Thesis (Ph. D.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 292-310).

Districts have been under increasing pressure to use research in decision making for over thirty years. Because the process of finding, interpreting, and using data is so complex, districts sometimes turn to outside partners for support. Research-practice partnerships (RPPs), formal arrangements between school districts and researchers, have been seen as a promising strategy for improving district use of research since the formation of the Chicago Consortium on School Research thirty years ago. Much attention has been paid to the challenges facing these partnerships, such as a lack of trust between partners, and to conditions that support RPP success. Less is known, however, about how these partnerships are influenced by the contexts in which they are situated. The theory of institutional logics draws attention to the way in which key stakeholders in the environment of one research alliance, the District Research Consortium (DRC), gradually shifted their definition of effectiveness and legitimacy and in doing so placed demands on the organization that surpassed its capabilities. The DRC was created in an environment with a single, strongly prevalent “institutional logic,” that valued traditional forms of research and conventional roles for researchers. Major partners across the environment viewed the organization as legitimate so long as the prevailing logic, one that prioritized the types of work the DRC was created to do, remained the same. As the predominant logic shifted, the DRC faced increasing challenges and struggled to meet the stakeholders’ changing demands. Eventually this pressure forced DRC to undertake a significant restructuring process. The institutional environment, thus, plays a crucial role in both shaping the design of research alliances and determining their success. Differing expectations across the environment may call for such significantly different structures, practices, and expertise that a single organization will find it challenging to meet the demands placed on it, and attempts to do so will likely strain research organizations’ capacity and limited resources. Additionally, an organization that is well suited to one set of expectations may not be able to pivot to provide different support when those expectations change. As the institutional logics present in an environment change, a partnership once viewed as valuable may face challenges to its legitimacy and even threats to its ongoing existence. Funders, policy makers, and education leaders need to consider the variety of roles that research partners can play in the overall education sector, and the type of research organizations best suited to these variable roles.

Emotional intelligence (EI) was defined by Mayer and Salovey in 1997 as a set of interrelated skills concerning "the ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth" (Wong & Law, 2002). A good deal of research has been completed to examine the general construct and to develop measures of emotional intelligence. However, to this point in time little research has been done on the effect that El has in the workplace, particularly relative to leader-member relationships. Therefore, the purpose of this study was to examine the relationship between emotional intelligence (of both managers and subordinates) and leader-member exchange (LMX) on work outcomes. Specifically, it was predicted that LMX would meditate the relationship between emotional intelligence and organizational outcomes. Data were gathered from 129 students and their managers regarding their emotional intelligence, the quality of their leader-member exchange relationship, and organizational outcomes of performance, citizenship, job satisfaction, and commitment. The findings did not support the hypotheses, and showed no relationship between El and LMX or El and work outcomes, failing to replicate the findings of Wong and Law (2002) and Carmeli (2003). THe findings are are discussed and implications for future research are presented.

Thesis (Ph.D.)--University of Wollongong, 2002. / Typescript. Includes bibliographical references: leaf 224-231.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1990.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1990. / Also available in print.

Submitted by Deidre Raquel Whitfield (deidre.whitfield2015@fgvmail.br) on 2015-01-26T14:28:47Z No. of bitstreams: 1 CIM Thesis Modification - TNR Discrimination in the Workplace - 29 November 2014.pdf: 6213678 bytes, checksum: c71a107036fdb9510410fef984976165 (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2015-01-28T14:08:09Z (GMT) No. of bitstreams: 1 CIM Thesis Modification - TNR Discrimination in the Workplace - 29 November 2014.pdf: 6213678 bytes, checksum: c71a107036fdb9510410fef984976165 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-02-05T16:21:04Z (GMT) No. of bitstreams: 1 CIM Thesis Modification - TNR Discrimination in the Workplace - 29 November 2014.pdf: 6213678 bytes, checksum: c71a107036fdb9510410fef984976165 (MD5) / Made available in DSpace on 2015-02-05T16:26:12Z (GMT). No. of bitstreams: 1 CIM Thesis Modification - TNR Discrimination in the Workplace - 29 November 2014.pdf: 6213678 bytes, checksum: c71a107036fdb9510410fef984976165 (MD5) Previous issue date: 2014-10-29 / Discrimination, in its best form, is a hard concept to fathom as an employee or ordinary citizen. In the workplace, there are times when discrimination is necessary due to extenuating circumstances that revolve around the form or act of discrimination. It could be conveyed to save a life or avoid future conflict. However, it must be clearly stated as a written law that the act is lawful. When unlawful discrimination occurs, it stages an entirely different tone, as it is mainly conducted out of malice, hatred, greed, control, or ignorance. Over the last few decades, discrimination has existed in the workplace, although Federal laws mandate that it does not occur. It does not exist in just one geographical area or is country specific, but covers a wide spectrum, linking countries together from their points of view to creating rifts amongst those who are affected and those who are not, not only from a business perspective, but social humanistic relationships as well. This thesis will use quantitative and qualitative data to support discrimination of sexual harassment, race or color, and gender issues, as well as personal experiences, and how it has and will continue to impact businesses if the acts do not cease, permanently. Leadership, from the Presidents and Heads of Countries, Chief Executive Officers (CEOs), managers, lowest-ranking supervisor, and employees should make it their personal goal to ensure these issues do not continue or arise in their perspective areas of responsibilities. When employees understand that they are valued, will be taken seriously when reporting acts of discrimination, and that some form of action will be taken, performance and productivity will escalate, and morale will increase in the workplace, resulting in higher productivity and subsequently higher profit margins for the company.