Not all organizations in Wisconsin have transgender inclusive antidiscrimination policies. Leadership can use the results of this study to understand the effect of antidiscrimination policies on transgender employee job satisfaction. Quantitative data were collected from transgender employees aged 18 years or older who were employed but not self-employed in the state of Wisconsin. The relationship between the presence and absence of transgender inclusive antidiscrimination policy and job satisfaction was addressed by creating an anonymous online survey that contained demographic questions, the 1997 Job Descriptive Index (JDI) and the Job in General (JIG). Participants were notified of the study using fliers disseminated via community service groups and events, web magazines, social media, and personal contact. Participants (n = 38) self-selected to participate. Fourteen participants reported that their workplace had transgender inclusive antidiscrimination policy (37%), 12 participants (31.5%) reported no such policy, and 12 participants (31.5%) were not aware of the presence of this policy. Data were analyzed to determine correlations between job satisfaction facets within the JDI and the JIG and the presence of antidiscrimination policy that includes employees who are transgender. Results revealed that the job satisfaction of employees whose workplaces had transgender inclusive antidiscrimination policies was highest when correlated to promotion opportunities, r = .854 followed by the employee's viewpoints about their actual work, r = .832, people in the workplace, r = .820, with the lowest correlation for the supervision facet, r = .808. These findings contribute to positive social change by promoting antidiscrimination policies for transgender employees, increasing job satisfaction, and reducing turnover.

Understanding the psychology behind the perpetrators of the Holocaust has been difficult because experiments on conformity and obedience cannot readily simulate the reality of the Holocaust. There exists historical documentation surrounding the leaders of the Nazi organization instrumental for the perpetration of the Holocaust, but the underlying motives of Hitler's leaders relating to governmental policies of systematic extermination of the Jews in Europe, are not known, as the strategy and operationalization of the actions were kept extremely secret, disguised by euphemisms, or only discussed verbally. This research study was to further understand the thought processes behind the manipulation tactics applied by leaders of the Nazi organization, and the leaders of Britain, America, and the Soviet Union during the Holocaust, by reviewing their personal writings, communiques, and orders. The theoretical base used was the theory of groupthink by Janis, because it is most applicable to understanding complex human psychology. The research questions of the study were: a) to find the origins of the Final Solution, why it gained acceptance by the Nazis, and the role of anti-Semitism ; and b) to identify groupthink symptom language relating to German, British, American, and Soviet leaders during the Holocaust. A qualitative multiple retro-historical case study methodology was selected. Data were collected and analyzed from archival material and groupthink theory was found to be ideally suited to the study of the Holocaust. Translation of a period of Alfred Rosenberg's diary relating to Hitler's issuance of the 'Hitler Extermination Order,' was discovered. The results show areas for further research, including the translation into English of the Alfred Rosenberg diary that was lost to history for over 60 years. The findings of this research study will hopefully help organizational psychologists to better remedy groupthink practices.

The overall success rate of implementing enterprise resource planning systems is about 30%. Guided by systems theory, the purpose of this qualitative single case study was to explore the strategies used to ensure a successful implementation by information technology managers working in higher education settings. The data were derived from semistructured interviews of 6 managers and documentation from a higher education institution in the northeastern United States that successfully implemented an ERP system. Data analysis consisted of reviewing interview transcripts, from which themes and patterns were identified and coded. Three recurring factors arose throughout the analysis involved commitment, communication, and change management. The main themes included pre-implementation strategy activities, implementation strategies, post-implementation strategy activities, and continuous improvement. Managers engaged in enterprise resource planning systems implementations should frame the strategic approach with a strong commitment, effective communication, and a comprehensive change management plan throughout the process. The implications for positive social change include the potential to improve the institution's business processes, cultivate a more knowledgeable workforce, increase student academic experience, and improve the institution's performance overall.

Humanitarian aid workers live and work in harsh circumstances far from loved ones and support mechanisms. The problem is that international aid must continue to work effectively despite stress levels. The purpose of this phenomenological study was to understand how aid workers perceive their work-related stressors, examine their subsequent experiences of in-house stress management services, and describe the factors that influence aid workers' decisions to access in-house stress management services. The conservation of resources theory was used to understand aid workers experience of stress. A purposive sampling technique was used to identify 12 aid workers with a minimum of 5 years of field experience. Data were collected through semistructured interviews conducted via Skype. After the data were reviewed, unit meanings were assigned and grouped to develop themes. The themes generated were organizational culture, social support, operational environment, the aid worker, adapting and strategizing, stress management services, and services. The greatest stressors participants reported related to the lack of safety and unpredictable working environments, and their experience of accessing stress management services were varied. Assurances of confidentiality and professionalism were the key factors that influenced aid workers engagement with stress management services. Participants received a summary of the findings which included recommendations for aid organizations on improving stress management services for aid workers. The results of this study contribute to the body of knowledge regarding the well-being of aid workers, supporting social change to improve the quality of care for the affected populations they serve.

Patient demand for a better quality of healthcare and services has increased as insurance companies have decreased payments to hospitals. The purpose of this qualitative single exploratory case study was to explore hospital managers' strategies to improve customer service. Data were gathered from semistructured interviews with 5 hospital managers who implemented customer service strategies in their hospital systems, hospital policy and procedure documents, and qualitative data from the Consumer Assessment of Healthcare Providers and Systems Hospital Compare website. Expectation-confirmation theory served as the conceptual framework that grounded the study. Data were analyzed using methodological triangulation, and 3 themes emerged: the need to improve interpersonal communication, address issues in the hospital environment, and provide employee training. Engaging in interpersonal communication, maintaining a clean and welcoming hospital environment, and providing employee training can help hospital managers increase customer satisfaction by giving internal and external customers a sense of empowerment and self-worth. The findings from the study, regarding the hospital managers' customer service strategies, could apply with other healthcare managers and leaders working to improve customer service within their organizations. Healthcare professionals and leaders, patients, family members, and the community may benefit from the study by gaining knowledge of the successful strategies hospital managers use to obtain quality service. These strategies promote respect, compassion, and a better quality of life, which are essential to social change in hospitals.

Employee satisfaction and engagement have a direct impact on customer satisfaction. Dissatisfaction and disengagement lead to an increased intent to leave a job, poor patient outcomes, and decreased productivity. The retention and recruitment of qualified staff becomes an urgent priority to ensure safe and prudent patient care. The purpose of the qualitative research study was to better understand the beliefs, attitudes, perceptions, and reasons for emergency department registered nurses (ED RN) satisfaction and engagement in the workplace focusing on Herzberg's, Vroom's, Yetton's, Maslow's, Benner's, and Kahn's motivation and engagement theoretical frameworks. The qualitative case research study focused on satisfaction and engagement elements using structured interviews of 21 ED nurses from three hospitals of varying sizes and capabilities and included three generational cohorts of Baby Boomer, Generation X, and Millennial RN. Interview analysis showed distinct similarities and differences in nurse satisfaction and work engagement with a consistency in job engagement with no distinct differences among generations. Distinct findings included persistent lack of staff resources, poor communication from leaders, and compassion fatigue among staff. Findings reflected strong interpersonal relationships, teamwork, autonomy, and a strong sense of accomplishment among nurses. Findings indicate that satisfied nurses have improved outcomes, produce happier customers, and feel a sense of accomplishment in the job performed. The positive social impact of this study is in providing guidance on retaining ED RN to provide adequate staffing levels for safe, quality healthcare.

In this thesis, I discuss how office design such as desk layouts interacts with organizational culture. Several questions motivate my study: 1) how office layout affects human interaction and work relationships; 2) how the physical setting affects the psychological and communicative aspects of work; 3) does the layout express or define culture. Physical design is bound together with organizational culture in an extricable and reciprocal relationship. The layout of the office fosters and encourages the cultural behavior of workers within the organization by the physical proximity of employees, while the organizational culture largely dominates the design and layout of the office. This interconnection ultimately affects how employees interact and communicate with one another. I explore the relationship between design and culture in steps, by explaining the progression and formation of culture, by showing that culture legitimizes layout and design, and by exploring how the culture and design foster and support organizational members’ behaviors. Office design and purpose have evolved over time because the nature of the members tasks and responsibilities are fluid and ever-changing; thus, the demand for interaction and communication changes, as well.

Modern Leadership Compared to Historical Leadership Shown Biblically Forrest Jones This thesis is a comparison between modern leadership and historical leadership. Modern leadership has been differentiated from management since the early 1980’s. Historical leadership is shown by Jesus Christ through the Bible, used as a historical text. Historical leadership was found to have two separate tools used by Jesus Christ which would be useful additions to what leadership today is. The first tool is submission to authority. Most people in positions that would be considered leadership positions do not feel that they need to follow anyone else. Often times they act contrary to a way they have been directed to, because they feel their opinion is the only valid one. The second tool is servant leadership. In addition to believing their opinion is the only valid one, most leaders today consider their own needs before others and are not willing to serve those who they see as their followers. With the incorporation of submission businesses could function smoother, react quicker to challenges and less conflict would develop between leaders and their authority. With the incorporation of servant leadership, employee retention would increase, quality of work would increase and ultimately more goals would be reached. Current leadership is much more effective in many areas of business than management. The differentiation between the two areas since the early 1980’s has allowed many businesses to react quicker to a changing market place and ultimately become better businesses. Leadership in its current form is effective, but can we historically infer possible improvements through looking at the example of Jesus Christ historically shown in the Bible? The conclusion is significant in the business world, because it shows that through servant leadership and submission a high degree of ethics and commitment is shown. The net result of the ethics shown in this manner will increase trust both inside the business and to others who interact with them.

Growing research attention has been devoted to understanding the implications of work engagement with an emphasis on its motivational mechanism linking its antecedents to consequences. Findings from such research efforts could inform intervention efforts. Integrating organizational justice theories within the leadership framework, this study examined the effects of supervisory interactional justice and supervisory procedural justice on subordinates' work engagement. Based on survey responses from 352 Chinese employees collected at two time points with three months in-between, moderated regression analyses were conducted to test hypotheses that there is a direct positive effect of supervisory interactional justice and supervisory procedural justice on subordinate's work engagement respectively, and that leader-member exchange (LMX) quality moderates the justice-engagement relationships. Specifically, the supervisory interactional justice-engagement relationship was expected to be stronger for subordinates with high LMX quality, and the supervisory procedural justice-engagement relationship was expected to be stronger for subordinates with low LMX quality. The results showed that both supervisory interactional justice and supervisory procedural justice significantly correlated with subordinate-reported work engagement measured three months later. However, the results did not support the proposed main and interactive effect hypotheses after adding control variables. Supplemental analysis results demonstrated that supervisory interactional justice and supervisory procedural justice had significant indirect effects on work engagement through LMX quality. Further, POS was found to moderate the indirect effects of supervisory interactional justice. But POS was not a moderator for supervisory procedural justice. Moreover, emotional labor job type interacted with supervisory interactional justice in predicting vigor, such that supervisory interactional justice was significantly and negatively related to vigor when higher emotional labor is involved. In conclusion, the findings of the current study contribute to work engagement, leader fairness and social exchange theory literature and provide important theoretical and practical implications for future research in the field of work engagement and leader fairness.

Boyatzis has stated that "true" management competencies are characteristics of a manager which differentiate superior from average and below average performance. Boyatzis, however, treats a manager's self-image (self-concept) as a "threshold" rather than a "real" competency. Lafferty's research, which has measured relationships between several lifestyle (self-concept) variables and corresponding organizational behavior, has found that performance differences between average and high performing managers are associated with differences in self-concept construction. The researcher proposes to treat variations in self-concept measurements from managers as indications of their relative management competency. Thisresearch investigates seventeen hypotheses relating to the self-concepts of high performing, mid-level technical managers employed in the National Aeronautics and Space Administration (NASA). The Level 1: Life Style Inventory, developed by Lafferty, was administered to high performing, mid-level managers (118 aerospace technical and 43 non-technical) from nine major Research and Space Flight Centers, and the agency Headquarters, attending a Management Education Program. Measurement of 16 self-conceptand 4 biographical variables were compared and contrasted with self-concept measurements accomplished by Lafferty on samples of engineers, supervisors and mid-level managers. Three major conclusions are reached. (1) NASA technical managers exhibit an unusual degree of satisfaction when compared with other supervisors and mid-level managers and a self-actualizing management style. (2) The self-concept characteristics of high perfectionism and dependence in NASA technical managers should be studied further, based on Cooke and Rousseau's findings that high measurements in these variables are associated with a greater number of symptoms of strain and Lafferty's findings concerning associations between high measurements of these variables and disfunctional managerial behavior. (3) Evidence is provided by researchers, like Garfield, that while management experience may be significantly associated withself-concept increases in achievement and helpfulness orientations, and self-concept assumptions of these managers may preclude them from significant increases in their self-actualization.