This study examines the extent of agreement or disagreement among and between Texas superintendents, principals and athletic directors toward fifty specifically defined role expectations for the full-time athletic administrator. By defining the athletic director's role expectations, the superintendents, principals and athletic directors may function more effectively in discharging their duties and implementing quality interscholastic athletic programs. Parents and educational leaders are very interested in athletic programs which contribute to the emotional, social, physical, and mental growth of youth. Given the increasing number of athletic programs and participants, it is important to analyze and report data related to athletic administration. The perceptions of the superintendents, principals, and athletic directors to the specifically defined role expectations for the athletic director provided data for analysis to determine the extent of role conflict and the role of the athletic director. The main findings are the following. (1) There is a minimal role conflict for the athletic director based upon the perceptions of the superintendents, principals, and athletic directors. (2) The majority of the respondents agreed or strongly agreed with forty-four of the specifically defined role expectations for the athletic director. (3) The majority of the respondents disagreed or strongly disagreed with the athletic director being responsible for establishing an athletic program that has a primary objective of producing a financial profit, being responsible for securing advertising to support the game program, directing and supervising the kindergarten through grade twelve physical education and health education programs, reporting directly to the local principal(s), and being responsible for the concession operations at athletic contests. The recommendations, based upon the data from this study, are: (1) Texas school district personnel should review and update their job description for the athletic director in accordance with the specific role functions identified through this study, and (2) the model job description developed for the director of athletics could reduce possible role conflict.

Medvetna källor till förväntningar från målgruppen visade sig vara tidigare chefer, organisation de tidigare arbetat i, föräldrar, kollegor, utbildning, vänner, underhållning och media och samhällsnormer. Det organisationen gör är betydande för att skapa förväntningar, hos gruppen unga oerfarna chefer. Rekryteringsprocessen, både internrekrytering och externrekrytering, ger tillfällen att hantera, justera och skapa förväntningar under tiden fram till tillträdet både genom explicita diskussioner och erfarenheter inom organisationen. Respondenterna visade tecken på att se vissa förväntningar som självklara, som om deras ursprung var ett slags självklar eller grundläggande allmängiltig sanning. De ser i vissa hänseenden de viktigaste förväntningarna som för självklara för att nämnas. Syftet med denna studie är att bidra till kunskap om ursprung till medvetna förväntningar på den första tjänsten som operativ chef. De mest framträdande ursprungen till förväntningar visade sig i empiriinsamlingen vara tidigare chefer och andra ledarförebilder samt organisationer som respondenterna har erfarenheter ifrån. / Conscious origins of expectations for the respondents were previous managers, the organisation they had worked in, parents, colleagues, educational environment, friends, entertainment and media, and societal norms. What the organisation does is important for creating expectations for the group of inexperienced young managers that were studied. The recruitment process, both internal and external, provides opportunities to handle, adjust and create expectations before employment start, both through explicit discussions and through experiences within the organisation. Respondents showed signs of viewing some expectations as self-evident, as if their origin were a sort of obvious or general truth. They to some degree view the most important (to them) expectations as too self-evident to mention (to a recruiter). The purpose of this study is to contribute to knowledge of origins of conscious expectations on the first position as operative manager. The most common origins in this sample turned out to be previous managers and other leader role models as well as organisations that the respondents have experienced.

En un mundo laboral donde la fuerza empleadora vive una competencia constante respecto a la captación y reclutamiento de talento humano de valor, es relevante la comprensión de lo que piensan y aspiran los jóvenes universitarios, próximos a culminar dicha etapa, en el campo laboral y sobre el desarrollo de la marca empleadora de las organizaciones, evidenciándose la escasa existencia de estudios que abarquen ambas variables a nivel nacional. La presente investigación buscó determinar el efecto de la marca del empleador en las expectativas laborales de los estudiantes, tomando como base la teoría sobre Marca del Empleador y Expectativas Laborales propuesta por Monroy et al. (2019), asimismo, determinar el nivel y la relación entre ambas variables. En cuanto a metodología, el estudio es de enfoque cuantitativo, de diseño no experimental y de nivel explicativo. Se empleó la media, coeficiente de Roh Spearman y el modelo lineal generalizado, concluyéndose que se confirma la hipótesis planteada, afirmando que la marca del empleador tiene un efecto significativo en las expectativas laborales de los estudiantes. / In a world of work where the employing force experiences constant competition regarding the recruitment and recruitment of valuable human talent, it is relevant to understand what young university students think and aspire, close to completing this stage, in the labor field and on the development of the employer brand of the organizations, evidencing the scarce existence of studies that cover both variables at the national level. This research sought to determine the effect of the employee brand on the job expectations of students, based on the theory on Employer Brand and Job Expectations proposed by Monroy et al. (2019), likewise, determine the level and relationship between both variables. Regarding methodology, the study has a quantitative approach, a non-experimental design and an explanatory level. The mean, the Roh Spearman coefficient and the generalized linear model were used, concluding that the participants have a high level of perception regarding the organization's employee brand, show high job expectations and that there is a significant relationship between both variables of study. Finally, the proposed hypothesis is confirmed, stating that the employee's brand has a significant effect on the job expectations of students.

Understanding Millennials' job expectations is critical for employee retention because of the number of Generation X workers who are unable to fill the job openings that Baby Boomers leave vacant when retiring from the workforce. The purpose of this phenomenological study was to explore Millennial employees' job expectations. Interviews were conducted with a purposeful sample of 20 Millennials who had at least a bachelor's degree, had at least 1 year of employment experience, and worked in the Baltimore-Washington metropolitan area. The inclusion criteria established work experience as a foundation for determining Millennials' job expectations. The conceptual frameworks of this study included generational and psychological contract theories to support exploration of the central research question regarding job expectations of Millennial Generation employees. Moustakas's 7 steps of data analysis were used to guide logical identification of the job expectation themes most significant to these 20 Millennials. The themes identified were opportunity for growth, compensation, recognition, promotions, supervisor support, flexibility, environment, and job security. These Millennials expressed interest in having work/life flexibility in an engaging work environment that fosters professional skills growth. Participants sought supervisors who readily recognized accomplishments, provided opportunities for achieving promotions, and applied compensation that reflected job performance. Using these findings, business leaders could implement strategies and policies that create a more fair and satisfying work environment for Millennial employees. Social change could occur within companies as leaders integrate expanded information on job expectations into talent management procedures for improving overall multigenerational job satisfaction and employee relationships.

The main research problem in this thesis is how unemployed individuals experience and handle the situation of unemployment and how their actions are related to their action possibilities. These are determined by factors like level of education, vocational training, age, citizenship, handicap and level of unemployment on the local labour market. A common assumption is that search behaviour of unemployed individuals strongly affects their possibility to find a job. A central question in this thesis is if individuals’ behaviour has been overemphasised at the expense of real employment opportunities. The empirical part of this thesis is based on longitudinal data collected during a period of high unemployment. The sample is a national random sample existing of 3 500 Swedes interviewed by telephone in the beginning of 1996 and in the end of 1997. The results show that the expectations of the unemployed to find a job as well as their actual search behaviour are shaped by the situation they are in. The unemployed have job expectations that co-vary with their action possibilities, but as many as 31.3 per cent overestimate their chances and 10.5 per cent underestimate them. This result is based on questions about expectations to obtain a job related to the actual employment situation nearly two years later. Unemployed individuals’ job expectations co-vary with their experiences of the unemployment situation. Those who believe that their job chances are bad have a low mental sense of well-being, while the opposite is found among those who believe that their job chances are good. The sense of having control over the situation is important for an individual’s mental sense of well-being. Both strategies of activity and adaptation occur among the unemployed. Strategies that are meant to change the situation in an objective are most common, only a minority of the unemployed seem to have adapted to the situation of unemployment.