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Cross-border labor mobility of hospitality employees has resulted in an increase in illegal immigrants in the workforce. The purpose of this study was to generate a list of top legal issues associated with the employment of foreign workers in the U.S. hospitality industry and to identify factors defined by the importance ratings of these issues. Snowball sampling was used to collect data from hospitality managers. Findings reveal that respondents perceive document verification to be important but may not perceive knowledge of various visa types and employment termination reporting procedures associated with employing foreign workers to be important. Managerial implications are discussed. [ABSTRACT FROM AUTHOR]

This study examined the relationships among analytical, practical, and emotional intelligence (EI) and five dimensions of managerial behavior. Two sets of hypotheses were tested: one set examined the relationship of each of the three types of intelligence with each of the behavioral dimensions; the second set examined the unique contribution of each type of intelligence to the prediction of each dimension. Twenty-three one-day assessment center sessions, including tests and simulation exercises, were administered to 163 top managers in Poland. The behavioral dimensions of leadership, initiative, goal orientation, change orientation, and employee development were related to analytical intelligence and practical intelligence, but not to EI. These findings make unique contributions to understanding the relationships of types of intelligence and managerial behavioral dimensions. [ABSTRACT FROM AUTHOR]

This is a scoping review of literature on human resource management ( HRM) and management practice that impacts on workers with physical, mental health and intellectual disabilities, employed or entering paid employment. The aim is to illuminate the use of HRM practices, managerial attitudes and employee outcomes in the disability literature. The methodological research framework commenced with seven databases and was supported with evidenced-based literature to find three main themes. Themes highlight the management and employer support for workers with disabilities, discrimination and attitudes towards employment of this cohort of workers, and performance and employment outcomes. As governments around the world seek to reduce welfare costs and increase the employment of people with disabilities this paper is timely. Overall, the paper contributes to a dearth of literature on the management of people with disabilities at the workplace to unpack the key barriers, challenges and trends, and develop a comprehensive research agenda. [ABSTRACT FROM AUTHOR]

This article discusses the importance of environments for managers’ successful introduction of a new management technique. Two empirical examples illustrate the interrelatedness of external and internal environments and its consequences for the propensity of organizations to accept and implement managerial propositions. It is suggested that an intrusive external environment, which clearly relates to generally accepted facts, facilitates managerial action and makes organizations change prone. Mangers, who seek to forestall future environmental problems, in contrast, seem likely to meet with a hostile and conservative internal environment. In both instances managers depend on the social construction of the external environment of their organizations. [ABSTRACT FROM AUTHOR]

El artículo discurre sobre la gestión de los recursos humanos en el mundo empresarial actual. La autora provee una serie de consejos para emprendedores, incluyendo actuar con la verdad, identificar valores similares y formalizar la gestión. También se considera la actitud apropiada que se debe expresar los emprendedores.

Human Resources Management varies, sometimes considerably, according to geographic, economic and cultural space where it operates. Therefore, we need to understand its features in different countries in Europe as well as outside European boundaries in order to grasp the organizations' functioning and performance parameters, especially against the current social background where human resource is the most important asset of any organization. Bearing this in mind, the present study brings out aspects regarding theoretical approaches and practical actions of Human Resources Management within modern states, both in Europe and elsewhere, aspects which have become fundamental in order to sustain actual society development. [ABSTRACT FROM AUTHOR]

This article examines the professional identity and role of human resource managers in fostering and implementing strategies that encourage high workplace performance. Workplace performance affects Australian competitiveness and this is the first detailed empirical analysis of Australian HR managers that combines case studies and survey methods. This research seeks to provide more in-depth knowledge and understanding of HR managers and line managers and how the HR function can contribute to high workplace performance. Overall this research suggests that while the HR function is likely to change in the future, its role is not diminishing in organisational decision-making. In particular, the HR function appears to provide an important function in providing the balance between behaviours and performance. [ABSTRACT FROM AUTHOR]

Managerial practice uses a number of prevention tools (for example, the most effective methods, comparative evaluations, evaluation models, etc.) which continually improve conditions of workplace health and safety. Considering that communication is one of the key influence factors with regard to safety and efficiency of preventive action, we wanted to establish how Slovenian top-level managers communicated and how their communication level affected their management with regard to workplace health and safety. For that purpose we used a quantitative method of data collection - the questionnaire - and analyzed the obtained data using the SPSS data analysis software. The questionnaire was sent to all 351 top-level managers of large Slovenian companies. We found that the manner of communication used by top-level managers in large Slovenian companies positively and significantly influenced workplace health and safety (the correlation between influence and communication was fairly strong; beta coefficient was 0.774). A higher communication level achieved by top-level managers in large Slovenian companies also enabled them to promote more successfully their management ideas among co-workers. We proposed the most efficient activities to be taken up by Slovenian top-level managers in large companies in order to improve workplace health and safety, with communication being the primary tool to achieve this. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to measure the impact of inspirational intelligence, charisma (idealized influence), inspirational motivation, intellectual stimulation and individualized consideration on transformational leadership. A three dimensional scale has been used which includes the characteristics of manager's inspirational intelligence. These dimensions are acceptance, self-identity, and purpose and values. In the first part the theoretical studies which are related with the concepts of transformational leadership and inspirational intelligence and their dimensions and their dimensions are emphasized. In the second part the empirical study has been conducted on graduate students studying management. The study which is conducted on 126 students was intended to measure whether individuals with high inspirational intelligence are more inclined towards transformational leadership. With this study the degree of influence of inspirational intelligence on transformational leadership and their relationships with each other. It has been found that individuals with high inspirational intelligence are more inclined towards transformational leadership. [ABSTRACT FROM AUTHOR]

In this empirical study, Strategic Human Resources Management becomes a precursor to the Balanced Scorecard. The aim of the study is to examine the relationship between Strategic Human Resources Management in organisations implemented using the three perspectives (customer, financial and process) of the Balanced Scorecard. Two hundred and twenty-two directors took part in this sample, all of whom were asked to do several self-administered tests covering aspects like: demographic data of the interviewee and the company, the BSC-14 scale and the SHRM-53 scale. The results obtained and conclusions drawn suggest that Strategic Human Resources Management predicts the parameters of the Balanced Scorecard. [ABSTRACT FROM AUTHOR]

Managerial derailment can harm the manager, the morale of coworkers, and can be costly to the organization. Using the logic of social exchange theory and “trickle-down” studies, managers who work effectively with upper management may also work effectively with others. In a field study using a sample of 1,978 practicing managers, the effectiveness of a manager's relationships with upper management positively related to the manager's ability to put people at ease, relating to lessened boss, direct-report, and self-ratings of the extent to which the manager displays the behaviors and characteristics that may lead to potential derailment. Effectively working with upper management may thus have positive implications for the treatment of others, and the potential to derail. [ABSTRACT FROM AUTHOR]

The objective of this paper is to take a first step in developing a theoretical framework describing the role of HRM in successful CI, based on the current literature from both fields. To this end, elements from the Cl Maturity Model and a framework depicting the role of HRM in innovation serve as a foundation for examining how specific bundles of HRM practices utilised during different phases of the CI implementation process may contribute to sustained organisational and enhanced operational performance. The primary contribution of this paper is theoretical; however, the framework has practical value in that it suggests important relationships between HRM practices and behaviours necessary for successful CI. A preliminary test of the framework in an empirical setting is summarised at the conclusion of this paper, where a number of possible research avenues are also suggested. [ABSTRACT FROM AUTHOR]

A survey was conducted with 70 managers responsible for hiring in large-, medium- and small-sized companies in the Montreal and Quebec City areas. A content analysis of the semi-structured interviews allowed us to examine the social representations underlying the managers' attitudes towards the issue of substance misusing in the company or the hiring process. This examination in turn allowed us to develop a typology of the managers' needs regarding the integration of this category of people into employment. Our results show how the representations of the determinants of drug addiction and of the role of the workplace generate attitudes that are closed-minded, ambivalent, tolerant or supportive, and that underlie the managers' requirements for information on drug addiction, for internal rehabilitation services or external services supporting the reintegration of drug abusers into employment. [ABSTRACT FROM AUTHOR]

This paper explores employer attitudes towards drug testing in New Zealand to establish under what conditions adoption may be encouraged or discouraged. A survey of 162 New Zealand employers found that adoption rates of drug testing policies were low at 6 per cent. Exploring predictors of the likelihood of drug testing adoption in the next year found that firms that are more compliant to institutional pressures were more likely to seek adoption, as were firms that perceived positive benefits from adoption. Further, firms that perceived negative effects from drug testing, such as union pressures, were less likely to adopt drug testing in the future. Additionally, the moderating effects of organisational size was explored, and significantly affected likely adoption rates, with larger firms being more influenced by institutional pressures and positive effects. However, there was no significant moderation effect towards negative effects of drug testing, which remained strongly negative irrespective of organisational size. [ABSTRACT FROM AUTHOR]

Investigates whether or not managers are perceived by employees to exhibit ethical attitudes and behavior and thereby being their role models. Comparison between consistently perceived ethical behavior and perceived ethical attitudes of the employee, peers and managers; Existence of self-enhancing bias; Implications for human resource management and policies.

Presents a study which examined the human resource managers' knowledge of HIV transmission and their attitudes toward employing persons with HIV. Methodology; Results; Conclusion.

The attitudes of twenty-nine managers toward performance appraisal and toward their organization were used to predict differences in mean ratings and measures of discrimination among ratees and performance dimensions. Substantial multiple correlations were obtained for all three dependent variables (between 32 and 46% of the variance in each measure was explained), and several individual correlations were statistically significant. Raters who showed low levels of confidence in the appraisal system, high levels of discomfort, or high levels of instrumental commitment were more likely to provide ratings that were unusually high or that did not discriminate well among ratees and/or dimensions. Raters who showed higher levels of attitudinal commitment or who perceived more risks associated with distorting ratings tended to provide lower ratings and to discriminate among ratees and/or dimensions. [ABSTRACT FROM AUTHOR]

Human Resource (HR) executives were surveyed with regard to their perceptions of academic HR research information. In general, the results suggest that HR practitioners' attitudes related to relevance, skepticism, and accessibility are not as negative as was commonly assumed. Still, some specific areas of practitioner concern were identified in the study. The executives' attitudes were also found to be significantly related to specific demographic and organizational variables. Interestingly, HR executives with Ph.D.'s had significantly more negative attitudes toward academic research than those without Ph.D.s. Male HR executives also viewed academic research as more irrelevant than their female counterparts. Attitudes also differed significantly as a function of organizational size and type of industry. [ABSTRACT FROM AUTHOR]

Encroachment occurs in public relations when professionals with expertise in such fields as marketing, law, human resources, or engineering occupy the senior public relations position in an organization. When encroachment occurs, public relations frequently becomes little more than a technical support function servicing other units of the organization—rather than a central management function in itself. I explored the idea that encroachment does not result so much from outsiders grabbing the turf of public relations as from weaknesses of public relations practitioners themselves. I used a systematic sample of 166 public relations practitioners in the United States to test the idea that public relations manager role aspirations and competencies and the schema held regarding the public relations function explains the extent to which encroachment takes place. Results suggest that managerial aspirations and competencies and the belief that public relations is a powerful organizational function decrease the likelihood of encroachment. [ABSTRACT FROM AUTHOR]

Examines the theory of heroism against an implicit theory of competent management. Barrier to experimenting management; Study on the behavior of either an experimenting or consistent manager; Bias against experimentation in favor of consistency.

Humor may be a useful managerial tool, contributing to effectiveness and subordinate satisfaction, A survey explored 290 workers' job satisfaction and impressions of supervisors as a function of subject age, subject sex, supervisor sense of humor, and supervisor sexual humor. Subjects rating their supervisors high in sense of humor reported higher job satisfaction and rated other supervisor qualities higher than did subjects rating their supervisors low in sense of humor. In general, the differences between ratings, given low and high sense of humor supervisors, were greater for younger (under 25) Subjects than older. Older females do downgraded supervisors who used sexual humor, while younger females and males did not. Future research should attempt to relate humor to objective measures of leader effectiveness. [ABSTRACT FROM AUTHOR]

The article offers tips for micromanagers on ameliorating their engagement with employees. These involve handling one's perfectionism, promoting autonomy and hiring skilled workers. It also suggests to provide feedbacks to workers and direct them towards a significant goal without the need for guidance.