<p>The United States is an increasingly diverse society. The recent Supreme Court hearings on Affirmative Action have reiterated the need to study the impacts of changing demographics on organizations. Race-based policymaking fundamentally rests on a "diversity is good for the organization" ideology, yet there is relatively little research that directly measures the institutional effects of racial/ethnic diversity. Diversity within organizations (also known as structural diversity or organizational heterogeneity) is overdue for a broader range of scholarly attention. Building on an organizational demography framework, this study investigates whether or not there are relationships between diversity and outcomes at higher education institutions (HEIs) nationwide. It adopts a new theoretical approach, the &ldquo;Critical Mass in Context&rdquo; perspective, which includes not only demographic factors, but culturally-related, or <i>contextual</i> factors in estimating the effects of diversity on two organizational outcomes: student retention and the diversity of degree completers. The results of these comparative tests are mixed, and show that the effects of demographic diversity may be <i>either</i> positive or negative (or have no effect), and that these results are highly <i> context dependent</i>. In other words, diversity did not have wholly negative nor positive effects on the outcomes included in this study, and the type of institution played a role in determining these how these results varied. For instance, although student gender and racial/ethnic diversity had negative effects in models that measured student retention rates, faculty gender contributed positively to predicting this outcome. Contextual factors, such as the MSDI 4 (or very high diversity elements in an HEI&rsquo;s mission statement) and an HEI&rsquo;s urban index (or suburban locale) contributed positively. In models that used the racial/ethnic diversity of degree completers as the tested outcome, the race/ethnicity of <i>overall students</i> was the most important (indeed, nearly the only) predictor. So, not only do the research results depend on what <i>types</i> of organizational outcomes are considered, but also in what <i>context</i> and <i> how</i> they are measured. This study therefore adds new levels of understanding to what effects diversity may have on institutions and the importance that culturally related factors may have on these effects. </p>

<p> The goal of this study is to determine the effectiveness of social media in advancing transformational change. Successfully implementing transformational change in an organization is heavily dependent on the support of key stakeholders. But engaging those stakeholders requires effective communication. Transformational efforts often fail because of the lack of credible communication or a failure to define a vision that can be easily communicated (Kotter, 2007). </p><p> Researchers say that the key to successful transformational change is embracing a communication based in the realm of conversation where there is genuine two-way dialogue that is focused on listening and probing for more information (Dobbs, 2010). Creating conversations is a key component of social media: a platform of online tools designed to connect people and easily share information (Jue, Marr &amp; Kassotakis, 2010). Social media has the potential to achieve employee engagement, enhance productivity and increase collaboration (Ou, C. J., Davison, R. M., Zhong, X., &amp; Liang, Y.,2010). </p><p> To determine the effectiveness of social media at driving transformational change a study of existing literature related to transformational change and social media was coupled with a qualitative and quantitative study of organizational users of social media and stakeholders of those organizations. The study employed both a questionnaire and interviews. Results showed a clear preference for the use of social media as an effective form of relationship development and effective communication, but a challenge remains on how organizations can best use social media to create and sustain the relationships required to accomplish transformational change.</p>

<p> Obesity is a serious global issue and it is increasing in prevalence in the United States. The purpose of this interpretive hermeneutic phenomenological study was to gain insight into the nature of the impact of work on obesity through reflecting on the lived experiences of employed adults. The research study used a van Kaam method as modified by Moustakas with in-depth, semi-structured interviews to explore factors surrounding the impact of work on obesity. Fifteen participants from two industries (Home Health Care and Education) were interviewed for the study. It was theorized that obesity was influenced by an inability to balance the demands and influence of the work environment with healthy weight management practices. The study revealed that the workplace does affect obesity because of food choices available within the organization, lack of health discussions, work hour demands, and lack of streamlined work processes that enables break periods. The most influential factors on the participants&rsquo; state of obesity were external to the workplace. The study also found that unhealthy habits and external relationships influence people&rsquo;s state of obesity. Social policy change leaders should consider the person as the epicenter of the obesity issue because unhealthy habits are passed from generation to generation and a lack of both self-control and motivation exacerbates the obesity issue.</p>

<p> This qualitative phenomenological study explored and identified patterns and types of workplace bullying through the witnesses&rsquo; perception. The lack of relevant organizational policies and controls makes it difficult for employees in the United States to report workplace bullying for fear of ridicule, being viewed as weak, or being terminated. There is a need for a richer and more detailed understanding of bullied leaders and employees as they witness the experience of workplace bullying. This study explored and identified actions that were perceived as bullying; explored the impacts, perspectives, and experiences of the witnesses; and developed a model that may assist organizations in mitigating bullying. This study examined 24 organizational leaders and employees from various organizations primarily living in Charlottesville, Virginia area. The results revealed the perception that the responsibility lies not only with the bully, victim, or witness, but with the entire organization. In addition the study exposed that bullying was prevalent within the workplaces and included actions of job intimidation and verbal abuse, which included, yelling, screaming, cursing, and name calling, as well as causing employees to feel stressed, uncomfortable, overwhelmed and not want to work in this type of environment. All of the participants acknowledged that they had witnessed bullying by a supervisor or manager and the most bullying action was job intimidation, the threat of losing a job. A model based on the findings was developed to help transform the organizational culture where the total organization is involved in mitigating bullying in the workplace. The outcomes of this study provide an opportunity for an organization to take a realistic stance against bullying in the workplace.</p>

<p> Positive organizational outcomes are associated with fostering thriving well-being as new research shows thriving is tied to higher levels of engagement, innovation, reduced turnover and health care costs, higher affective commitment, productivity, and resiliency to change and burnout. A review of the relevant literature assesses connections in organizational climate, leadership, and individual factors related to resilience and thriving at work. This quantitative correlation study explores the relationship between these factors to assess which organizational, leadership, and individual factors correlate to employee engagement, commitment, resilience, and thriving at work. The findings contribute to understanding what influences human thriving and relatedly sustainability at the individual and organizational level and helps reduce the gap in the literature on ways organizational leaders can foster thriving at work.</p><p> A sample of 163 employees from 4 companies responded to a survey on organizational climate and leadership factors related to well-being and their relationship to levels of engagement, commitment, resilience, and thriving at work. In summary, fostering a sense of belonging-inclusion, meaning-purpose, growth-mastery, flexibility-autonomy, impact-engagement and commitment-enrichment at work all relate to well-being based on the literature and were found to positively correlate to thriving at work in this study. Further, individual factors that relate to thriving include intrinsic resilience factors self-efficacy and cognitive-affective mindfulness. Lastly, leaders creating an organizational climate of well-being that fosters a sense of belonging-inclusion, meaning-purpose, growth-mastery and flexibility-autonomy collectively relate to creating a sense of impact-engagement, commitment-enrichment and thriving at work.</p>

<p> The purpose of this quantitative, survey-based study was to investigate the relationship between anger and hatred in an effort to learn more about how to understand and curb the problem of workplace violence. In particular, perfectionism was examined as a possible mediator of the relationship between anger and hatred. The study was conducted on a sample of 1,192 people. The statistical techniques of correlation, partial correlation, linear regression, and principal components analysis (PCA) were used to examine the relationship between variables in the study. The following conclusions were reached: (a) The correlation between hatred and anger was significant (<i>p</i> &lt; .001) but weak (R = .298), and these values changed slightly (R=.221) when controlling for the influence of perfectionism; (b) PCA revealed hatred and anger to be highly distinct from each other; (c) PCA revealed that the sub-scales of anger and hatred were sensitive to differences in how anger and hatred are felt and expressed; (d) the relationship between anger and motivation was not significant (<i>p</i> = &lt; .001); (e) the relationship between hatred and motivation was not significant (<i>p</i> = &lt; .001); (f) anger and hatred were not multicollinear in their association with motivation; and (f) for younger subjects, anger was a weaker predictor of hatred, while for older subjects anger was a stronger predictor of hatred. Based on these findings, the main conclusion of the study is that existing theories that associate anger and hatred might require revision based on further analysis of the differences between anger and hatred</p>

<p> Although diversity training is an $8 billion industry, questions surrounding its utility and impact remain. To address the issue of diversity training effectiveness, the research project goes beyond reviewing workforce diversity as a measurement, and investigates whether diversity training impacts a leader's ability to manage differences and create an inclusive work environment. Data were collected from 44 individuals in leadership roles across multiple organizations in the United States. All participants completed a condensed Diversity Relationship Indicator&trade; assessment, as well as a 6 question interview protocol to gauge their experience with diversity training. The results of the research reflected the utility of diversity training. Specifically, individuals who participated in diversity training (regardless of type) had a significantly higher presence of attributes (self-awareness, accountability, interpersonal-skills, open &amp; inclusive team, diversity management) related to successfully managing differences and creating an inclusive work environment, than those who were diversity training na&iuml;ve.</p>

<p> This study examined the impact of 12-step programs on executives' leadership styles. Nine executives in active recovery from addiction were recruited using convenience and snowball sampling strategies and completed surveys and interviews about the use, outcomes, and transferability of 12-step program elements. Participants reported heavily relying on the 12-step program in their personal and professional lives. Participants reported several personal, professional, and leadership impacts as a result of their use of the 12-step program, such as learning to connect with God and others, achieving professional success, and having a different motivation. These impacts enable them to balance concerns of both humanity and results in the workplace. A 12-step program adapted for both a non-recovery population and organization specific culture could be an effective and inexpensive way to develop humanistic, results-oriented leaders. Continued research should use a larger sample and examine the unique impact of each program element.</p>

<p> This study examined the use of technology-based training and development within expatriate populations after the 2008 global recession. A quantitative survey design was used to collect data. The study results were shared with a live, face-to-face group forum of training and development practitioners. A total of 46 participants answered the survey. Findings related to participant demographic data as well as their perceptions regarding the impacts of the 2008 recession, training timing and topics, and training methods were reported. The study findings indicated that the 2008 global recession did not have a strong impact on these participants. They also tended to receive training after they arrived onsite. Technology-based training was not viewed as highly effective by expatriates. Rather, it is traditional instructor-led classroom training that best prepared American expatriates for their work assignment abroad, second to blended learning of classroom and technology training.</p>

<p> This study examined the expatriate program at one multinational manufacturing and aerospace organization. Eleven expatriates were interviewed. Study findings provided insights about participants' experiences during each phase of their expatriate assignment, including selection, preparation, arrival, adaptation, and repatriation. Participants were mixed in their evaluation of the company's expatriate program, with some believing it worked well and others believing it needed improvement. Participants offered six recommendations to the organization: (a) pick qualified individuals for assignment, (b) help them take care of the details, (c) provide them with adequate training and information, (d) involve knowledgeable others in the process, (e) plan for the expatriates' return in advance, and (f) allow for returning expatriates to debrief. Continued research should examine expatriation in other settings, gather the perspectives of the many stakeholders to the expatriate process, and conduct action research based on the recommendations offered in this study. </p>