordance with research result regarding the importance of human resources department or unit. At the time of drafting up human resources management strategy, it is important to give it a thorough and complete consideration and match it up to organizational business strategy in order to regulate appropriate human resources management strategy and to improve organizational performance. Moreover, the management should strive to develop the core competitiveness of company and to control its competitive advantages. We would like to suggest the successors to exercise multiple criteria for performance evaluation; also, to expand the scope of research in order to improve research value.

Due to the rapid development of the retail industry in Taiwan, the transaction cost of product circulation is reduced, thus promotes the economic growth and improves people¡¦s living standard. The reason businesses can succeed in the retail industry in Taiwan is generally because they have correct business models and strategic positions. However, they cannot usually maintain their human capital due to bad job characteristics and lack of sound personnel systems. With the maturity of the industry, improvement of human resources management is absolutely the primary source of differentiation for business competition. This study is based on 7-ELEVEN, one of the leaders in the retail industry in Taiwan, to explore the current circumstances of job satisfaction of the convenient storekeepers, and then to find out effective ways that help upgrade their human resources management and finally offer some comments. The findings of this study are as follows: 1. The convenient storekeepers of 7-ELEVEN in Taiwan have high degree of job satisfaction because the work value of the employees matches up well with the job characteristics of the organization. 2. In this study, 6 dimensions in job satisfaction have been sorted out by factor analysis. They are ¡§organization administration and development¡¨, ¡§supervisor leadership¡¨, ¡§autonomy¡¨, ¡§nature of work¡¨, ¡§work support¡¨, and ¡§social relation¡¨. Among the degree of satisfaction on the 6 dimensions, ¡§work support¡¨ and ¡§social relation¡¨ are higher, while ¡§organization administration and development¡¨ and ¡§supervisor leadership¡¨ are lower. 3. According to the result of ANOVA, different personal variables have significant influences on job satisfaction: different ¡§academic background¡¨ have significant difference on ¡§supervisor leadership¡¨; different ¡§storekeeper seniority¡¨ have significant difference on ¡§nature of work¡¨; different ¡§working region¡¨ have significant difference on ¡§social relation¡¨. Moreover, different ¡§storekeeper category¡¨ and ¡§working region¡¨ both have significant difference on ¡§total job satisfaction¡¨; ¡§female storekeepers in Kaohsiung¡¨ have significantly higher degree of ¡§total job satisfaction¡¨ than other groups. 4. According to the result of regression analysis, ¡§organization administration and development¡¨ is the only factor having significant influence on ¡§total job satisfaction¡¨. Therefore, improving ¡§organization administration and development¡¨ is the most effective way to increase ¡§total job satisfaction¡¨.

Recently the labor dispute, by the laborer requested the employer pays the retirement pension, discharges with severance pay, the wages event for the most large amount, in the human resources management reduces staff the dismissal for the employer to express on own initiative behavior of the termination labor contract, is because the employer folk remedy meaning expressed occurs, is really big rights and interests of influence regarding the laborer.Therefore, this article has the dismissal jurisdiction, gets employed the protection with the laborer the contradiction and the conflict discussion, by home four big industry practice utilization in, regarding employer and laborer during divergent interest, obtains during the suitable balance the thorough discussion. The research goal in the financial storm occurrence, the industrial structure change and the whole employment environmental variation, grows the question which the enterprise reduces staff, causes unemployed's ratio to climb.Speaking of the enterprise, reduces staff the benefit which in the cost reduces, relative also has in the management strategy negative management the influence, and remains in office the staff the intrinsic psychological concealed worry which initiates after the event.Do take the mean value difference examination ¢wt test and the mean value variation analysis ¢wANOVA concept and the statistical analytic method as the analysis tool, when organizes front to consider must pick the line to reduce staff, should consider the staff innermost feelings, the enterprise completes the properly necessary measure, assists these the laborer who reduces staff, with remains in office staff's psychology, more promotes to the organization centripetal force.

<p>This exploratory study seeks to critically explore human resources development with regard to the career needs and stages of the Namibian Police (NAMPOL). Documents were perused on the issue of the current human resources development and its relevancy to the training and development within the Namibian Police. Questionnaires were completed by a representative sample of NAMPOL officials from different departments of the police. Interviews were also conducted with selected officials on training and development of personnel. Recommendations are given as a model for improving the Namibian Police human resources development system as an effective training and capacity building system for members of the police force to perform their tasks effectively.</p>

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