Understanding learning strategies in the workplace:a factor analytic investigation

The aim of this study was to validate a scale of learning strategies, as derived from the educational literature, in an organizational context. Participants were 628 call centre employees. Both exploratory and confirmatory factor analyses suggested that a six-factor structure most accurately represented the learning strategies examined. Specifically, three cognitive (extrinsic work reflection, intrinsic work reflection, reproduction) and three behavioural strategies (interpersonal help seeking, help seeking from written material, practical application) were found.

African-American Experiences in the Workplace: Miseducation Goes a Long Way

The purpose of this study was to learn how Blacks believe race affects their workplace interactions with Whites and why. The most compelling finding of the study: participants believed mis-education influenced workplace interactions. The implications of the study: how the relationship between racism, racial identity and education affects workplace interactions.

The Impact of Social Media in the Workplace

Today, individuals communicate easier and faster due to accessibility of the Internet. However, when employees are distracted with social media, it can become a concern for organizations. This paper reviews literature concerning social media and its implications at workplaces, and provides recommendations to control it, using Adams’ equity theory (1963).

Drugs In the Workplace: A Manager's Guide

Drugs in the workplace is a growing problem that threatens a valuable human resource - the employee. Managers in the hospitality industry can take a proactive stance in meeting the problem head on. The authors discuss what managers can do.

Discipline And Due Process In The Workplace

In the article - Discipline and Due Process in the Workplace – by Edwin B. Dean, Assistant Professor, the School of Hospitality Management at Florida International University, Assistant Professor Dean prefaces his article with the statement: “Disciplining employees is often necessary for the maintenance of an effective operation. The author discusses situations which require discipline and methods of handling employees, including the need for rules and due process.” In defining what constitutes appropriate discipline and what doesn’t, Dean says, “Fair play is the keystone to discipline in the workplace. Discrimination, caprice, favoritism, and erratic and inconsistent discipline can be costly and harmful to employee relations, and often are a violation of law.” Violation of law is a key phrase in this statement. The author offers a short primer on tact in regard to disciplining an employee. “Discipline must be tailored to the individual,” Dean offers a pearl of wisdom. “A frown for one can cause a tearful outbreak; another employee may need the proverbial two-by-four in order to get his attention.” This is a perceptive comment, indeed, and one in which most would concede but not all would follow. Dean presents a simple outline for steps in the disciplinary process by submitting this suggestion for your approval: “The steps in the disciplinary process begin perhaps with a friendly warning or word of advice. The key here is friendly,” Dean declares. “It could progress to an oral or written reprimand, followed by a disciplinary layoff, terminating in that equivalent of capital punishment, discharge.” Ouch [!]; in order from lenient to strident. Dean suggests these steps are necessary in order to maintain decorum in the workplace. Assistant Professor Dean references the Weingarter Rule. It is a rule that although significant, most employees, at least non-union employees, don’t know is in their quiver. “If an interview is likely to result in discipline, the employee is entitled to have a representative present, whether a union is involved or not,” the rule states. “The employer is not obligated to inform the employee of the rule, but he is obligated to honor the employee's request, if made,” Dean explains. Dean makes an interesting point by revealing that a termination often reflects as much on the institution as it does the employee suffering the termination. The author goes on to list several infractions that could warrant an employee disciplinary action, with possible approaches toward each. Dean also cautions against capricious disciplinary action; if not handled properly a discipline could and can result in a lawsuit against the institution itself.

How Transformational Theory can be used to understand the Personal Experience if being Bullied in the Workplace

Bullying is a growing problem in all organizations. This paper will examine how transformational theory can be used to understand victims who are being bullied in the workplace. This research will provide useful information regarding all aspects of bullying and how it relates to this theory.

Millennials in the Workplace

Today’s workplace is undergoing dramatic shifts due to the growth of Miillennials within the workforce and the insertion of their ideals, values, and identity in organizations. This article explores the workplace profile of Millennials, their use of technology, their workplace engagement, and the ultimate impact they have on organizational success.