<p> The purpose of this study was to explore the relationship between a Black-owned radio station's organizational culture and its social impact. Although these constructs have been researched in isolation, there are no known studies that have considered whether a relationship exists between the two constructs. Furthermore, there is no evidence that either construct has been studied within the context of a Black-owned business. Businesses owned by Black Americans represent an important and fast-growing segment in the American economy and, therefore, warrant further investigation in order to contribute diverse perspectives to research and theory building in organizational science. </p><p> The primary research question guiding this study was, "what is the relationship between a Black-owned radio station's organizational culture and its social impact?" Secondary research questions examined social impact in relation to specific elements of organizational culture and how listeners experience the radio station's social impact. The study was conducted using case study methodology. The site of this study was WHUR-FM (WHUR), the commercial radio station owned by Howard University. Interview participants included 10 purposefully selected Black Americans: 8 current and former employees and 2 listeners of WHUR. Other sources of evidence analyzed for the study included observations, documentation, archival records, and physical artifacts. </p><p> This study found evidence of a synergistic relationship between the organizational culture and social impact of WHUR. The findings were based on consistencies observed between the radio station's values-based organizational culture and its impact on internal and external communities.</p>

<p> Survey data were collected from 445 part-time transportation workers to test three sets of competing hypotheses about primary and secondary part-time workers that were developed from Partial Inclusion theory (Allport, 1933), Investment Model theory (Farrell &amp; Rusbult, 1981), and the Part-time Work Arrangements perspective (Feldman, 1990). The Investment Model constructs explaining job satisfaction, organizational commitment and turnover intent received the most support. However, the part-time work arrangements perspective also received some support as there were significant differences in organizational commitment and turnover intentions between primary and secondary part-time workers. The application of Partial Inclusion theory to the part-time worker subgroup context was not supported.</p><p> INDEX WORDS: Part-time Employment, Investment Model theory, Partial Inclusion theory, Part-time Work Arrangements, Job Satisfaction, Organizational Commitment, Turnover Intent, Transportation Industry.</p>

<p> There is ample discourse regarding the need for changing nonprofit performance measurement, but there is little consensus within the field on how best to evaluate while maximizing performance, outcomes, and mission achievement. This Q methodology study documented the perceptions of 22 nonprofit leaders in the United States about effective performance measurement and the characteristics necessary to create an effective model to measure nonprofit performance. The study involved analyzing the nonprofit leaders&rsquo; responses to create three distinct views on effective organizational performance measurement called (a) Road Map, (b) Management Tool, and (c) Weakest Link. Despite differences in the viewpoints, three themes emerged as a starting point to inform the shift in measuring nonprofit effectiveness: (a) the need for larger performance management systems, (b) eliminating the unfunded mandate for performance measurement, and (c) the desire for organization-specific mission-based outcome measurement. Insights from the nonprofit leaders revealed the characteristics of a new system for generating meaningful nonprofit performance data. The implementation of these characteristics could strengthen performance management, promote organizational learning, and inspire collaborative partnerships with funders and beneficiaries. Nonprofit leaders must create a culture of performance management that facilitates performance measurement and performance improvements if they are to advance the mission of the organizations they lead. </p>

<p> Achievement motivation has been identified as an important element of organization behavior due to the impact it can have on an individual&rsquo;s performance, job satisfaction and organizational commitment. At the same time, work-life balance has become increasingly valuable to employees. There is much literature supporting the positive impacts of achievement motivation, job satisfaction and work-life balance. In addition, theories exist which detail the relationships between the studied variables, but little research has been completed studying the results in corporate and retail settings. </p><p> This study evaluated the relationship between an individual&rsquo;s achievement motivation and job satisfaction, the relationship between an individual&rsquo;s achievement motivation and work-life balance, and the relationship between an individual&rsquo;s job satisfaction and work-life balance.</p><p> A quantitative study was conducted using three survey instruments. The Achievement Motivation Inventory (AMI) instrument will measure achievement motivation in this study via a modified short version featuring 30 questions. The 18 question Job in General (JIG) scale will be utilized to measure job satisfaction in this study. The 5 question Work-Family Conflict Scale (WFC) will be the instrument used to measure work-life balance in this study. A non-random, as a convenience sample was used to select participants for this study. The population consisted of salaried store management employees who work in multiple store locations for a large corporation who were willing to voluntarily participate in the study.</p><p> Research question one tested achievement motivation and job satisfaction via the Achievement Motivation Inventory and Job in General scale. The analysis indicated that there is a weak positive linear relationship between the two studied variables. This relationship between a salaried retail manager&rsquo;s level of achievement motivation and their level of job satisfaction was found to be a statistically significant relationship. This was the only research question to feature a relationship between the studied variables that was statistically significant.</p><p>

<p> <b>Purpose</b>: The purpose of this mixed method phenomenological study was to explore and understand the leadership preferences of millennial employees in the public sector. Leadership preferences were generally defined as the traits and behaviors supervisors possess that millennials favor in the workplace. The study was designed to explore the beliefs, attitudes, and needs current public sector millennial employees have about their supervisor or leader. </p><p> <b>Methodology</b>: The subjects in this study were 50 millennial employees in the human resources department of a public-sector agency in Los Angeles County, California. Subjects responded to two research instruments: (1) a 7-item survey, the LMX7 Questionnaire, utilized to examine the quality of exchange between a leader and subordinate; and (2) a 20-item survey, Kelley&rsquo;s Followership Questionnaire, utilized to measure independent critical thinking and active engagement. Eight employees were selected and responded to an interview that utilized 11 semi-structured questions to assess subjects&rsquo; individual experiences of public sector millennial employees. </p><p> <b>Findings</b>: Examination of quantitative and qualitative data from the respondents indicated that, despite their apparent similarities, millennial employees in the public sector are unique. Second, an examination of the same data indicated that, while the benefits and stability of the public sector initially attracted millennials, the opportunity to work in an innovative department with a supervisor who acted as a change agent and listened to their ideas while providing feedback was important to them. </p><p> <b>Conclusions and Recommendations</b>: If the public sector is to attract, motivate, and retain millennials, leaders must adopt a positive and open attitude toward this generational group while ensuring an innovative and engaging environment. Millennials, accused of being disloyal to organizations, were more likely to remain in their public- sector positions if they felt valued. This study could be replicated longitudinally to explore the attitudes and beliefs of millennials as they age or enter another life or career stage to determine if changes could be attributed to age or life or career stage rather than tied to their specific generation.</p><p>

<p>Toxic leadership costs organizations millions at a time in lost employees, lost customers, lost productivity, and even lost health. The literature shows toxic leadership extends beyond just leaders into an interconnected ?toxic triangle? of destructive leaders, conducive environments, and susceptible followers. This study explored, ?Can a free, online mindfulness-based stress reduction course reduce the negative impact of toxic leadership on the organization?? Ten volunteers self-identified as currently working under a toxic leader. The study used an explanatory sequential mixed methods design to measure resistance, compliance, and core self-evaluation along with interviews and journals. The results indicated mindfulness did reduce the negative impact: conducive environments were less conducive and susceptible followers were less susceptible. Additionally, mindfulness had influence on the entire toxic triangle and resulted in unique Toxic Triangle Influence Maps for each situation. Finally, family systems theory was found to be particularly useful for understanding leadership in a toxic triangle.

<p>Across industries and organizations, some managers hold dual roles that require them to meet various demands between internal and external work settings. Further, while these demands may be understood as interrelated and complementary, they can be simultaneously experienced as mutually exclusive, creating paradoxical tensions. This study applied a grounded theory (GT) method to better understand how district managers (DMs) navigated the `corporate/field paradox? in their dual role. Specifically, the DMs were corporate employees who worked remotely in the field to support their respective regional stores, to essentially help their company succeed in the retail industry. Based on a social constructivist approach, 17 DMs? perspectives were gathered through an online questionnaire, and intensive interviews, to generate a theory that reflects how this social process is experienced and understood. Both individual and organizational facets were considered in the dual role navigation of the corporate/field paradox. The following theoretical elements were identified: context (personal and organizational), interpersonal dynamics (relationships, influencing effectiveness, communications), intrapersonal dynamics (cognition, emotions, challenges/rewards), overall impacts (personal and organizational), and adapting. Overall, the generated `Corporate/Field Paradox Theory? from this study proposes an interactive systems approach to better understanding how DMs navigate between all of these interrelated elements. For future research and practice, this theory offers a more holistic and nonlinear interpretation of how paradoxes might be experienced.

<p> By 2030, almost every entry level role in the United States will be filled by a member of Generation Z (born after 1995). Researchers have noted an unclear understanding of the Generation Z perspective on leadership; despite Generation Z&rsquo;s increasing presence in the workforce. This knowledge gap is detrimental to organizational viability and can negatively impact organizational performance and strategy. The purpose of this study was to identify the leadership preferences of Generation Z based on their lived experience in the workplace; and discuss to what extent Generation Z prefers a transactional or transformational leadership style. A theoretical frame that links generational identity (generational cohort theory) to leadership theory supports the exploration of these preferences phenomenologically and establishes the significance of generational leadership preferences on organizational performance. Semi-structured, open-ended interviews were conducted and analyzed using a modified version of interpretive phenomenological analysis (IPA). IPA revealed six (6) emergent themes in the phenomenon under investigation (specifically Generation Z&rsquo;s workplace experiences); the themes were described and their implications interpreted. The findings were validated using a relatively novel tool for phenomenology: freelisting (a cultural domain analysis tool). The findings describe Generation Z&rsquo;s ideal leader and their introspective thoughts on their workplace identity and experiences. It was concluded that Generation Z tends to prefer transformational leadership more than transactional leadership, supported and predicted by the literature. Understanding Generation Z&rsquo;s leadership preferences will provide insight on better methods for organizations to recruit, train, and develop employees. Such insights will also be beneficial to future Generation Z research.</p><p>

<p> The very things that provide firms with advantages in the present may undermine their future viability. This dualism pervades the organizational and strategic management literature and leads to theorization of core organizational constructs as embodying trade-offs between stability and change. For example, the concept of organizational code focuses on how organizations structure information representation to enhance coordination effectiveness and efficiency; yet, efficiency comes at the cost of information loss. Economic-based organizational theories treat the code as an integral, yet inertial part of an organization&rsquo;s invested infrastructure, inseparable from the organization&rsquo;s historical-cognitive context, and understood across the entire organization. By conceptualizing forces for continuity and change as dualities, I show how the organizational code acts as a mechanism by which organizations manage these tensions. In an abductive, longitudinal case study of communication by and within a large, multi-national pharmaceutical company from 1985 to present, I examine firm-specific language and how this language emerges. I find that, when the code is discernable as firm-specific language, it typically has more to do with change than stability. Codified blueprints for practice are an exception to this, but these play a role more akin to proprietary technology or boundary objects than to theoretical conceptualizations of the organizational code. When an organization recognizes some need to change, there is an emergent or deliberate effort to articulate what that change should look like. The emergence of the code happens through these efforts to create a novel conceptual space with unique words, acronyms, phrases, and visuals (WAPVs). This new language, with its firm-specific meaning, has an important effect on how a firm creates value. It becomes meaningful as &lsquo;use cases&rsquo; for it are identified, enabling translation into practice and mindsets. Once an organization generates a use case &lsquo;catalogue&rsquo; for new WAPVs, members better understand why change is needed, what work needs to happen, and how that work gets done. By showing how an organization transforms the &lsquo;language we use to get work done&rsquo; into new practices and ways of thinking that enrich the organizational code, I explain how dualities of continuity and change are managed over time.</p><p>

<p> The purpose of this research was to understand how people working in California&rsquo;s San Francisco Bay Area/Silicon Valley technology industry love one another platonically in the workplace, as well as what effects they perceive from this love. Through this constructivist grounded theory study, a theory was developed. This <i>Work-based Platonic Love Theory</i> involves workplace relationships that are heavily centered around work itself. These relationships can begin in admiration for one another, conflict with one another, or even dislike. They are transformed into loving relationships through shared experiences of work-related hardship, challenging or innovative work, and/or spending long work hours together. Participants describe the relationships as familial, often team-oriented, caring, and rooted in work. Effects of these work relationships include the perception of greater individual and team success, high performance, and shatterproof teams. <i>Work-based Platonic Love Theory</i> resulted from data produced by in-depth interviews with 17 participants who reported experiences with platonic love in San Francisco Bay Area/Silicon Valley technology firms. The study underscores the value of platonic love in the workplace to the work itself, to teams, and to individuals. It also suggests a heavily work-centric nature of loving relationships within the technology industry in the San Francisco Bay Area and Silicon Valley.</p><p>