Knowledge@Australian School of Business

articles 1 to 10 of 82 more articles

thumbnail India's New Challenge: Managing a Multigenerational Workforce
Even as the world is greying, India is getting younger. By 2020, the average Indian will be only 29 years of age compared with 37 in China and the US, 45 in Western Europe and 48 in Japan. Presently, more than half of India’s population of 1.3 billion is less than 25 years of age and this large pool of new workers comes with a mindset very different from that of the earlier generations.
From: March 10, 2014 thumbnail Bad Relations: Are Labour-Intensive Workplaces Inherently Conflictual?
Any labour-intensive industry will always be contestable,” says Patrick O'Leary, co-author with Peter Sheldon from the Industrial Relations Research Centre at the Australian School of Business of Employer Power and Weakness: How local and global factors have shaped Australia's meat industry and its industrial relations. The book reveals a history of bitter struggles by meat-processing workers attempting to gain a better deal resisted with equal militancy by their employers. O'Leary says the battle continues and may be seen as “part and parcel of the way the industry functions”.
From: February 10, 2014 thumbnail When Headhunters Call, a Surprising Number of Executives Answer
Although conventional wisdom suggests that lower-level employees are the most likely to look for new jobs outside the company, research from Wharton suggests that high-level executives may be among the firm’s least loyal people.
From: October 15, 2013 thumbnail Doing it for the Team: New Insights into Group Identity
Team spirit is accepted as a key ingredient for success within enterprises. Now recent research, co-authored by Australian School of Business (ASB) professor Hodaka Morita, reveals how group identity can help resolve bargaining power-plays when two entities seek to do business together. And while organisational values communicated down from top management are needed to effectively develop teams, a new study from ASB postdoctoral fellow Ju Li Ng and colleagues argues that the importance of a complementary bottom-up – or emergent – process has been underestimated. “It's important to embrace those individual values and how they can contribute to the team,” Ng says.
From: September 16, 2013 thumbnail Clear Signals: How Employee Perceptions of HR Management Drive Firm Performance
Human resources management (HRM) is integral to positive organisational performance, well beyond its traditional day-to-day role in payrolls, job definitions and staffing levels, says Karin Sanders, a professor at the Australian School of Business and director of the Centre for Innovation and Entrepreneurship. The key is in how HRM is perceived within a company and its ability to communicate what is expected of employees with clarity. In industry, firms such as Mi9 position HRM within the top-level leadership to acknowledge the prime importance of its people and company culture.
From: August 15, 2013 thumbnail The Open-Talent Economy: What Price Loyalty in a Time of Employment Disruption?
Business professionals are on the move, whether they like it or not. Traditional employers, such as media organisations, the public service, telecommunications companies, accounting firms, banks and universities have all announced redundancy programs during the past 12 months. Job ads are down and unemployment is rising. Some firms are accessing cheaper services offshore.  But what replaces employee commitment to an organisation when stable, full-time jobs are replaced by casual, contract and part-time work? Is “volatile, uncertain, complex and ambiguous” employment the new white-collar reality? Experts from the Australian School of Business and industry weigh in.
From: July 23, 2013 thumbnail Productivity in the Modern Office: A Matter of Impact
More than 50 years after management guru Peter Drucker first wrote about the difficulty of defining and measuring the productivity of knowledge workers, management experts say many companies still do a poor job of it. To get a better gauge of how much employees are accomplishing, experts say managers need to remember that quality is often as important, if not more so, than quantity, and that blanket policies rarely remedy such a highly individualised issue.
From: May 21, 2013 thumbnail Emotional Intelligence: Spare a Thought for Customer-Facing Roles
According to Markus Groth, an associate professor at the Australian School of Business, employees who have to manage their emotions when dealing with difficult customers are providing emotional labour. It is distinct from physical or cognitive labour and bosses need to take this work and the effects it can have on workers into account. Research into parking officers shows they can be more productive if they display authentic emotions in abusive situations, but other occupations require a different emotional intelligence. There's a need for experiential training and managers should take time to debrief with staff after critical incidents.
From: May 21, 2013 thumbnail Profits in the Balance: The Business Case for Work-Family Support
New research from the Australian School of Business reveals a clear link between flexible work practices and better business results. The study, led by associate professor Julie Cogin, establishes incentives to deploy work-family support (WFS) programs as a source of competitive advantage, particularly to enhance customer-related outcomes. But the business case for WFS demands a genuine engagement with the concept in a receptive corporate culture. A high masculine orientation among senior management can eliminate the benefits. Even the best WFS policies will founder if an organisation lacks the commitment, or values, to promote flexibility in practice.
From: May 07, 2013 thumbnail When Working at Home Is Productive, and When It's Not
There are numerous tasks – and just as many distractions – competing for a worker's time these days. But will ending the practice of allowing employees to work from home, as Yahoo CEO Marissa Mayer recently did, really make workers more productive and more likely to come up with innovative new ideas? Such a policy may help on some fronts, Wharton experts and others say, but it's no cure-all.
From: March 14, 2013

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Knowledge@Australian School of Business