{"title":"Administrative Leadership Mindset and Philosophical Approaches","authors":"Susan S. Reutter","doi":"10.4018/978-1-7998-6537-7.ch006","DOIUrl":"https://doi.org/10.4018/978-1-7998-6537-7.ch006","url":null,"abstract":"Corrections is a multi-layered business containing all aspects of life for the employees, clients/inmates, and the general public. Therefore, the findings of the study are transferable to many types of administrators. The chapter uses a case study approach and qualitative research methods. The study findings focuses on corrections administrative leadership mindset, philosophical approaches, and practice policies.. The conceptual and theoretical approaches included effective corrections administrators are promoting the growth of social capital (e.g., social skills and relationships), human capital (employable skills), and cultural capital (e.g., community and public safety). Four state prison wardens/administrators participated in this study. Data was collected via Creswell's in-depth portrait of cases: three-part series of semi-structured interviews. Four themes emerged during data analysis. This chapter focuses on the fourth theme and the conceptual framework.","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123519441","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}
{"title":"Fourth Industrial Revolution","authors":"Shafqat Ali Niaz, Waseem Ui Hameed, Muneeba Saleem, Sitara Bibi, Bushra Anwer, Shazma Razzaq","doi":"10.4018/978-1-7998-3347-5.ch020","DOIUrl":"https://doi.org/10.4018/978-1-7998-3347-5.ch020","url":null,"abstract":"The Fourth Industrial Revolution is being implemented as technological revolution in every field of life. FIR has not only impacted the employees' behavior, well-being, and future of work but also brought a disruptive innovation everywhere. This chapter is beneficial for the reason that Fourth Industrial Revolution has affected the behavior of employees tremendously. With many opportunities from the fourth industrial revolution, rapid change, and excessive use of technology has stressed the employees. Digital transformation or era of digitalization has changed the future of work by automating the work performed by the human resource manually in the past. Automation of work is decreasing the labor requirement. Pressure of being unemployed and new skills learning after new technological change made employees' toxic. Fear of being unemployed and stress of earning new technologies has decreased the well-being of employees. This Fourth Industrial Revolution also has positive impact on the work and family life satisfaction by providing them the opportunities of remote and gig working.","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121726388","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}
{"title":"Gender Perspectives on Industry 4.0 and the Impact of Technology on Mainstreaming Female Employment","authors":"","doi":"10.4018/978-1-7998-8594-8","DOIUrl":"https://doi.org/10.4018/978-1-7998-8594-8","url":null,"abstract":"","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122571273","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}
{"title":"An Illustration of the Actual Steps in Development and Validation of a Multi-Item Scale for Quantitative Research","authors":"D. Fields","doi":"10.4018/978-1-7998-7665-6.ch004","DOIUrl":"https://doi.org/10.4018/978-1-7998-7665-6.ch004","url":null,"abstract":"This chapter describes in detail the process used to develop and validate a scale that measures servant leadership. The steps covered include construct identification from previous studies, review of previously proposed and developed measures, item selection, survey development, collection of data, scale identification, and evaluation of convergent, discriminant, predictive validity. The chapter provides a hands-on example of the steps required for scale measure development and assessment and includes description of the mechanics involved in completing each step of this process.","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123851444","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}
{"title":"Handbook of Research on Advancements in Organizational Data Collection and Measurements","authors":"","doi":"10.4018/978-1-7998-7665-6","DOIUrl":"https://doi.org/10.4018/978-1-7998-7665-6","url":null,"abstract":"","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"86 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126450281","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}
{"title":"A Critique of Likert-Response Items in Social Science Research","authors":"B. Winston","doi":"10.4018/978-1-7998-7665-6.ch003","DOIUrl":"https://doi.org/10.4018/978-1-7998-7665-6.ch003","url":null,"abstract":"This chapter critiques the use of the Likert response items for scale development. Likert response data when as nominal data and analyzed as nominal data is useful for recording and analyzing participants' attitudes about a topic. However, it is illogical for researchers who use Likert response data as interval data. The typical five or seven-item Likert response provides three response methods for each topic under study: a neutral item that is categorical, a two or three-item negatively worded ordinal scale, and a two or three-item positively worded ordinal scale. While Likert suggested scoring the five-item response with the numbers 1-5 and scoring the seven-item response with numbers 1-7, it places the neutral response in the 3rd or 4th position, which, if treating the data as interval means that 'neutral' scores higher than the Strongly Disagree-Disagree and lower than the Agree-Strongly Agree items, is not a logical outcome.","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125659214","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}
Luis Enrique Cisneros Saucedo, J. P. Sánchez-Solís, F. López-Ramos, Jorge Rodas-Osollo
{"title":"Implementation of an Artificial Bee Colony to Solve an Order Picking Problem","authors":"Luis Enrique Cisneros Saucedo, J. P. Sánchez-Solís, F. López-Ramos, Jorge Rodas-Osollo","doi":"10.4018/978-1-5225-8131-4.CH007","DOIUrl":"https://doi.org/10.4018/978-1-5225-8131-4.CH007","url":null,"abstract":"The artificial bee colony (ABC) algorithm is an optimization method based on swarm intelligence which has demonstrated to be capable of obtaining satisfactory results on a diversity of optimization problems. However, the implementation of this optimization method hasn't been much explored on order picking problems, even though order picking represents up to 55% of the total operational cost of a typical warehouse. The order picking problem has even more importance on nonprofit organizations like food banks since they operate with a limited budget. In this chapter, the authors implemented an ABC algorithm to solve the order picking problem within a food bank. The goal was to determine which parameter values contribute the most during the optimization process. Experiments were conducted using nine sets of parameters for the ABC; results show that the approach is suitable for the study case.","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129283535","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}
{"title":"Training Company Self-Organization","authors":"Edyta Abramek","doi":"10.4018/978-1-7998-6713-5.ch006","DOIUrl":"https://doi.org/10.4018/978-1-7998-6713-5.ch006","url":null,"abstract":"Autopoiesis is identified in the chapter with the concept of self-organization, understood as an attribute of autopoiesis. The purpose of the chapter is to present the idea of self-organization in business on the example of a training company. The case study method was used to present ways of restructuring a company under the influence of the pandemic crisis in 2020. The case study has a theoretical character and is a contribution to knowledge in the form of a description of the phenomenon studied. The choice of the company was determined by its good financial situation despite the economic slowdown in the country, innovative business culture, and the culture of risks management. The conclusions of the study allowed to explain phenomena that may be valuable to another organization, as an example of recommendations or comparative actions leading to a state of self-sufficiency.","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"508 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116203011","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}
{"title":"Standardization, Not Standards Matter","authors":"C. Cargill","doi":"10.4018/978-1-5225-9008-8.ch001","DOIUrl":"https://doi.org/10.4018/978-1-5225-9008-8.ch001","url":null,"abstract":"It has been observed that standards (and implicitly, standardization) are a hallmark of an industrialized society, since standards provide the necessary interconnections to make things interoperate. As the world tends increasingly towards a “global economy,” just-in-time supply chains, and massive interdependencies, standards and standardization forms the infrastructure of these agreements. And yet, standardization is not well understood. This chapter explores standardization.","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126931867","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}
{"title":"Organizational Leader","authors":"","doi":"10.4018/978-1-7998-6516-2.ch006","DOIUrl":"https://doi.org/10.4018/978-1-7998-6516-2.ch006","url":null,"abstract":"Organizational leadership is specifically about individuals operating in organizational environments and their role as leaders in those environments. The skills of an organizational leader are slightly different from those of leaders in non-organizations. Organizational leaders are constrained by rules, regulations, and processes. This type of leader's value is that they understand organizational culture and traditions. This type of leader influences employees through their work including coaching, mentoring, and development skills that occur within competency models. The organizational leader is the organizational agent who influences behaviors that lead to organizations being able to achieve their desired outcomes.","PeriodicalId":190605,"journal":{"name":"Advances in Human Resources Management and Organizational Development","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124082766","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}