Relevant bibliographies by topics / Employee orientation

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee orientation'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 August 2024

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Journal articles on the topic "Employee orientation"

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Qian, Chiqing, and Daisy Mui Hung Kee. "Exploring the Path to Enhance Employee Creativity in Chinese MSMEs: The Influence of Individual and Team Learning Orientation, Transformational Leadership, and Creative Self-Efficacy." Information 14, no. 8 (August 8, 2023): 449. http://dx.doi.org/10.3390/info14080449.

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This study examined the relationship between transformational leadership, learning orientation, creative self-efficacy, and employee creativity in manufacturing small and medium-sized enterprises (MSMEs) in China. A survey involving 742 employees was conducted, and hierarchical linear modeling (HLM) was employed to analyze the data. The result showed that transformational leadership has s significantly positive effect on employee creativity. Moreover, both individual and team-level learning orientations are positively related to employee creativity significantly. Creative self-efficacy (CSE) mediates the relationship between transformational leadership, team learning orientation, and individual learning orientation on employee creativity. These findings suggest that transformational leadership, learning orientation, and CSE enhance employee creativity in Chinese MSMEs. We discuss the implications of these findings and offer suggestions for future research.
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Egan, Richard, and Drea Zigarmi. "Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions." Administrative Sciences 13, no. 11 (October 31, 2023): 233. http://dx.doi.org/10.3390/admsci13110233.

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This empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job state positive affect fully mediated relations between LVOs and employee work intentions more so than employee job state negative affect and cognitive-based and affective-based trust in leader. LVO1 (low self-concern and high other-orientation) triggered positive employee psychological job states of greater magnitude than LVO2 (high self-concern and high other-orientation). This finding offers new insight relating to the influence of high leader other-orientation on employee psychological experiences of work considering LVO2 had been reported as ideal. LVO3 (high self-concern and low other-orientation) had the strongest differential associations with employee psychological job states implying that leaders who are perceived by employees to be driven by high self-concern, even in the presence of low other-orientation, evoke strong negative employee psychological responses. Implications for theory and practical strategies to develop leader other-orientation in organizations are presented.
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Lee, Hsu-Hua, and Tsau-Tang Yang. "Employee Goal Orientation, Work Unit Goal Orientation and Employee Creativity." Creativity and Innovation Management 24, no. 4 (May 4, 2015): 659–74. http://dx.doi.org/10.1111/caim.12118.

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Zhou, Lulu, Shuming Zhao, Feng Tian, Xufan Zhang, and Stephen Chen. "Visionary leadership and employee creativity in China." International Journal of Manpower 39, no. 1 (April 3, 2018): 93–105. http://dx.doi.org/10.1108/ijm-04-2016-0092.

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Purpose The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation. Design/methodology/approach A survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity. Findings The results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing. Originality/value This study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.
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Wanous, John P., and Arnon E. Reichers. "New Employee Orientation Programs." Human Resource Management Review 10, no. 4 (December 2000): 435–51. http://dx.doi.org/10.1016/s1053-4822(00)00035-8.

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Spitzer, Dean R. "The employee orientation checklist." Performance + Instruction 28, no. 6 (July 1989): 51. http://dx.doi.org/10.1002/pfi.4170280611.

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Shamim, Saqib, Shuang Cang, and Hongnian Yu. "Supervisory orientation, employee goal orientation, and knowledge management among front line hotel employees." International Journal of Hospitality Management 62 (April 2017): 21–32. http://dx.doi.org/10.1016/j.ijhm.2016.11.013.

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Gautam, Prakash Kumar, and Rishi Raj Gautam. "Organizational Culture Orientation and Union Influence." Management Dynamics 26, no. 1 (October 11, 2023): 43–55. http://dx.doi.org/10.3126/md.v26i1.59150.

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Employee unions are indispensable components of organizational success. The role of the employee union, which could be a consequence of organizational culture, determines the degree of an organization’s success. This study aims to explore the employee unions’ influence on the different cultural orientations of the organization. The study is based on survey data from 23 sample organizations’ 479 respondents. This study employed a mixed approach: a qualitative approach for understanding the fundamentals of employee unions and their influence in the Nepalese context and a quantitative approach for estimating unions’ influence. OCAI to determine the cultural orientation of sample organizations. A survey questionnaire was distributed to the employees, management leaders, and union leaders as respondents to estimate the influence of employee unions. Word clouds, OCAI charts, and descriptive statistics were used to conclude the study. Findings revealed unions’ influence on organizations in different functions like recruitment and selection, training and development, compensation, and the working environment. Union influence is found to be more active and influential in hierarchy culture than in market culture. This study contributes to the Power Resource Approach and Social Exchange Theory. It encourages the organizations’ leaders to orient their culture toward market culture to foster a fair, transparent, and competitive work environment and lessen the adverse influence of employee unions.
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Sandhu, Moeed Ahmad, Javed Iqbal, Waris Ali, and Muhmmad Sajid Tufail. "Effect of Employee Motivation on Employee Performance." Journal of Business and Social Review in Emerging Economies 3, no. 1 (June 30, 2017): 85–100. http://dx.doi.org/10.26710/jbsee.v3i1.182.

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Purpose: The study empirically analyzes the moderating role of government support policy on the relationship between entrepreneurial orientation, technology orientation and performance of small and medium enterprises (SMEs) in northeast Nigeria. Design/Methodology/Approach: The paper adopts quantitative survey method using structured questionnaires, data was collected from 240 SME owner-managers in northeast Nigeria. The data collected was analyzed using Partial Least Squares PLS-SEM. Findings: The findings of the study indicates a significant positive relationship between EO, TO and Performance of SMEs. Additionally, the outcomes of the study authenticate that government support policy moderates the relationship between EO, TO and performance of SMEs in Nigeria. Implications/Originality/Value: The study have practical implication for government, policy makers, regulators, SMEs owner-managers and other stakeholders to recognize government support as it affects SMEs performance. The study further add to the frontier of knowledge on the importance of GSPs in strengthen the relationship between the variables and SMEs performance. This is the first study that focuses on testing the moderating role of government support policy on the relationship between entrepreneurial orientation, technology orientation and SMEs performance in Nigeria.
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Chen, Siyuan, Mingyu Zhang, Yihua Zhang, Wen Wu, Zhimin Xiao, Shaoxue Wu, Pan Liu, and Yuhuan Xia. "Influence of relationship conflicts with leaders and coworkers on employees' voice." Social Behavior and Personality: an international journal 48, no. 11 (November 4, 2020): 1–16. http://dx.doi.org/10.2224/sbp.9120.

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Building on self-determination theory and relational attribution theory, in this study we examined how relationship conflicts with leaders and coworkers simultaneously affect employee voice behaviors. We expanded relational attribution theory by developing two new constructs we labeled leader-relational attribution orientation and coworker-relational attribution orientation to describe employees' different responses to relationship conflicts with leaders and coworkers via psychological needs satisfaction. We surveyed 328 employee–leader dyads who were employed at a semiconductor manufacturer to test our hypotheses. We found that leader-relational attribution orientation can strengthen the influences of relationship conflicts with leaders on psychological needs satisfaction and its indirect effects on employee voice behaviors. Coworker-relational attribution orientation can strengthen the influences of relationship conflicts with coworkers on psychological needs satisfaction and its indirect effects on employee voice behaviors. Theoretical and practical implications are discussed.
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Dissertations / Theses on the topic "Employee orientation"

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Kaiser, Sally M. "An examination of new employee orientation and training programs in relation to employee retention rates." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006kaisers.pdf.

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Schalow, Dawn L. "Evaluating new employee orientation utilizing employee-valued criterion." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007schalowd.pdf.

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Mortvedt, Stacey L. "Formal on-boarding procedures an implementation model for XYZ Company /." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009mortvedts.pdf.

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Boettcher, Jeromey. "Onboarding a new new-hire orientation process /." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009boettcherj.pdf.

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Huang, Chuota. "Needs assessment for new employee orientation at UW-Stout." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006huangc.pdf.

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Frimpong, Jacob. "Relative contribution of satisfaction dimensions to employee service orientation." Thesis, University of Strathclyde, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.417974.

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Nkoana, Pheagane Motsime William. "Evaluation of the University of Limpopo induction programme." Thesis, University of Limpopo, 2010. http://hdl.handle.net/10386/576.

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Thesis (MBA) --University of Limpopo, 2010
Every employee at any institution has to be inducted upon employment. Induction is a very important aspect of any organization to prepare the new and existing employees for the new environment or workplace. It is therefore very important for any institution to design induction programme that caters for the needs of its employees. Teaching institutions might require a different approach to induction as compared to industrial institutions. It is therefore incumbent of the institutions depending on the type of business to design their programmes to address the needs thereof. Every institution thus needs to come up with strategies to compete better both nationally and globally. University of Limpopo has very good policies on recruitment, selection, and employment. It is one of the traditional universities in South Africa, and it is based in Mankweng in the Limpopo Province of South Africa. This university faces many challenges such as staff retention. The university loses many knowledgeable employees to its competitors. Many speculations are that some of the challenges include the wellbeing of the staff members, and this starts immediately after employment and goes throughout. Induction is one of the challenges that the university is suspected of not performing adequately. This study was therefore designed to establish if the university is running a successful induction, to evaluate if this programme is effective and efficient, and assess if it meets the 21st century induction standards. The study was designed to apply the descriptive approaches, using structured questionnaires and interviews. The study population included at least 50 employees which 25 were academics and 25 non-academics. Relevant supporting departments were also sampled to participate in the study. Stratified sampling techniques were used during sampling. Both primary and secondary data was collected and analysed. Ethical guidelines set by the university were observed during the study. Relevant statistical techniques were applied to analyse the data. Findings the study suggest that very few employees were inducted. All levels of induction from the corporate, departmental, and local were not fully executed. Mentors and buddies were hardly used or only used on request by the new employees. Only a limited content of the induction was covered and this was not consistent with all employees inducted. The results of the study show that the duration of induction programme was also not consistent. In addition, the perceptions of the employees was that the university was doing poorly to induct employees. Conclusions drawn were that the university is doing poorly on induction. The programme was not consistent and effective. Very few employees were inducted on which just a brief orientation. It was however established that the CAE had a programme that was on average adequate to equip the academics for the working environment, but the same cannot be mentioned on the corporate induction.
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Spara, Ellen Godfrey. "Individual and unit level goal orientation as predictors of employee development." College Park, Md. : University of Maryland, 2007. http://hdl.handle.net/1903/6995.

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Thesis (Ph. D.) -- University of Maryland, College Park, 2007.
Thesis research directed by: Psychology. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
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Stichter, Samuel A. "An investigation of how a video program will contribute to a new employees' orientation process." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1997. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.S.)--Kutztown University of Pennsylvania, 1997.
Source: Masters Abstracts International, Volume: 45-06, page: 2722. Typescript. Abstract precedes thesis as preliminary leaf [1]. Includes bibliographical references (leaf 28).
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Au, Kam Man. "How does empowering leadership impact on innovative performance? A study on the role of employees' entrepreneurial orientation, values and creative self- efficacy." HKBU Institutional Repository, 2018. https://repository.hkbu.edu.hk/etd_oa/575.

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Aiming to better understand how empowering leadership affects employees' innovative performance, this research examines this relationship by reviewing the existing leadership and innovation literature, then theorizing and testing the extent to which employees' entrepreneurial orientation mediates it. This research also proposes that the effect of empowering leadership on followers' entrepreneurial orientation will vary according to the presence of different moderating variables. Hence, the moderating effects of the employees' value of openness in the relationship between empowering leadership and employees' entrepreneurial orientation are examined. Similarly, the effects of the employees' creative self-efficacy in the relationship between employees' entrepreneurial orientation and their own innovative performance are explored. In the study, supervisor-employee matched data from seven factories across three provinces in China were collected. The results of the data analysis supported the association between empowering leadership and employees' innovative performance, as well as the mediating effect of employees' entrepreneurial orientation. The moderating effect of employees' creative self-efficacy was also supported. However, the moderating role of the value of openness was not significant. These findings enable us to better understand the mechanism by which an empowering leader influences employees' innovative performance. It also explains how this process of influencing is subject to employees' various individual characteristics.
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Books on the topic "Employee orientation"

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Cadwell, Charles M. New employee orientation. Los Altos, Calif: Crisp Publications, 1988.

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Jerris, Linda A. Effective employee orientation. New York: AMACOM, 1993.

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Massachusetts. Dept. of Education. Division of Administration and Personnel. Employee orientation handbook. Quincy, Mass.]: Massachusetts Dept. of Education, 1986.

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Lawson, Karen. New Employee Orientation Training. Burlington: Elsevier, 2004.

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Massachusetts. General Court. House of Representatives. Committee on Personnel and Administration. Employee orientation program: Administrative booklet. Boston]: Commonwealth of Massachusetts, House of Representatives, 1989.

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Brownfield, Robert L. Recruitment and orientation. [Atlanta, Ga.?]: HHS, PHS, CDC, 1985.

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Brownfield, Robert L. Recruitment and orientation. [Atlanta, Ga.?]: HHS, PHS, CDC, 1985.

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Andrea, Zerilli, ed. Reclutamento, selezione e accoglimento del personale. 5th ed. Milano, Italy: FrancoAngeli, 1997.

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Advisory, Conciliation and Arbitration Service., ed. Recruitment and induction. London: ACAS, 1998.

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America, Garden Centers of, ed. Preparation guide for the new employee orientation manual. Washington,D.C: Garden Centers of America, 1988.

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Book chapters on the topic "Employee orientation"

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Bowles, Jim. "New Employee Orientation." In The Encyclopedia of Human Resource Management, 327–30. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch63.

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Tkalich, Anastasiia, Nils Brede Moe, and Tor Sporsem. "Employee-Driven Innovation to Fuel Internal Software Startups: Preliminary Findings." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 145–54. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-88583-0_14.

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AbstractTo keep up with the pace of innovation, established companies are increasingly relying on internal software startups. However, succeeding with such startups is a challenging task because internal startups need to find a balance between the interests of the company and the interest of the innovator. One approach that is argued to strengthen innovation in existing companies is employee-driven innovation (EDI). This study explores this argument by examining two internal software startups in companies aligned with the principles of EDI and with a strong focus on innovation. The preliminary findings indicate that startups with EDI are characterized by commitment towards innovation, cooperative orientation, and autonomy. The findings suggest that internal software startups may be strengthened when the parent companies practice EDI.
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Mengüç, Bülent, Simon J. Bell, Seigyoung Auh, Jan B. Heide, Omar Merlo, and Paul Tracey. "Network Strength in Service Employee Teams: Implications for Information Processing and Customer Orientation." In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 331. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-18687-0_123.

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Chen, Shu-Ching. "Managing the Employee-Customer Relationship for Service Advantage: A Value-based Market Orientation Approach." In Proceedings of the 2009 Academy of Marketing Science (AMS) Annual Conference, 210. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10864-3_116.

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Birdie, Arvind K., and Vandana Madhavkumar. "Protean Career and Boundaryless Careers: The Career Orientation of Generation Y." In Employees and Employers in Service Organizations, 3–21. Toronto ; New Jersey : Apple Academic Press, [2017] | Series: 21st century business management: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315365855-1.

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Pawłowska, Anna. "Managing employees with Employability Market Orientation." In Flexible Human Resource Management and Vocational Behaviour, 171–79. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003329930-10.

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Li, Yang, and Ya-Ping Chiu. "Research on the Mechanism of Employee Customer Orientation on Return Behavior Based on E-commerce Platforms: The Mediation Role of Logistics Service Quality." In Proceedings of the 2023 4th International Conference on Management Science and Engineering Management (ICMSEM 2023), 1284–95. Dordrecht: Atlantis Press International BV, 2023. http://dx.doi.org/10.2991/978-94-6463-256-9_131.

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Takács, Judit. "LGBT Employees in the Hungarian Labor Market." In Sexual Orientation and Transgender Issues in Organizations, 233–52. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29623-4_14.

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Drydakis, Nick. "Transgenderism, Sex Reassignment Surgery and Employees’ Job-Satisfaction." In Sexual Orientation and Transgender Issues in Organizations, 83–99. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29623-4_5.

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Jones, Tiffany. "Female-to-Male (FtM) Transgender Employees in Australia." In Sexual Orientation and Transgender Issues in Organizations, 101–16. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29623-4_6.

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Conference papers on the topic "Employee orientation"

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Yu, Qionglei. "Employee Performance Improvement by Internal Customer Orientation." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577618.

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Soltis, Jolanta, Pritesh Patel, and Brian Whitworth. "Designing a new employee orientation (NEO) system." In the 33rd annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1099435.1099514.

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Kylmänen, Ville, Iiro Vaniala, and Juho-Petteri Huhtala. "MARKET ORIENTATION AND EMPLOYEE MARKET BASED INCENTIVES." In Bridging Asia and the World: Globalization of Marketing & Management Theory and Practice. Global Alliance of Marketing & Management Associations, 2014. http://dx.doi.org/10.15444/gmc2014.07.04.03.

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Sudrajat, Darjat, Anisa Larasati, Aini Farmania, Leo Andri Yulius Caesar, and Dennis Moeke. "Does Digital Employee Experience Matters for Employee Service Orientation, Ambidexterity, and Agility?" In ICEME 2021: The 2021 12th International Conference on E-business, Management and Economics. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3481127.3481240.

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Rodionova, E. A., A. A. Maklakova, and V. I. Dominiak. "The relationship of employee satisfaction with work orientation head." In Scientific achievements of the third millennium. SPC "LJournal", 2018. http://dx.doi.org/10.18411/scc-09-2018-22.

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Hao-min, Zhang, Ma Jun, Wang Qing-ling, and Ding Jia-chao. "Notice of Retraction: Influence of achievement goal orientation on employee performance." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5887108.

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Lee, Wan-I., Chun-Chi Chen, and Chien-Cheng Lee. "The Relationship between Internal Marketing Orientation, Employee Commitment, Charismatic Leadership and Performance." In the 17th International Conference. New York, New York, USA: ACM Press, 2015. http://dx.doi.org/10.1145/2781562.2781563.

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Erdal, Nurgül. "Mediating Role Of Relationship Orientation On Ethical Leadership And Employee Performance Relation." In Joint Conference ISMC 2018-ICLTIBM 2018 - 14th International Strategic Management Conference & 8th International Conference on Leadership, Technology, Innovation and Business Management. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.01.02.71.

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Gričnik, Ana Marija, Matjaž Mulej, and Simona Šarotar Žižek. "Sustainable Human Resource Management." In 7th FEB International Scientific Conference. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.epf.3.2023.35.

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Sustainable HRM (SHRM) is a new approach to people management, focusing on long-term HRM, regeneration, and renewal. It helps firms attract and retain high-quality employees: by integrating SHRM practices into their employee value proposition, firms establish unique, attractive employer brands. Socially Responsible HRM, Green HRM, Triple Bottom Line HRM, and Common Good HRM are types of SHRM. Especially these characteristics of SHRM matter: Long-term orientation, care for employees, environment, profitability, employee participation and social dialogue, employee development, external partnership, flexibility, compliance beyond labor regulations, employee cooperation, fairness, equality. SHRM is based on sustainable HR policies, such as management of employment relationships, prevention, health and safety at work, training and continuous development, diversity and equal opportunities, fair remuneration and social benefits, communication, transparency, social dialogue, attraction, and retention of employees, work–family balance. The paper presents a possible requisitely holistic model of SHRM.
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Trinh Huy, Hong, and Anh Mai Duc. "HARMONIZING THE INTERESTS OF EMPLOYEES AND EMPLOYERS - ORIENTATION FOR SUSTAINABLE DEVELOPMENT OF HUMAN RESOURCES IN VIETNAM." In International Conference on Political Theory: The International Conference on Human Resources for Sustainable Development. Bach Khoa Publishing House, 2023. http://dx.doi.org/10.51316/icpt.hust.2023.60.

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From the perspective of corporate governance in Vietnam, ensuring employee benefits are in harmony with the employer's benefits is a complex problem. In particular, moderate harmony of interests ensures motivation for employees to contribute and stick with the business but does not affect the interests of the employer (business owner). Therefore, this research article focuses on clarifying the perception of the issue of harmonizing interests between the two above mentioned subjects, and analyzing this situation and thereby proposing some basic solutions to develop human resources. force in Vietnam. The article uses a number of basic research methods such as: synthesis, analysis, comparison, contrast and modelling...
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Reports on the topic "Employee orientation"

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Hartwig, Jeff. An approach to student farm employee orientation and training through experiential learning. Ames (Iowa): Iowa State University, January 2019. http://dx.doi.org/10.31274/cc-20240624-161.

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McGee, William M. New Employee Orientation: A Focus Evaluation of the Current Program at the National Naval Medical Center, Bethesda, Maryland. Fort Belvoir, VA: Defense Technical Information Center, July 1992. http://dx.doi.org/10.21236/ada261393.

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TANG, Denise Tse-Shang, Stefanie TENG, Celine TAN, Bonnie LAM, and Christina YUAN. Building inclusive workplaces for lesbians and bisexual women in Hong Kong’s financial services industry. Centre for Cultural Research and Development, Lingnan University, April 2021. http://dx.doi.org/10.14793/ccrd2021001.

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Workplace inclusion is a core component of corporate social responsibility (CSR) in Hong Kong. Workplace inclusion points to the need for employers to recognize diversity among employees, to acknowledge their contributions to the work environment and to raise professional standards for the work force. Diversity within a workplace indicates inclusion of persons with different backgrounds as in racial, ethnic, sex, health status, sexual orientation and gender identity. Women are already less represented at senior levels across various business sectors in Hong Kong. Lesbians and bisexual women face a double glass ceiling in the workplace as a result of both their gender and sexual orientation. Funded by Lingnan University’s Innovation and Impact Fund, and in partnership with Interbank Forum and Lesbians in Finance, Prof. Denise Tse-Shang Tang conducted an online survey and two focus groups targeting lesbians and bisexual women working in Hong Kong’s financial and banking industry. The aim of the study is to examine the specific challenges and barriers faced by lesbians and bisexual women in Hong Kong’s financial services industry. We found that only 37% of survey respondents were out at work, with 23% partially out to close colleagues. In other words, there are still key concerns with being out at work. On the issue of a glass ceiling for LGBT+ corporate employees, 18% of the survey respondents agreed and 47% somewhat agreed that such a ceiling exists. When asked whether it is harder for lesbians and bisexual women to come out in the workplace than it is for gay men, 32% agreed and 46% somewhat agreed. 27% agreed and 39% somewhat agreed with the statement that it is difficult for lesbians and bisexual women to climb up the corporate ladder. Other findings pointed to the low visibility of lesbians and bisexual women in corporate settings, lack of mentorship, increased levels of stress and anxiety, and the fear of being judged as both a woman and a lesbian. Masculine-presenting employees face significantly more scrutiny than cisgender female employees. Therefore, even though discussion on diversity and inclusion has been on the agenda for better corporate work environment in Hong Kong, there still remain gaps in raising awareness of lesbian and bisexual women’s issues.
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Petrie, John, Yan Qi, Mark Cornwell, Md Al Adib Sarker, Pranesh Biswas, Sen Du, and Xianming Shi. Design of Living Barriers to Reduce the Impacts of Snowdrifts on Illinois Freeways. Illinois Center for Transportation, November 2020. http://dx.doi.org/10.36501/0197-9191/20-019.

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Blowing snow accounts for a large part of Illinois Department of Transportation’s total winter maintenance expenditures. This project aims to develop recommendations on the design and placement of living snow fences (LSFs) to minimize snowdrift on Illinois highways. The research team examined historical IDOT data for resource expenditures, conducted a literature review and survey of northern agencies, developed and validated a numerical model, field tested selected LSFs, and used a model to assist LSF design. Field testing revealed that the proper snow fence setback distance should consider the local prevailing winter weather conditions, and snow fences within the right-of-way could still be beneficial to agencies. A series of numerical simulations of flow around porous fences were performed using Flow-3D, a computational fluid dynamics software. The results of the simulations of the validated model were employed to develop design guidelines for siting LSFs on flat terrain and for those with mild slopes (< 15° from horizontal). Guidance is provided for determining fence setback, wind characteristics, fence orientation, as well as fence height and porosity. Fences comprised of multiple rows are also addressed. For sites with embankments with steeper slopes, guidelines are provided that include a fence at the base and one or more fence on the embankment. The design procedure can use the available right-of-way at a site to determine the appropriate fence characteristics (e.g., height and porosity) to prevent snow deposition on the road. The procedure developed in this work provides an alternative that uses available setback to design the fence. This approach does not consider snow transport over an entire season and may be less effective in years with several large snowfall events, very large single events, or a sequence of small events with little snowmelt in between. However, this procedure is expected to be effective for more frequent snowfall events such as those that occurred over the field-monitoring period. Recommendations were made to facilitate the implementation of research results by IDOT. The recommendations include a proposed process flow for establishing LSFs for Illinois highways, LSF siting and design guidelines (along with a list of suitable plant species for LSFs), as well as other implementation considerations and identified research needs.
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Kelley, Allyson, Brighten Crawford, Morgan Witzel, Kaden Martin, Ashley Weigum, Kelley Milligan, and Curtis Hartley. Spirituality in the Workplace: A qualitative study of spiritual practices of a small woman-owned research and evaluation company. Allyson Kelley & Associates PLLC, April 2024. http://dx.doi.org/10.62689/cx0hnl.

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Workplace spirituality has been defined as a framework for organizational values that is part of the culture, connection, and future. AKA is a small woman-owned, spirit-led business. Our mission and vision direct us toward programs, research, evaluation, and communities that match our values, theories, and interests. Because spirituality is essential for wellness, well teams, and well communities, we designed this study to explore AKA team member views about spirituality and how they incorporate spirituality in their work. The following research questions to guide this study: 1) What are some spiritual practices of AKA team members? and 2) How do spiritual practices influence the inner self, outer self, and team/clients? Methods: Data for this study were collected from AKA Associates with Zoom interviews from May 2023 to July 2023. Interviews were audio recorded, transcribed using Otter.ai, cleaned, and coded using thematic analysis. Results: The research team contacted twelve AKA associates; nine were eligible to participate. Two were male, and seven were female. The thematic analysis revealed three major workplace spirituality themes: beliefs, practices, and experiences. Spiritual beliefs varied among the team. Many cited a belief in God or a higher power. Others mentioned goodness, altruism, and a Divine connection to the path they are on. Practices have to do with the outer self and what we do, what we see, and what we hear. AKA associates’ practices vary from prayer, journaling, forgiveness, burning sage, being in nature, attending church, having joy, gratitude, and involvement in church/faith communities. AKA associates talked about their varied experiences, including service, generosity, empowerment, grounding, integrity/accountability, advocacy, and authenticity. Discussion: This qualitative study found that beliefs, practices, and experiences create connections and enduring relationships. Within the AKA team, beliefs varied about spirituality. Some believed in a Creator or God; others talked about a higher power, goodness, or nothing. Spirituality in the workplace has the potential to improve the health and well-being of employees and clients served. Spiritual beliefs vary within individuals and organizations; what is most important is the experiences that result from a spiritual orientation. When personal, organizational, and spiritual values align, growth, creativity, and innovation happen.
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General employee orientation training course: Radiation safety student handbook. Office of Scientific and Technical Information (OSTI), August 1989. http://dx.doi.org/10.2172/5233872.

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General employee orientation training course: Radiation safety instructor's guide. Office of Scientific and Technical Information (OSTI), August 1989. http://dx.doi.org/10.2172/5283418.

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Human Reliability Program Orientation for Employees. Office of Scientific and Technical Information (OSTI), August 2007. http://dx.doi.org/10.2172/917183.

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