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Clarissa Hall, PharmD, is pharmacist-in-charge at Sinks Pharmacy in St. Clair, MO, one of 13 pharmacies. Hall is also a wife, mother of two boys, and owns a virtual franchise. [...]

The purpose of this research is to get the result of study about work environment variable, leadership style, and work motivation variable of Business Community Development (BCD) member as well as to analyze the influence of work environment and leadership style on work motivation of Business Community Development (BCD) member. Methods of research conducted using descriptive-verification method. Population in this research is a member of Business Community Development (BCD) as many as 117 sample respondents obtained by using purposive sampling technique. Data collection was done by questionnaire, observation, and interview to get primary data. Statistical analysis was used using path analysis to analyze this research using SPSS and LISREL software. Based on the result of the research, it can be concluded that there is influence between work environment variable to work motivation of Business Community Development (BCD) member there is also influence between leadership style variable to work motivation of Business Community Development (BCD) member. Keywords: Campus Environment, Leadership Style, Student Motivation, Introduction Students are someone who studies on the lecture bench by taking a preferred course as well as a department in which there is a high possibility to develop their [...]

Western companies operating in a fast-moving, competitive global environment have largely absorbed the need for less centralized decision-making and greater employee empowerment, recognizing that high-job satisfaction aids productivity and retention. [...]

Abstract: * Using the resource-based view, this paper links the degree of interdependence that exists between subsidiaries of multinational corporations (MNCs) to the use of various International Human Resource Management [...]

OVERVIEW: R&D spin-outs offer pharmaceutical companies an increasingly attractive mechanism for increasing the effectiveness of R&D activities by allowing companies to maintain a clear focus on core activities and yet still exploit discoveries that are less central to the core business. This study analyzed 42 European R&D spin-outs with regard to background, realization, and further development. Interviews were conducted with key personnel in both parent companies and spinouts to explore the underlying strategy and success factors. Key aspects of successful spin-outs are a clear focus on core activities and a cadre of highly motivated employees. The use of spin-outs has resulted in increased activity along the entire pharmaceutical value chain, producing an increase in drugs introduced to the market in recent years. However, spin-outs are also responsible for the disintegration of established value chains, resulting in higher coordination and transaction costs. Spin-outs offer managers a potential option to refocus their activities and reduce costs. The successful examples and potential pitfalls offered here illustrate best practices for managing spin-outs to maximize R&D productivity. KEYWORDS: Spin-outs, Pharmaceutical industry, Outsourcing, Spin-offs, Drug discovery and development, The number of corporate R&D spin-outs in the pharmaceutical industry has increased significantly in recent years (Ramirez and Duberley 2010; Chemmanur and Yan 2004; Dewdney and Smith 1998). This may [...]

ABSTRACT In today's hyper-competitive marketplace, understanding what fosters and forwards employee motivation--and, thus, organizational performance--is critical. Based on theories, studies, best practices, case studies and resources about motivation, this solutions-focused [...]

Abstract: * This paper develops and tests a model that explains how the quality, quantity and timing of knowledge flows from headquarters influence subsidiary performance. It extends recent research on [...]

Abstract In today's challenging economy, organizations that optimize knowledge management--a key success factor--are leaders in their field. As a strategic business partner, HR plays an important role in fostering a [...]

INTRODUCTION IN RECENT YEARS, INTEREST AND ACTIVITIES related to green building have been on the rise. As builder, architects, and code developers shift toward energy-efficiency and greater use of responsible [...]

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.jengtecman.2008.06.004 Byline: Fred Langerak (a), Erik Jan Hultink (b) Keywords: New product development acceleration approaches; New product development speed Abstract: This study investigates the impact of nine new product development (NPD) acceleration approaches on development speed. Our findings from 233 manufacturing firms show that 5 approaches (supplier involvement, lead user involvement, speeding up activities and tasks, training and rewarding of employees, and simplification of organizational structure) increase development speed, whereas 2 approaches (implementing support systems and techniques and stimulating inter-functional coordination) decrease development speed. Two approaches (i.e., reduction of parts and components and emphasizing the customer) have no effect on development speed. Our results further show that firms developing different types of new products should use different NPD acceleration approaches, as the speed impact of six out of nine approaches is dependent upon the degree of product innovativeness. Author Affiliation: (a) Rotterdam School of Management, Erasmus University, Department of Marketing Management, Office F1-46, P.O. Box 1738, NL-3000 DR Rotterdam, The Netherlands (b) Delft University of Technology, Faculty of Industrial Design Engineering, Landbergstraat 15, NL-2628 CE Delft, The Netherlands

Several studies over the past two decades have presented varying degrees of evidence that an increased motive to serve the public good is prevalent in the public sector workforce. A widely accepted and measurable construct for public service motivation could have ramifications for public personnel managers in a number of key areas. This paper reviews the current literature on public service motivation (PSM) theory and examines how this desire to make a difference might e harnessed as a motivational force for human resource managers. The prevalence of PSM in the nonprofit sector is also explored as a means of broadening the current public-private dichotomy., The concept a of public service ethic raises some interesting questions for human resource management. Is there something not only identifiable but also quantifiable that attracts certain individuals to the [...]

A sample of 312 salespeople from diverse industries was used to develop a model that examined the influence of salesperson need for achievement and sales manager positive leader reward behavior on several key organizational outcomes. The organizational outcome variables examined were goal acceptance, sales performance, and organizational commitment. The results suggest that a salesperson's need for achievement may lead to higher performance, but not necessarily commitment to the organization. However, positive leader reward behavior may strengthen a salesperson's organizational commitment. The findings, along with suggestions for sales managers, are discussed., All too often, organizations fail to develop long-term relationships with their salespeople because of employee perceptions that the organization is not genuinely concerned with the welfare of the salespeople. Consequently, [...]

Abstract: The author offers an interesting perspective on agent motivation in the Call Centre environment. She views motivation as the result of consistent and effective management practices and challenges managers [...]

The industrialization program of Telford in the West Midlands, is an interesting case study in the transplantation of management and technology. The investments of Japan in Telford found an early environment receptive to their technology and management practices, but was soon awakened to the social realities that confront UK workers, especially in their upbringing in terms of labor relations. The resulting high turnover and abseenteeism forced many of the Japanese firms to adopt some form of management leniency to rationalize the investments.

Employee needs satisfaction has played a significant role in the development of organizational capabilities in Southwest Airlines that has enabled it to enjoy competitive advantage. The starting point of the airlines' virtuous cycle of competitive advantage is its ability to create value for its employees, which increases their motivation, through the company's culture and HR practices. Southwest then converts some of that value to customer and firm value through the design of operating processes and the encouragement of behavioral norms that allow employees to minimize costs as well as improve service. Finally, the company captures value via low costs and superior service. This value-creation, value-conversion, value-capture cycle may apply to other organizations, particularly those providing labor-dependent services.

Challenging agents to set annual production goals is the first step to holding them accountable for their actions. But how many agents can stay focused on their production goals for [...]

Employees with 25 years' service or more enjoyed star treatment at a dinner to reward their dedication to the cereal brand. Pre-event planning Each year cereal brand Kellogg's holds a [...]

A series of unorthodox workshop for salespeople were employed to overcome the reluctance of some business units to the cross-selling efforts of their larger organization. These workshops demonstrated how cross-selling strengthened the relationship between salespeople and their customers and highlight the greater risk for senior executives of a slow down in the larger organization's growth.

Success Through a Quality-Based Sales Incentive Program Most companies that sell personal computers and other 'high tech' products pay commissions or bonuses to their salespeople based on either gross sales [...]

Wilkinson Sword Group Ltd has announced a closure, in phases, of its razor production plant in Cramlington, Tyneside, UK, yet the quality of its highly trained and motivated, world class workforce is evidenced in an increase in output since the announcement was made in Oct 1998. Far from being demoralized, company employees have maintained performance improvements achieved since roughly 1995. With plant closure only months away, 250 remaining workers from an original force of 450 people have sustained efforts to produce roughly 52,000-60,000 units per shift compared to 25,000-30,000 per shift in the past. The company has established an on-site job shop which has found placements for 70 people. However, the employees' track records ought to impress prospective employers.

We might not believe it, but we are always motivated. Whether we are motivated to do what we are supposed to be doing or being paid to do at the [...]

British Telecom (BT) was compelled to abandon its bureaucratic, process-oriented management style when it realized that it could not compete effectively in the liberalized UK telecommunications market without a highly motivated, customer-centered workforce. Employee morale and motivation declined in the early 1990s when the company reduced its personnel from 250,000 to around 110,000. In response, BT implemented a new approach called '... for a better way of life,' which sought to change the way people worked and give them a sense of excitement, belonging and involvement in the business. Under the new divisional managing director Stafford Taylor, employees were encouraged to take personal responsibility for meeting customer needs, take decisive action to meet these requirements, take calculated risks to exceed customer expectations and sharpen their instincts for finding ways of contributing to corporate success.

Ahead of London 2012, Transport for London needed to get its entire workforce motivated to provide a world-class service. Pre-event planning: Transport for London (TfL) would be a key element [...]

Royal Bank of Scotland's (RBS) total reward strategy includes pay and employee benefits, but also focuses on learning and development for its 93,000 UK staff. RBS's Your Choice programme includes [...]

In the past year, Kentucky Fried Chicken (KFC) has expanded its career development programmes, while translating elements of its head office working environment into its 800 UK restaurants. Its advanced [...]

When Volvo Car UK wanted to boost sales of its SE Lux and executive- level vehicles last year, it launched a motivation programme for sales staff that had a personalised [...]

Technology and business services firm Allstate Northern Ireland has launched a corporate Isa with payroll deductions for its 1,900 employees. The WorkSave Isa, provided by Legal and General, was introduced [...]

After a staff buyout from KBC Bank, broking house Peel Hunt had the opportunity to create its own reward strategy to increase employee engagement. Over the years, Peel Hunt had [...]

Asda offers its staff a 10% discount card after three months service. The card can be used in any Asda store in the UK and in any global Walmart, Asda's [...]

Yorkshire Water, which first introduced total reward statements in 2006, tried issuing them online in 2007 but has since returned to paper. Its change of heart followed lower-than-expected logins achieved [...]

Vocational qualification awarding body City and Guilds saw the need to deliver value to staff at a time when reward is under pressure, so it took advantage of the partnership [...]

Sodexo Remote Sites Scotland operates a points-based recognition scheme for its 1,000 UK staff. This includes long-service awards, thank-you cards, an award for great ideas, and a site of the [...]

Kent County Council has an unusual approach to public sector pay. It introduced local pay rates in 1990 and, over the past five years, has allowed unions to engage in [...]

Communications technology firm Metaswitch rewards employees who go the extra mile with treats such as vouchers for meals for two. The company, which has 540 staff, gives newlyweds wine glasses [...]