Category Archives: Management

A Look At Terminations For Protest-Related Activities

Source: Laura Scott, Employment Alert, Volume 37, Issue 19, September 16, 2020
(subscription required)

…Private employers may be wondering whether and when an employee may be fired for engaging in protest-related conduct. The First Amendment protects an individual’s freedom of speech, right to assemble, and therefore the right to peacefully protest. But, it does not guarantee an employee a job.

If an employee is “at will,” an employer can technically end the employment relationship at any time for any reason. But, it’s rarely a good idea to terminate someone “just because.”

Also, depending on the applicable state law, a private employer may be barred from taking adverse employment action against an employee for conduct engaged in at a protest while off duty…..

Collective Sensemaking Around COVID-19: Experiences, Concerns, and Agendas for our Rapidly Changing Organizational Lives

Source: Keri K. Stephens, Jody L. S. Jahn, Stephanie Fox, Piyawan Charoensap-Kelly, Rahul Mitra, Jeannette Sutton, Eric D. Waters, Bo Xie, Rebecca J. Meisenbach, Management Communication Quarterly, Volume 34 Issue 3, August 2020

From the abstract:
Uncertainty is at the forefront of many crises, disasters, and emergencies, and the COVID-19 pandemic is no different in this regard. In this forum, we, as a group of organizational communication scholars currently living in North America, engage in sensemaking and sensegiving around this pandemic to help process and share some of the academic uncertainties and opportunities relevant to organizational scholars. We begin by reflexively making sense of our own experiences with adjusting to new ways of working during the onset of the pandemic, including uncomfortable realizations around privilege, positionality, race, and ethnicity. We then discuss key concerns about how organizations and organizing practices are responding to this extreme uncertainty. Finally, we offer thoughts on the future of work and organizing informed by COVID-19, along with a list of research practice considerations and potentially generative research questions. Thus, this forum invites you to reflect on your own experiences and suggests future directions for research amidst and after a cosmology event.

ollective Sensemaking Around COVID-19: Experiences, Concerns, and Agendas for our Rapidly Changing Organizational Lives
Source: Keri K. Stephens, Jody L. S. Jahn, Stephanie Fox, Piyawan Charoensap-Kelly, Rahul Mitra, Jeannette Sutton, Eric D. Waters, Bo Xie, Rebecca J. Meisenbach, Management Communication Quarterly, Volume 34 Issue 3, August 2020

From the abstract: https://doi.org/10.1177/0893318920934890
Uncertainty is at the forefront of many crises, disasters, and emergencies, and the COVID-19 pandemic is no different in this regard. In this forum, we, as a group of organizational communication scholars currently living in North America, engage in sensemaking and sensegiving around this pandemic to help process and share some of the academic uncertainties and opportunities relevant to organizational scholars. We begin by reflexively making sense of our own experiences with adjusting to new ways of working during the onset of the pandemic, including uncomfortable realizations around privilege, positionality, race, and ethnicity. We then discuss key concerns about how organizations and organizing practices are responding to this extreme uncertainty. Finally, we offer thoughts on the future of work and organizing informed by COVID-19, along with a list of research practice considerations and potentially generative research questions. Thus, this forum invites you to reflect on your own experiences and suggests future directions for research amidst and after a cosmology event.

Sensemaking Around COVID-19: Experiences, Concerns, and Agendas for our Rapidly Changing Organizational Lives
Source: Keri K. Stephens, Jody L. S. Jahn, Stephanie Fox, Piyawan Charoensap-Kelly, Rahul Mitra, Jeannette Sutton, Eric D. Waters, Bo Xie, Rebecca J. Meisenbach, Management Communication Quarterly, Volume 34 Issue 3, August 2020

From the abstract: https://doi.org/10.1177/0893318920934890
Uncertainty is at the forefront of many crises, disasters, and emergencies, and the COVID-19 pandemic is no different in this regard. In this forum, we, as a group of organizational communication scholars currently living in North America, engage in sensemaking and sensegiving around this pandemic to help process and share some of the academic uncertainties and opportunities relevant to organizational scholars. We begin by reflexively making sense of our own experiences with adjusting to new ways of working during the onset of the pandemic, including uncomfortable realizations around privilege, positionality, race, and ethnicity. We then discuss key concerns about how organizations and organizing practices are responding to this extreme uncertainty. Finally, we offer thoughts on the future of work and organizing informed by COVID-19, along with a list of research practice considerations and potentially generative research questions. Thus, this forum invites you to reflect on your own experiences and suggests future directions for research amidst and after a cosmology event.

Female leaders and board performance in member‐serving nonprofit organizations

Source: Lauren Dula, Jill Nicholson‐Crotty, Beth Gazley, Volume 30, Issue 4, Summer 2020
(subscription required)

From the abstract:
Despite an active stream of “good governance” research, there is not yet much nonprofit scholarship examining how the gender composition of a board or its leadership relates to board performance. This article helps to fill this gap, focusing on the governance practices of US‐based nonprofits serving a domestic or international membership. A structural equation model finds that the presence of female leaders relates to the performance of nonprofit boards both directly and indirectly through these leaders’ presumed influence on board characteristics and operation. This research advances the field by empirically testing a longstanding theory that board performance is both multidimensional and contingent on the market and labor environment, organizational capacity and other characteristics—in this case, gender dynamics. We find there are some positive relationships between female board leadership and clearly defined measures of board performance. These findings also suggest that a strategy to balance a board’s gender may serve many nonprofits, but gender representation works in tandem with other board characteristics.

Promotion: An Intractable Management Problem for Academic and Public Libraries

Source: Robert P. Holley, Journal of Library Administration, Vol. 60 no. 5, 2020
(subscription required)

From the abstract:
The lack of opportunities for promotion within libraries may be an important reason for job dissatisfaction and lowered morale. This column examines reasons why librarians wish to be promoted, the two paths for promotion, a short history of promotion since 1945, how promotions occur, why promotion is a challenge for management, and some suggestions to alleviate the problem. The corporate promotion model requires moving into a position with increased responsibilities and is often the only model in public libraries. The academic promotion model also offers the possibility of promotion for increased performance of the same duties, usually according to more formal rules. A blocked path for promotion can lead to leaving the library for opportunities elsewhere or create morale problems. Library managers can take some steps to increase promotion opportunities and sustain morale. The concluding section briefly argues the opposing viewpoint that the current state of promotion may benefit the profession as a whole if not some individual librarians.

Working from Home: How We Managed Our Team Remotely with Technology

Source: Monica D. T. Rysavy & Russell Michalak, Journal of Library Administration, Vol. 60 no. 5, 2020
(subscription required)

From the abstract:
During the early stages of the COVID-19 pandemic, the College’s library and the office of institutional research & training (OIRT), along with all departments of our college, shifted to working from home (WFH) overnight. This column shares examples from the literature regarding experiences and lessons learned from both the corporate world and academic libraries’ experiences managing teams remotely with technology. Finally, we share how the College’s academic library and OIRT transitioned to working from home during the COVID-19 pandemic with the variety of online tools we already used, but further enhanced during this experience, to communicate and collaborate effectively with our team members.

Maintaining Performance and Employee Engagement During the COVID-19 Pandemic

Source: Carine Risley, Journal of Library Administration, Vol. 60 no. 6, 2020
(subscription required)

From the abstract:
This article summarizes the key elements that led to a groundbreaking new approach to performance management. Applying research from industries beyond public libraries was essential to upending the way we manage our Human Resources and inspire people to do their best work. Staying true to evidence based practices and building habits were critical to establishing and maintaining successful new processes. San Mateo County Libraries’ performance approach has received a County STAR award and a ULC Innovation honor.

Remote Managers Are Having Trust Issues

Source: Sharon K. Parker, Caroline Knight and Anita Keller, Harvard Business Review, July 30, 2020

Covid-19 has thrust many leaders into remote management which requires a different skill set than face-to-face management. They have been forced to make this transition quickly, and for the most part, without training. While some jobs have proven adaptable, many sectors are not well-suited for the remote environment and many workers have home lives that present overwhelming challenges. As a result, some managers may be finding their roles more difficult than before — and making their subordinates’ lives more stressful as they struggle to adapt.

Even prior to the pandemic, managing teleworkers presented unique obstacles. Research shows that managers who cannot “see” their direct reports sometimes struggle to trust that their employees are indeed working. When such doubts creep in, managers can start to develop an unreasonable expectation that those team members be available at all times, ultimately disrupting their work-home balance and causing more job stress.

Why Do Boards Have So Few Black Directors?

Source: J. Yo-Jud Cheng , Boris Groysberg and Paul M. Healy, Harvard Business Review, August 13, 2020

…The deaths of George Floyd, Breonna Taylor, Ahmaud Arbery, Rayshard Brooks, and so many other Black Americans has brought the long history of systemic racism in the United States into sharp focus over the past several months. Pressure is mounting on corporate leaders to consider how their companies can address and rectify ongoing racial injustices. So what are the factors that perpetuate the continuing underrepresentation of Black professionals on boards? And what can be done to change the systems that reinforce these disparities?…

How Managers Can Motivate Employees

Source: Jennifer Thomas, HR Magazine, Summer 2020

A little gratitude and a lot of trust go a long way.

Verbal praise doesn’t have to be elaborate; it just needs to be specific. …. It’s also good to back up your words with gestures. If possible, reward employees by giving them more flexibility in their schedules or by putting them on the path to a promotion. And don’t forget to praise employees for their personal attributes, too. ….

…Employees who think their work has purpose are more engaged, and engaged employees stay at companies longer, are more productive and are 21 percent more profitable, according to Gallup’s 2018 Employee Engagement Report.

And yet, 70 percent of employees are not engaged at work. One way to help them find their purpose is to connect their work with the company’s larger mission….

….Managers must carefully monitor the amount of attention and direction they give employees. Micromanagement is a motivation killer. On the flip side, not paying enough attention to employees can be demotivating, too….

Upskilling Benefits Companies and Employees

Source: Kathryn Tyler, HR Magazine, Summer 2020

Training current employees helps companies meet evolving business needs and gives workers skills required to rise to new heights. ….

… By 2022, 54 percent of all employees will require significant upskilling, according to the World Economic Forum. Many companies have already made a commitment to train current employees to help them develop skills to meet the changing demands of their jobs. In the process, workers often acquire advanced digital skills that qualify them to be promoted to positions in high demand….

….“Generation X and Millennial employees rank ‘lack of career progress’ among their top reasons for leaving a job,” Aiken adds. “Upskilling reduces turnover.” ….