Journal of the Australian and New Zealand Academy of Management最新文献_第4页

Public Sector Managers and Ethical Dilemmas 公共部门管理者和道德困境

Journal of the Australian and New Zealand Academy of Management Pub Date : 2004-01-01 DOI: 10.5172/jmo.2004.10.1.25

L. Ehrich, N. Cranston, M. Kimber

引用次数: 17

Power and Influence During Advertiser – Agency Creative Briefing & Response: Getting to ‘Yes!’ 广告公司创意简报与回应中的权力与影响力:走向“Yes!””

Journal of the Australian and New Zealand Academy of Management Pub Date : 2004-01-01 DOI: 10.5172/jmo.2004.10.2.14

Railton Hill

引用次数: 0

JMO volume 10 issue 1 Cover and Back matter JMO第10卷第1期封面和封底

Journal of the Australian and New Zealand Academy of Management Pub Date : 2004-01-01 DOI: 10.1017/s1833367200004545

引用次数: 0

Corporate Sustainability: Challenge to Managerial Orthodoxies 企业可持续发展:对正统管理观念的挑战

Journal of the Australian and New Zealand Academy of Management Pub Date : 2003-01-01 DOI: 10.1017/S1833367200004880

D. Dunphy

引用次数: 48

Janzam Leading Scholar Paper Janzam领先学者论文

Journal of the Australian and New Zealand Academy of Management Pub Date : 2003-01-01 DOI: 10.1017/s1833367200004879

引用次数: 0

Calling on Compensation in Australian Call Centres 呼吁澳大利亚呼叫中心的赔偿

Journal of the Australian and New Zealand Academy of Management Pub Date : 2003-01-01 DOI: 10.5172/jmo.2003.9.3.62

G. Crone, L. Carey, P. Dowling

{"title":"Calling on Compensation in Australian Call Centres","authors":"G. Crone, L. Carey, P. Dowling","doi":"10.5172/jmo.2003.9.3.62","DOIUrl":"https://doi.org/10.5172/jmo.2003.9.3.62","url":null,"abstract":"ABSTRACT While there is a growing body of research on telephone call centre management in the U.K. and the U.S.A., empirical studies in Australia are at an embryonic stage. To date, most of the studies have focussed on the management of employee performance. The principal aim of this study was to provide data on current compensation practices in Australian call centres and to determine the extent of their strategic and best-practice orientation. A second aim was to explore whether the strategic management of compensation can help to balance the tension between commitment to customer service and commitment to employee motivation. Using data collected through a mail questionnaire survey of telephone call centres operating in a range of industries in Australia, the paper explores the effect of compensation practices on employee performance, absenteeism and turnover. Following a review of the literature on call centre management and the literature on compensation strategies, the findings are presented. Key findings include: a) a significant negative correlation between annual salary and the number of calls handled by full-time customer service representatives (CSRs); b) a significant positive correlation between casual CSRs' pay rates and turnover; c) a significant negative correlation between full-time CSRs' pay and absenteeism; d) a highly significant difference between the compensation strategies currently practiced in Australian call centres and the strategies call centre managers think should be practiced and e) Australian call centre managers report their compensation strategies are not very effective in increasing performance or employee satisfaction.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"337 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123220231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 4

JMO volume 9 issue 3 Cover and Front matter JMO第9卷第3期封面和封面

Journal of the Australian and New Zealand Academy of Management Pub Date : 2003-01-01 DOI: 10.1017/s1833367200004636

引用次数: 0

Hunting the Snark or Leading with Purpose? Managing the Enterprise University 追捕蛇蝎还是有目的的领导?管理企业大学

Journal of the Australian and New Zealand Academy of Management Pub Date : 2003-01-01 DOI: 10.5172/jmo.2003.9.3.8

D. Poole, B. Robertson

{"title":"Hunting the Snark or Leading with Purpose? Managing the Enterprise University","authors":"D. Poole, B. Robertson","doi":"10.5172/jmo.2003.9.3.8","DOIUrl":"https://doi.org/10.5172/jmo.2003.9.3.8","url":null,"abstract":"ABSTRACT In Lewis Carroll's classic poem, ‘The Hunting of the Snark’, there is little understanding about what a ‘Snark’ actually might be. There is similar disagreement about the ways in which contemporary universities should be led and managed, and few writers move beyond broad generalisations for action. This is particularly truc for writers analysing higher education from the perspectives of sociological analyses (eg. Meek & Wood 1997) political economy, and institutional theory perspectivcs (eg. Marginson & Considine 2000). Building on recent research by Poole (2000, 2001a), the paper charts current understandings of university governance and leadership, identifies research gaps, and begins to explore how apparently dichotomous managerial choices may be reconciled by university leaders confronting the complexities of managing the enterprise university. To seek it with thimbles, to seek it with careTo pursue it with forks and hopeTo threaten its life with a railway-shareTo charm it with smiles and soap!For the Snark's a peculiar creature that won'tBe caught in a commonplace way.Do all that you know, and try all that you don't:Not a chance must be wasted today!(Carroll 1973)","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122457985","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

The MBA at the Crossroads: Design Issues for the Future 十字路口的MBA:面向未来的设计问题

Journal of the Australian and New Zealand Academy of Management Pub Date : 2003-01-01 DOI: 10.5172/jmo.2003.9.3.25

David Bubna-Litic, S. Benn

{"title":"The MBA at the Crossroads: Design Issues for the Future","authors":"David Bubna-Litic, S. Benn","doi":"10.5172/jmo.2003.9.3.25","DOIUrl":"https://doi.org/10.5172/jmo.2003.9.3.25","url":null,"abstract":"ABSTRACT How appropriate is the MBA as the major vehicle for management education in Australia as we enter this new century? This question is explored from two perspectives. First, the implications of the changing social, economic and political context of management education, particularly the emerging needs for a sustainable and reflexive society. The second perspective will explore the recent debates around epistemology and their potentially important implications for related curriculum design issues. Assumptions about the nature of knowledge dominant in the 1960s formed the very rationale behind the design. At this time the assumption that knowledge was cumulative and each discipline had an uncontested knowledge, which could be taught in foundational subjects was central to the MBA's development. We question the ability of such subjects to capture the diversity of the disciplines they seek to represent and whether this design is the best way to develop graduates with the ability for reflexivity in action, who can broach different worldviews and have skills that can negotiate the transformations required of corporate Australia. The MBA is at the crossroads - can it regenerate through an incremental changing of curricula, to incorporate the active engagement of students with these issues? Or do we acknowledge the contested nature of knowledge creation and that the MBA is fundamentally a child of modernism which is no longer appropriate, and create a new holistic and integrated curriculum which is separate from the wide range of assumptions that currently underpin the MBA.","PeriodicalId":174777,"journal":{"name":"Journal of the Australian and New Zealand Academy of Management","volume":"87 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134285641","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 17

Pattern Matching Organisational Cultures 模式匹配组织文化

Journal of the Australian and New Zealand Academy of Management Pub Date : 2003-01-01 DOI: 10.5172/jmo.2003.9.3.50

N. Burchell, Darl Kolb

引用次数: 13