Organizations are facing a distinctive new challenge: the ever-increasing presence of Millennials in the workplace. The Millennial generation, comprised of those born arguably between 1980 and 1998, possess unique attitudes, behaviors, and desires within the workplace, therefore prompting numerous studies on Millennial engagement and retention. This paper contributes to current literature by investigating engagement and retention of Millennial employees specifically within their entry-level experience. By focusing on the unique experiences and needs during this entry-level phase, organizations will have the knowledge necessary to retain their young employees from the start of their career. This qualitative study utilizes interviews with 11 Millennial professionals to give voice to a generation that is predominantly understood through quantitative statistics. This paper outlines the discovered needs and desires of entry-level Millennial employees, how this compares to the current understanding of engagement of the Millennial generation as a whole, and opportunities for organizational improvement within the entry-level experience.

For the last three decades, semiconductor industry has played an important role in Taiwan economics. The analysis of Taiwan electronics industry has been focused on most channels & logistics. Due to previous working experiences, we will like to do a research of international companies’ sales incentive program in terms of value, culture, core competence, and sales strategy. As we know that R&D, marketing, sales, production, finance, human resource all play the important role in a company. The sales revenue, sales growth, and sales margin play even more decisive role on the stock price. It is very important for company to drive sale team with the incentive, compensation strategy, entrepreneurial culture, and strategy will be discussed in the following chapters. This study will cover a small portion of the criteria to evaluate company’s sales performance which provide a better guidance for my future sales strategy to capture some existing companies’ business models and phenomena.

The purpose of this study was to investigate the relationship between narcissism, cultural adjustment, and leadership of expatriates. Specifically, it was predicted that cultural adjustment would partially mediate the relationship between narcissism and selfperceptions of leadership effectiveness such that narcissism would be negatively related to cultural adjustment, and cultural adjustment would be positively related to selfperceptions of leadership effectiveness. It was also predicted that cultural adjustment would partially mediate the relationship between narcissism and LMX perceptions such that narcissism would be negatively related to cultural adjustment, and cultural adjustment would be positively related to LMX perceptions. Fifty-three participants completed an online survey through Qualtrics. Participants consisted of individuals who were teaching abroad for an extended period of time. Results indicated support for the mediating role of cultural adjustment in the relationship between narcissism and perceived leadership effectiveness, but not in the relationship between narcissism and LMX perceptions. Results also indicated positive correlations between narcissism and cultural adjustment. The implications and limitations of these findings are discussed, and multiple directions for future research are suggested.

The present study examined justice perceptions of an intercollegiate athlete who was punished for a team rule violation outside of competition. This scenario study is a modified replication of Severs’ (2009) study on justice perceptions of intercollegiate athletes; one additional factor, importance of the next competition, was examined in the current study. Perceptions of fairness and perceptions of likelihood of deterring future misconduct were examined using a factorial design with two levels of punishment severity (severe and moderate), two levels of misconduct severity (severe and moderate), two types of punishment distribution (consistent and conditional), and two types of game importance (exhibition and post-season). Consistently applying punishment had a highly significant effect on perceptions of fairness to the punished athlete and to teammates, and on the likelihood the punishment will deter future misconduct by the punished athlete and by teammates. Interactions, with small effects, indicated that the severity of the punishment should match the severity of the violation; that females more than males perceive conditional punishment as less fair; and that the importance of the next competition increases fairness perceptions of conditional punishment. Implications for practice are clear. Consistently apply team rules and punishment for violations of those rules is effective in creating perceptions of fairness of the punishment and deterring future misconduct.

Data on the managerial and professional specialty occupations that were specified by the United States Census of the Population for the years 1950 through 1980 were used to analyze the influence of occupational sex ratios, growth rates, and male and female salary levels on the ability of females to move into those occupations. An analysis of the change in the Standardized Occupational Sex Ratio (SSR) showed that, over the thirty year period studied, growth rates became more important than salary levels in influencing movement toward parity in high status occupations. Before the 1980 census year, occupational growth rates were found to interact with both male and female salary levels. During all four census years, slowly growing occupations experienced the smallest movement toward parity regardless of salary level. The lack of movement toward parity in slowly growing occupations shows evidence of gender division. In rapidly growing fields, lower salary levels for both males and females led to greater movement toward parity for females. Movement toward parity in rapidly growing fields that offered lower salaries was taken as evidence of less sheltering. In declining fields, occupations with above median female salaries allowed greater female entry than did those with below median female salaries. The opportunity for women to move into declining fields showed evidence of chain mobility. By 1980, females were moving into managerial and professional specialty occupations at every salary level and growth rate; however, the greatest movement toward parity occurred in those occupations that were rapidly growing. Movement toward parity in rapidly growing occupations provided evidence of structural mobility. By 1980, rapidly growing occupations were experiencing fair sharing of occupational opportunity. The slowly growing occupations, though experiencing some female growth, still showed evidence of male sheltering.

Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal.

Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal.

The purpose of this dissertation is to examine how the method used to a score situational judgment test (SJT) affects the validity of the SJT both in the presence of other predictors and as a single predictor of task performance. To this end, I compared the summed score approach of scoring SJTs with item response theory and multivariate items response theory. Using two samples and three sets of analyses, I found that the method used to score SJTs influences the validity of the test and that IRT and MIRT show promise for increasing SJT validity. However, no individual scoring method produced the highest amount of validity across all sets of analyses. In line with previous research, SJTs added incremental validity in the presence of GMA and personality and, again, the method used to score the SJT affected the incremental validity. A relative weights analysis was performed for each scoring method across all the sets of analyses showing that, depending on the scoring method, SJT score may account for more criterion variance than either GMA or personality. However, it is likely that the samples were influenced by range restriction present in the incumbent samples.

The main purpose of this diploma thesis is the interconnection of three subjects. Change management, people management during changes and economic crisis, which has affected worldwide economics during the years of 2008 to 2010. The methods and tools of change management could be applied to any change concerning an organization. Starting with partial changes, changes in particular processes or departments, concluding with overall, strategic changes, such as company restructuring, reengineering, fusion etc. One type of the changes presents the external changes, such as the economic recession. However, this external change causes many internal changes, where the companies decrease the costs, restructure particular department and change the strategy. In connection with that, the work focuses on the area of people management from the point of the human resources managers as well as executive management. The process of managing changes resulting from the crisis is followed by many changes in the personnel management sector. In this paper are compared three independent researches concerning the reaction of companies to the unfavorable economical situation. All three researches are dated of 2009 and presents the findings of particular reactions of companies in the area of human resources (redundancies, wage...

Les PME sont en France la cible de nombreuses sollicitations depuis plus de trente ans. Les opérations de conseil se sont particulièrement intensifiées auprès de ces petites entreprises afin de les rendre plus performantes. Sous l‟impulsion des pouvoirs publics, des programmes d‟accompagnement spécifiques leur sont proposés au cours de ces dernières décennies. Notamment, le modèle de la gestion des compétences qui est présenté, à la fin des années quatre-Vingt-Dix, comme la voie à suivre pour faire face aux enjeux de la mondialisation et de la compétitivité. La diffusion de ces nouvelles normes organisationnelles s‟effectue par le biais d‟une nébuleuse d‟acteurs. Parmi ces formes de conseil, quel rôle jouent les organisations intermédiaires, à la fois prescriptrices et productrices de dispositifs institutionnalisés d‟incitation à la GRH ? Ces dispositifs sont-Ils actionnables ? Quels impacts ont ces approches dans les entreprises et plus particulièrement dans les plus petites d‟entre elles ? Ces opérations de conseil modifient-Elles les pratiques des dirigeants de PME ? Les prescriptions des consultants jouent-Elles un rôle identique, ou sont-Elles appropriées, incorporées de façon spécifique par les dirigeants, selon une diversité de trajectoires d‟appropriation liée à la pluralité des configurations de petites entreprises ? / For over thirty years, a great number of appeals have been made to SMEs. Consultancy operations have significantly intensified with regard to these companies, in order to increase their performance. Under the influence of public governance, specific recommendations and support programmes have been proposed to SMEs over the past few decades. Among these, the skills management model, which was presented at the end of the 1990s as the best path to take in order to respond to the challenges companies now face with regard to globalisation and competitiveness. The dissemination of these new organizational norms occurs through a nebula of actors. With regard to these recommendations, what is the role of intermediary organisations, which simultaneously produce and prescribe institutionalized incentive plans for Human Resources Management? Can these plans be seen as actionable? What are the impacts of these approaches on firms, and especially on the smallest firms? Do these consultancy operations modify the practices of the directors of SMEs? Do the prescriptions of consultants always play the same role, or are they incorporated and appropriated differently by company directors, in accordance with a diversity of modes of appropriation adapted to the plurality of organizational structures present in small companies?