Source: Lauren Dula, Jill Nicholson‐Crotty, Beth Gazley, Volume 30, Issue 4, Summer 2020
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.
Source: Robert P. Holley, Journal of Library Administration, Vol. 60 no. 5, 2020
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.
Source: Monica D. T. Rysavy & Russell Michalak, Journal of Library Administration, Vol. 60 no. 5, 2020
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.
Source: Carine Risley, Journal of Library Administration, Vol. 60 no. 6, 2020
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.
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.
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?…
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….
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.” ….
Source: Mark V. Roehling, Labor Law Journal, Vol. 71, Issue No. 2, Summer 2020
From the abstract:
The use of zero tolerance sexual harassment policies is a common employment practice that is both widely advocated and widely criticized. Advocates of zero tolerance policies describe them as a best practice that is “essential”, “the only way forward”, and something companies should be “forced to do”. On the other hand, critics of zero tolerance policies, including the EEOC Select Task Force on Harassment, characterize them as misleading efforts that are not only ineffective in preventing sexual harassment, but also potentially counterproductive.
What explains these sharply contrasting assessments? What are the key factors that should be taken into account in evaluating the conflicting assessments and making decisions regarding the adoption and implementation a zero tolerance sexual harassment policy? This article addresses these questions and is organized in four sections. Because the outwardly conflicting assessments of zero tolerance policy are due in part to different uses of the term “zero tolerance,” the first section addresses the different meanings given “zero tolerance.” The second and third sections identify and discuss the potential benefits and potential pitfalls of zero tolerance policies. The discussion in these two sections is interdisciplinary in nature, addressing the potential benefits and pitfalls from both legal and behavioral science perspectives. Drawing on the interdisciplinary assessment of the potential benefits and pitfalls, the final section provides recommendations intended to assist employers, and the lawyers and human resource professional who advise, make well-informed decisions regarding the adoption and effective implementation of zero tolerance sexual harassment policies.
Source: April Boyer, Rio Gonzalez, and Erinn Rigney, Benefits Law Journal, Vol. 33, No. 2, Summer 2020
From the abstract:
The global outbreak of COVID-19 presents significant issues for employers attempting to manage global and domestic workforces, address business disruptions, and navigate developing regulatory guidance and requirements. COVID-19 has led to seismic disruptions for employers, irrespective of their size or earlier financial stability. Amidst this pandemic, employers are continuing to wrestle with several challenges, including understanding and complying with new and existing laws, implementing workplace safety measures, and monitoring evolving federal, state, and local government responses and restrictions. Further, employers are beginning to assess re-open strategies and preparing to implement innovative solutions to an altered operational landscape. This article addresses how COVID-19 has affected businesses from an employment perspective; provide an overview of various regulatory changes; and identify future considerations as employers develop return-to-work strategies within the shadow of COVID-19.