COMPARISON OF HIRING STRATEGIES OF ORTHODONTIC PRIVATE PRACTITIONERS By Steven C. Petritz, D.D.S. A thesis submitted in partial fulfillment of the requirements for the degree of Master of Science in Dentistry at Virginia Commonwealth University Virginia Commonwealth University, 2018 Thesis Director: Bhavna Shroff, D.D.S., M.Dent.Sc., M.P.A. Virginia Commonwealth University Department of Orthodontics Program Director Purpose: Evaluate factors that influence hiring outcomes of clinical and non-clinical staff in orthodontic private practices. Methods: Orthodontists (n=1968) were surveyed regarding their hiring methods and outcomes. Responses were summarized using descriptive statistics. Chi-square tests were used to compare between hiring strategies and outcomes. Results: Survey response rate was 23% (n = 452 responses). 65% received 1-10 applicants and 54% utilized online job sites. Online job sites was associated with increased number of applicants (p<0.0001) and number of days to fill the position (p<0.0001). Forty-seven percent of respondents used the internet to screen candidates. Sixty-two percent of respondents hired based on personality. Fifty-seven percent of respondents plan to use employee referrals for future hiring needs. Conclusion: Online job sites accounted for the majority of the most recent hires. Orthodontists indicated that their future preference to be employee referrals. Social and professional relationships may lead to a more efficient hiring process.

The current study assessed the moderating effects of Age and the mediating effects of Job Satisfaction on the relationship between antecedents Employee Engagement and Compensation Fairness and the outcome variable Turnover Intent. The theory of reasoned action and a theoretical framework for examining age-effects on employee attitudes were used as the theoretical underpinnings for the study. The study utilized a secondary data set with surveyed population including faculty (n = 1,229) from a land-grant institution holding the doctoral/research-extensive classification from the Carnegie Classification and serving about 42,000 students each year with graduates totaling more than 9,000 per year. Findings confirmed that 11 of the 12 items of the Gallup Workplace Audit loaded on the Employee Engagement factor. Findings also confirmed a 3-item solution for the Compensation Fairness factor. Both Employee Engagement and Compensation Fairness demonstrated an inverse relationship with Turnover Intent as expected. Job Satisfaction was found not to mediate the relationship between both Employee Engagement and Compensation Fairness with the outcome variable Turnover Intent. Finally, Age was not found to moderate the relationship between antecedent variables and Turnover Intent. Recommendations for research and practice were made.

In der wissenschaftlichen Literatur, in der betrieblichen Praxis und in der gesellschaftlichen Diskussion wird wieder zunehmend mehr die Bedeutung der Beschäftigten für den Unternehmenserfolg hervorgehoben und diskutiert. Unternehmen, die zielgerichtet geeignete Managementstrategien mit Blick auf den Umgang mit ihren Beschäftigten einsetzen, werden in bezug auf ihre ökonomische Wertschöpfung als erfolgreicher charakterisiert. Besonders im Bereich Human Resources Management lassen sich erste Belege finden, die es ermöglichen, den ökonomischen Erfolg von Unternehmen kausal auf einzelne Personalmanagementstrategien zurückzuführen. Ziel eigener Untersuchungen in der IT- und Softwarebranche war es, Unternehmenserfolg auf der Grundlage ökonomischer Erfolgsmaße und des subjektiven Erlebens der Beschäftigten in kleinen und mittleren Softwareunternehmen unter besonderer Fokussierung des Human Resources Management und der Unternehmenskultur zu untersuchen. / In scientific literature, operational practice, and societal discussion, the importance of the employees for the company success is increasingly accentuated. Organizations applying precise management strategies with focus on their employees are characterized more successful in terms of added value. Especially in Human Resource Management, research has shown that companies economical success can causally be ascribed by personnel management strategies.<br /> Aim of this study in the IT- and Software sector was the investigation of company success on the basis of economical success measures and the subjective experience of the employees in small and middle sized software companies, focusing especially on Human Resource Management.

This paper seeks to examine the failures of the current retirement plan structure, focusing on the structure’s reliance on unpredictable future market returns and the unwillingness of the parties involved to negotiate in order to further enhance their own self-centered interests. Currently, both defined contribution and defined benefit plans encounter a funding crisis in both the public and the private sectors. This paper will discuss how retirement plans, by nature, rely on assumptions of market returns, which naturally depend on the volatility of the market and increase the risk and uncertainty in retirement plans. In addition, since defined benefit plans mostly exist in the public sector today, this paper will examine defined benefit plans in relation to the public sector’s funding crisis and hope to shed light on the politics and tensions between the parties involved in public retirement plans that are preventing effectiveness and efficiency. Finally, this paper will also present alternative retirement plan strategies for which academics and scholars have advocated. However, at the end of the day, as opposed to relying on others to dictate one’s future benefits, which are based on the goodwill of others and uncertainty in the market, Americans should recognize their lack of savings and improve their personal financial literacy and develop individualized savings plans.

The study examines the adherence to principled leadership styles by persons in position of authority and develops a method to determine the extent to which those people deviate from principled leadership practices for purpose of political expediency. Two fortune 500 companies, three smaller local companies and select Western Kentucky University faculty were surveyed using the MACH V Attitude Inventory for determining Machiavellian tendencies via an online survey site. An examination and evaluation of survey results yielded a surpirsingly consistent neutral score, but no indication of Machiavellian tendencies within the respondent group.

Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal

ABSTRACT Human Resources Management of Elevating Service Quality of Junior Service Personnel and Customers¡¦ Degree of Satisfaction ¡V Using the Junior Service Personnel of Banks in Kaohsiung City as the Scope of Case Study In 1990, the restriction on the establishment of new banks was lifted, and 16 new private-operated banks came into existence, extending the competitive market dimension of the financial service industry. This would absolutely throw a revolutionary impact upon banks. Furthermore, since Taiwan was acceded to the global WTO in 2002, large foreign-based financial institutions have entered Taiwan local financial market with tremendous capital and advanced services and products. In the foreseeable future, they will bring up unprecedented pressures of operation and survival upon the banks in the financial service industry that has an annual productivity of 1200 billion dollars. This research began with the human resources management perspective that is performance oriented and development oriented and set out to investigate the relevancy and objective of the case junior financial and service personnel who worked under the operation of this management dimension system, through the conveyance of personal service quality, to achieve the elevation of overall service quality and customers¡¦ degrees of satisfaction. After literature investigation and the compilation and review of relevant theories, a questionnaire survey was conducted, and by using PZB model as the basis, the obtained data underwent a factor analysis and the SPSS 12.0 for Windows XP software package was used to conduct statistical analysis of these data. Then Kaiser Varimax of main factor analysis was used as the rotation axis to extract the dimension factors of this research. Finally, one-way ANOVA and canonical correlation were used to analyze and investigate the differences between the variables and correlations, which would be used as the viable theoretical foundation of the hypotheses of this research. In addition, after conducting statistical analysis of the data about the case banks, this research found that in the two aspects of human resources management, the junior employees had higher degrees of approval of development orientation that those of performance orientation, which seemed to overthrow the long-standing traditional concept ¡V using ¡§performance orientation¡¨ of realistic or tangible feedback as the prime basis for selection. On the contrary, although the junior personnel work in the employment market of unfavorable and competitive financial service industry of various kinds, this research has found that as a matter of fact, junior personnel of banks still have high degrees of approval of ¡§development orientation¡¨ and vision for ¡§development orientation,¡¨ in spite of the threats posed by the WTO globalization and the waning trend of the ¡§golden bowl.¡¨ This seems to provide bank management, amid celebration, with a new thinking of establishing better and forward human resources management procedures and regulations related to loyal, committed and competent employees.

Based on previous study, Reinartz, Krafft & Hoyer (2004) argued two outcomes. One is that CRM process measure outlines three key stages: initiation, maintenance, and termination; the other one is that the implementation of CRM process has a moderately positive association with both perceptual and objective company performance. This research uses statistical way to exam the three stages of Customer Relationship Management along with human resources management, coordination between various departments in enterprise, the computer technology three factors, carries out the customer relationship management compared with various steel and iron enterprises to tell the degree that management level value and invest, whether affects the enterprise economic performance. During this research induces the customer relationship management flow and the steel and iron industry relations is: (I) The customer relationship initiation, the customer relationship maintenance stage and the computer technology has the frontage influence to the enterprise achievements. (II) The customer relationship termination stage and the human resources management have partial influence to the enterprise achievements. (III)The coordination between departments in enterprise and enterprise achievements, the influence is not certainly obvious.

¡§People¡¨ is the key to a company¡¦s success, as all processes from R&D, sales to services were handled by people. Therefore, quality of a team determines whether a company will be successful or not, and this is exactly why companies starting to pay increasing attention to ¡§core competency¡¨. Technology, products and services can easily be duplicated, but employees are the only, and most important, assets in a company that can not be replaced. Excellence employees will lead to the competitiveness and profitability of a company and are the foundation of successful companies. It is an imperative for modern companies to cultivate employees¡¦ ¡§core competency¡¨ so that companies can reasonably leverage, motivate and accumulate top quality human assets in order to reach maximum productivity and support the actualization of operation strategy. This study aims at using case study of a software development company of high tech industry to understand the construction of the core competency model and its process. Through literature review, focus groups and executive interviews, the study comes up with the core competency of all employees and the managerial core competency of managers. The study hopes to be able to help other industries to introduce their core competency so as to increase the overall organizational efficiency. Core competency means the knowledge, skills, behaviors and traits that employees need in order for a company to actualize its operation strategy. Therefore, the mid- to long-term business strategy is the base of the development of core competency. The 5 core competencies in the study were developed based on the following factors: company mission and vision, 3 year strategies and goals, unique competitive advantages, key successful factors and the benchmarking of other model companies. Each core competency must have very clear definition and description of its corresponding behaviors of the contribution and impact for various levels of employees. The definition and behaviors descriptions serve as the base for the company¡¦s core competency evaluation and also set the future direction for the company. This study results showed that the company, after introducing core competency system, was able to understand precisely the core competency gap between its individual manager and the team average. The study also demonstrated the fact that the individual manager¡¦s core competency improved visibly in a year through training on the targeted core competencies. This study validated that the organizational efficiency can be increased by the constructing of core competency system and the implementation of the performance management system.

The purpose of this thesis report is to make a critical examination of the basic factors, together with their interrelationships, which are involved in college recruiting of students with managerial potential. The ultimate objective of this analysis is to provide a theoretical and factual basis for establishing or improving a managerial recruiting program.