Rozprawy doktorskie na temat „Workforce Organization”

The purpose of this qualitative research study was to examine and identify the best practices and strategies for human resource managers and organizational leaders to utilize to decrease the generational gaps amongst the four generations currently employed in the labor force, and to create and sustain a vital, multigenerational workforce. The four generations currently working side-by-side in the United States are the Traditionalists, the Baby Boomers, Generation X and Generation Y, better known as the Millennials. Each generational cohort brings unique variables to the workplace such as behaviors, expectations, personal values, communication styles, and motivational factors that create challenges for organizations. Learning how to overcome these challenges will assist in creating connectivity among the cohorts, benefiting organizations in numerous ways, including greater operating efficiency and retention of employees.

By understanding the different characteristics and needs of the four respective generations, as well as recognizing how to utilize the strengths of each generation, organizational leaders and human resource professionals can utilize the findings to advance generational management strategies for creating and managing a vital intergenerational workforce which is accomplished by staff from each of the four generations working together constructively to support the goals and purpose of the organization. Findings from this study may also contribute to the existing methods human resource managers and business leaders currently use to create workplaces of greater understanding, mutual respect, appreciation, acceptance and inclusiveness of the four different generations in the workforce, as well as facilitate new human resource policies to address workplace differences and conflict amongst the four generations. Further, the benefits from a vital intergenerational workforce may increase employee productivity, satisfaction, retention, loyalty, and the ability of employers to attract new talent from each of the four generations to its workforce.

By 2030, almost every entry level role in the United States will be filled by a member of Generation Z (born after 1995). Researchers have noted an unclear understanding of the Generation Z perspective on leadership; despite Generation Z’s increasing presence in the workforce. This knowledge gap is detrimental to organizational viability and can negatively impact organizational performance and strategy. The purpose of this study was to identify the leadership preferences of Generation Z based on their lived experience in the workplace; and discuss to what extent Generation Z prefers a transactional or transformational leadership style. A theoretical frame that links generational identity (generational cohort theory) to leadership theory supports the exploration of these preferences phenomenologically and establishes the significance of generational leadership preferences on organizational performance. Semi-structured, open-ended interviews were conducted and analyzed using a modified version of interpretive phenomenological analysis (IPA). IPA revealed six (6) emergent themes in the phenomenon under investigation (specifically Generation Z’s workplace experiences); the themes were described and their implications interpreted. The findings were validated using a relatively novel tool for phenomenology: freelisting (a cultural domain analysis tool). The findings describe Generation Z’s ideal leader and their introspective thoughts on their workplace identity and experiences. It was concluded that Generation Z tends to prefer transformational leadership more than transactional leadership, supported and predicted by the literature. Understanding Generation Z’s leadership preferences will provide insight on better methods for organizations to recruit, train, and develop employees. Such insights will also be beneficial to future Generation Z research.

A gap exists in the literature on the actual experiences of older workers with information and communication technology adoption in technology-infused workplaces. To inform organizations on how to more effectively support this employee group's adoption of technology, the purpose of this qualitative exploratory multiple case study was designed to gain a deeper understanding of the daily experiences of older workers when adopting and adapting to information and communication technologies in a technology-infused workplace. This study is framed by, first, the selection-optimization-compensation framework for successful aging and, second, the age-inclusive training design framework. Semistructured interviews with 8 participants, observational field notes, and archival data provided data regarding specific technology experiences among older workers in the workplace. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. A total of 8 categories that enclose a total of 18 themes were identified. The categories are (a) selection of resources, (b) optimization of resources, (c) compensation of resources, (d) performance limitations, (e) assessing training needs, (f) establishing/ sustaining performance, (g) age-inclusive training needs, and (h) older workers as organizational assets. Findings enhanced social change efforts by providing insight on the daily experiences that the older worker faced which may contribute to limited productivity in the workplace. Organizational leaders and human resource managers may use results of this study to implement provisions that improve help organizational profitability, team cohesiveness, and workplace satisfaction.

This study explored workforce agility from a human resource perspective. This included its main determinants, such as adaptability, proactivity, resiliency, business orientation, and self-awareness; the interventions through which it is developed, such as performance management processes, training, and coaching; and finally the main challenges that organizations face when developing it, such as cultural context and the lack of strategic clarity. The empirical analysis provided several insights on the development of workforce agility. Although limited to a small sample, the study provided evidence supporting the need for future research on the definition of the characteristics of an agile workforce, the definition of a competency model to support its development, the need to deepen the understanding of the mechanisms related to its development, and the main challenges faced by leaders in the implementation of an agile workforce.

Even before the current economic meltdown, waves of downsizing, starting in the late 1970s, had swept corporate America, eroding workers’ expectations of economic security. But not only did downsizing become more prevalent during this period; its basic nature changed. Previously, firms had cut jobs temporarily, to adjust the size of their workforce during a downturn. Since the late 70s, firms have increasingly cut jobs in both good and bad times, in order to boost stock price. My dissertation examines the inter-group power dynamics underlying the transformation of workforce downsizing as a shareholder-value strategy. Examining both downsizing announcements from more than 700 leading U.S. corporations between 1981 and 2006, and actual implementation of the announced downsizing plans, I find at work in the process a shift in ideology, from an emphasis on corporate growth and conglomeration to an emphasis on profitability and shareholder value, an ideology that both reflects and intensifies the growing influence of shareholders over firms and the declining role of labor. My first empirical chapter examines the role of institutional investors and shareholder-value-oriented managers in the transformation. The second empirical chapter examines the potential resistance from labor unions and shows how the anti-union stance of the public policy regime in the 1980s weakened unions’ power to resist. The last empirical chapter examines the role of investors, unions, and executives in the implementation of announced downsizing plans and demonstrates the contested nature of the implementation process. Together, these three chapters illustrate the class politics simmering under the surface of the acceptance of downsizing for shareholder-value maximization, and emphasize the role of agency and power, as constructed by particular institutional logics, not only in promoting but also resisting the process of institutional change.
Sociology

Foreign companies operating in developing countries are losing competitive advantage due to local workforce policies and restrictions that governments issue to foster the development of indigenous businesses and people. Maintaining a competitive advantage is essential to foreign business owners long term sustainability. Based on Argyris and Schön's organizational learning theory, the purpose of this qualitative single case study was to explore strategies foreign company managers use to achieve profitable business performance while satisfying local workforce policy requirements. The population comprised of 5 foreign managers who implemented effective strategies to increase the profitability of their company while meeting local content requirements in Kazakhstan. The data collection process included semistructured interviews and review of company documentation and artifacts. Through thematic analysis, the following primary themes emerged: training of local personnel, cultural and communication competence, and personnel retention. The implications for positive social change include the potential for foreign managers who want to develop business in developing countries to become them profitable. Leaders of profitable businesses can create positive social change by increasing employment opportunities for local personnel and enhancing the social welfare of local communities.

The Lumina Foundation (2007) indicates that 54 million adults in the workforce are seeking noncredit education opportunities in a credit course/program delivery system designed to meet the needs of traditional college students. Working adults seeking continuing education coupled with dislocated workers as a result of changing economic situations represents this growing population. Community and technical colleges in Louisiana benefit from a for-credit formula funding model and do not benefit from a formula funding mechanism that supports noncredit education enrollments. As Louisiana’s community and technical colleges face continuous budget challenges resulting from economic recession, college leaders are making critical decisions in restructuring college business models. These models are becoming increasingly important as they support increased revenues and sustainable ventures that will carry the college through difficult times. The significance of this study and contributions associated with findings provide important insights into decision making, organizational change, and policy factors considered in determining workforce development strategies. Utilizing Multiple Criteria Decision Making by (Zeleny) 1981 in addition to Mintzberg’s Five Basic Parts of an organization (1979) as a conceptual framework, causes and effects of decision making on organizational structures and workforce development strategies were examined and analyzed providing insight and recommendations for future consideration. Findings in this study suggest that as organizational structures are challenged due to simultaneous issues related to economic recovery and reduced budgets, noncredit education is impacting strategic decision making by college leaders evidenced by current college reorganization efforts, joint credit and noncredit curriculum development activities, and innovation associated with enhanced workforce development strategies. Keywords: Noncredit Education, Workforce Training, Organization, Structure, College

The relationship between the statutory registration of a workforce and impact upon practice and practitioners is unclear. Little empirical research in relation to the efficacy of existing professional registers has been undertaken. No research has so far been undertaken in relation to the impact of UK legislated registration upon social work practice. A number of high profile cases in health care such as the Bristol, Shipman, Ayling and Allit inquiries (DH, 1994; Crown Office, 2001 & 2005) have drawn attention to the inadequacies of workforce registration systems. Regulatory approaches to modifying the behaviours of the regulated are widely viewed as problematic in a broad range of theoretical literature from diverse disciplinary bases and methodologies. Literatures caution that just as ‘markets' may behave imperfectly, so may regulatory mechanisms such as workforce registration systems (Ayres & Braithwaite, 1992; Baldwin, Scott & Hood, 1998; Haines, 1999; Sparrow, 2000; Ashworth & Boyne, 2002; Johnstone & Sarre, 2004; Haines & Gurney, 2004; Walshe & Boyd, 2007). The UK Better Regulation Task Force cautions that some regulatory interventions can make a situation worse (2003b). The potential of professional registers generally and the social work register specifically to impact upon quality and improve protection has been questioned since 1982 when the first meetings about the development of a national social work regulatory council were held (Malherbe, 1982). The regulatory body for social work in England, the General Social Care Council (GSCC) came into being in 2002. The first UK register of social workers came into force in 2005 with protection of title implemented shortly after. The first three conduct cases applying sanctions to registrants were heard within a year of the social work register opening. Using a grounded theory approach, in the context of the first three conduct case outcomes, this study sought to elicit the perceptions of qualified social workers on the positive and negative impact(s) of the statutory requirement to register, for both the individuals and the organisations in which they work. This study finds that the first registration conduct case outcomes triggered a reframing of the concept of conduct and that as a consequence, respondents in this study re-positioned their allegiance to registration, and engagement with conduct matters in the workplace. The study considers the relevance of research findings in the context of a changing policy and political landscape.

The research question discussed below was prompted by an observation of some, but by no means all, Australian unions seeking to centralise a number of functions in their federal office. Several countervailing factors impact upon the propensity of unions to centralise functions, which leads to some secondary research questions. The primary research question that this thesis seeks to answer is what has given rise to the centralisation of functions within three Australian unions? The question is asked in the context of declining union membership in Australia and most other developed economies (Bodman 1998; Dabscheck 1995; Jerrard and Le Queux 2013; Peetz 1998; Sappey et al 2006; Watson et al 2003). The decline in union membership is of concern to many industrial relations scholars (Boyer 1995; Bramble 1995; Bramble 2001; Conrow and Delp 1999; Cooper 2001; Hyman 2004; Juravich and Bronfenbrenner 1998:281; Peetz 1998:175; Peetz, Pocock and Houghton 2007; Simms and Holgate 2008; Voss and Sherman 2000:311; Wooden 2000) and is quite obviously of significant concern to the labour movement (ACTU 2001). It is for this reason that the question is significant, whether the centralisation of functions and powers is of assistance, or is counter-productive to other union renewal strategies. Arising out of the Primary Research Question, there are a range of secondary questions.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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This thesis handles how the banking workforce transformation affected the ways of working from professionals who belong to the top ten largest Brazilian banking and financial institutions which implemented Professionalization and Voluntary Dismissal programs. We analyzed five hundred people between industry professionals and students. Data collection exercise occurred through the use of forms and semi-structured interviews. As an outcome, we concluded that, among other aspects, such transformation have not only generated instability and insecurity, but also triggered the need of professionals in this sector with competencies quite distinct to fulfill and resolve different types of problems throughout the years
Esta tese aborda como a reestruturação do trabalho bancário afetou a forma de entrega desses profissionais advindos de dez das maiores instituições financeiras brasileiras que desenvolveram Programas de Profissionalização e Demissão Voluntaria. Pesquisamos quinhentas pessoas entre profissionais do ramo e estudantes. A coleta de dados ocorreu por meio de formulários e entrevistas semi-estruturadas. Como resultado, concluímos que, dentre outros aspectos, tal reestruturação gerou instabilidade e insegurança, ao passo que também despertou a necessidade de profissionais desse setor com competências bem distintas para atender e resolver diferentes problemas ao longo dos anos

Leaders of nonprofit organizations in the United States must build workforce capabilities to meet increasing demands for services. This single-case study explored strategies nonprofit leaders used to build workforce capability to address increasing service demands. The conceptual lens for this study was the full-range leadership theory. Data were collected through semistructured interviews from a purposeful sample of 3 senior executives of a single nonprofit organization located in the midwestern region of the United States. Information from internal and external documents and publicly available documents also provided data. Information and data sources included internal organizational and workforce performance data, strategy plans and analysis, internal and external financial documents, organizational website, and nonprofit data and information websites. Data and information from internal and external documents, interviews, and publicly available information were manually coded. Findings were validated through data triangulation and member checking. Using thematic analysis, 4 themes emerged related to building workforce capability: an emphasis on employee development, the expansion of technology systems, a concentration on developing a culture of autonomy and trust, and the introduction of processes and measurements. The findings from this study might contribute to positive social change by providing nonprofit leaders with strategies and data to support a deeper understanding of how to effectively build workforce capability to address increasing service demands.

A gap exists in the literature on the actual experiences of older workers with information and communication technology adoption in technology-infused workplaces. To inform organizations on how to more effectively support this employee group's adoption of technology, the purpose of this qualitative exploratory multiple case study was designed to gain a deeper understanding of the daily experiences of older workers when adopting and adapting to information and communication technologies in a technology-infused workplace. This study is framed by, first, the selection-optimization-compensation framework for successful aging and, second, the age-inclusive training design framework. Semistructured interviews with 8 participants, observational field notes, and archival data provided data regarding specific technology experiences among older workers in the workplace. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. A total of 8 categories that enclose a total of 18 themes were identified. The categories are (a) selection of resources, (b) optimization of resources, (c) compensation of resources, (d) performance limitations, (e) assessing training needs, (f) establishing/ sustaining performance, (g) age-inclusive training needs, and (h) older workers as organizational assets. Findings enhanced social change efforts by providing insight on the daily experiences that the older worker faced which may contribute to limited productivity in the workplace. Organizational leaders and human resource managers may use results of this study to implement provisions that improve help organizational profitability, team cohesiveness, and workplace satisfaction.

Employee job satisfaction during a reorganization has been of interest to leaders that rely on personnel to execute the organization's mission. This is particularly important when the employees' mission is to provide needed equipment to U.S. Marines in the operating forces that, at any moment, can be called upon to engage in combat operations. Ensuring employee job satisfaction in itself is a difficult task. This difficulty is exacerbated when the employees are civilians working in a military-led organization. The topic of job satisfaction and organizational change is expounded upon in substantial research. However, there is limited research on job satisfaction of civilians working in a military organization during organizational change. The Marine Corps Systems Command conducted their Force Structure Review without the use of any recognized leadership theory. This study looked at the reorganization through the lens of Kotter's Leading Change Model, highlighting employees' perceptions of job satisfaction, individual effectiveness, and organizational effectiveness. This manuscript conveys findings of research conducted in the summer of 2018, which included 242 civilian employees and 6 senior military officers of the US Marine Corps Systems Command headquartered at Marine Corps Base Quantico, Virginia. Findings indicate there is a significant division of perceptions of civilian employees and senior military leadership in the design and execution of the Force Structure Review as it relates to civilian employees' job satisfaction.
PHD

Today's challenge for workforce management lies in providing a healthy, safe and productive working culture where people are valued, empowered and respected. Workforce diversity is becoming an essential aspect of the global workforce, and ageing is the most prominent and significant factor in this regard. Diversity brings many opportunities and challenges, as workers with different backgrounds, cultures, working attitudes, behaviours and age work together, and in future, the key to organizational effectiveness and sustainability will heavily depend on developing and sustaining inclusive work environments where people with their differences can co-exist safely and productively. Manufacturing organizations expect the highest levels of productivity and quality, but unfortunately the manufacturing system design process does not take into account human variability issues caused by age, skill, experience, attitude towards work etc. This thesis focuses on proposing an inclusive design methodology to address the design needs of a broader range of the population. However, the promotion and implementation of an inclusive design method is challenging due to the lack of relevant data and lack of relevant tools and methods to help designers. This research aims to support the inclusive design process by providing relevant data and developing new design methodologies. The inclusive design methodology suggested in this thesis is a three step approach for achieving a safe and sustainable work environment for workers, with special concern for older workers. The methodology is based on the provision of relevant human capabilities data, the capture and analysis of difference in human behaviour and the use of this knowledge in a digital human modelling tool. The research is focused on manual assembly through a case study in the furniture manufacturing industry and joint mobility data from a wide-ranging population has been analysed and the task performing strategies and behaviours of workers with different levels of skills have been recorded and analysed. It has been shown that joint mobility significantly decreases with age and disability and that skilful workers are likely to adopt safer and more productive working strategies. A digital human modelling based inclusive design strategy was found to be useful in addressing the design needs of older workers performing manufacturing assembly activities. This strategy validates the concept of using human capabilities data for assessing the level of acceptability of any adopted strategy for older workers, and suggests that the strategies adopted by skilful workers are more likely to be equally acceptable for older and younger workers keeping in view differences in their joint mobility. The overall purpose of this thesis is to present a road map towards the promotion and implementation of the inclusive design method for addressing workforce challenges and in future the same strategies might be implemented within a variety of other industrial applications. The proposed three step inclusive design methodology and getting a reasonable understanding of human variability issues along with the use of human capabilities data (joint mobility in this case) in a human modelling system for design assessment at a pre-design stage can be considered as the major contributions of this research.

This research was designed to develop an understanding of today's multigenerational workforce with respect to a preferred styles or characteristics of followership and leadership. Specifically this research sought to determine if there was a relationship between an individual's generational cohort and the preferred styles of leadership and followership, as measured by implicit theories of leadership and followership. Therefore, this study draws upon generational theory (Mannheim, 1952), implicit theories of leadership (Epitropaki & Martin, 2004) and implicit theories of followership (Sy, 2010). The changes in the composition of the US workforce which have occurred, and which will continue to occur in the near future, make it appropriate and timely to jointly examine followership and leadership, particularly from a generational perspective. By examining the various US workforce generational cohorts, the potential exists to uncover additional insight that has been absent from the extant literature. The sample population consisted of Baby Boomer, Gen X and Millennial employees drawn from individuals working for an integrated delivery and financing system in the Northeastern US, as well as individuals recruited via social media (N = 249). The implicit leadership scale (Epitropaki & Martin, 2004) was utilized to measure participant's preferred characteristics of leaders. The implicit followership scale (Sy, 2010) was utilized to measure participant's preferred characteristics of followers. Data analysis was conducted utilizing principal components analysis (PCA) to determine the factor structures of both leadership and followership. A one-way ANOVA was conducted on the results of these factor analyses to test whether there were any differences which could be attributed to membership in a generational cohort. Cluster analysis was also conducted. The results indicated that generation does not significantly influence an individual's preferred characteristics of leaders or followers. Implications for theory, practice and further research are also discussed.

Tourism and Sport
Ph.D.
To achieve brand success and develop a competitive advantage through consistently delivering brand experiences to customers, the roles of employees in service organizations are critical. Specifically, it is necessary that service employees are capable and motivated to transform a brand promise into brand reality. Although service organizations have widely adopted internal branding initiatives to engender employees' pro-brand attitude and behavior, how employees perceive such organizational effort to inform their brand-consistent attitude and behavioral outcomes has remained unclear. Drawing upon Job Characteristics Theory, Self-Determination Theory, and Organismic Integration Theory, it is suggested that the attainment of employees' pro-brand attitude and behavior requires a joint effort from both the organization and employees. Organizations need to establish a brand climate through internal branding practices that enhance employees' perceived encouragement and support of the coveted brand performance. Based on this brand climate, employees are likely to internalize the brand enabling them to obtain necessary brand knowledge and skills, understand the relevance of the brand to their roles, as well as perceive a fit between their values and the values of the brand. As such, employees are more likely to develop positive brand attitudes and behaviors, including endorsing the brand, staying with the brand, and exhibiting brand-consistent behaviors (i.e., employee brand equity). The brand climate to brand internalization to employee brand equity model conceptualized in this dissertation was assessed with two empirical studies. Study 1 utilized a sample of current employees in service-related industries and Study 2 served as a strict replication study with a sample of current hotel employees. Additional moderation effects based on employees' individual traits including proactive personality and intrinsic motivation were also examined in Study 2. The results from both studies provide strong support for the conceptual model. Brand climate is shown to have a significant impact on all employee brand internalization factors. That is, when employees perceive that the organization is supportive and encouraging with respect to employees' brand performance, they are more likely to transform such perception into their brand understanding, including perceiving appropriate brand knowledge, self-brand relevance, and congruence between the brand values and their own value systems. In addition, it was found that when employees perceive a high level of relevance between their roles and the brand success, as well as congruence between the brand's values and their personal values, they are more likely to develop positive brand attitudes and behaviors, including endorsing the brand, staying with the brand, and exhibiting brand-consistent behaviors (i.e., employee brand equity). Further, it is suggested that employee proactive personality has a positive impact on the relationship between brand climate and employee brand value congruence, while employee intrinsic motivation to work has a negative impact on the relationship between employee perceived brand relevance and employee brand equity. This dissertation significantly advances the current internal brand management literature and contributes to theory development with respect to examining and validating employee brand internalization. This dissertation also provides practical implications to help justify and guide service organizations' investment in internal branding. In addition, this dissertation demonstrates that a brand-aligned workforce can be selected and cultivated through a brand climate that affords employees' internalization of the brand.
Temple University--Theses

"Submitted in partial fulfillment of the requirements for the degree of Master of Science in Program Management from the Naval Postgraduate School, June 2009."
Advisor(s): Bondreau, Michael ; Simon, Cary. "June 2009." "Joint applied project"--Cover. Description based on title screen as viewed on July 10, 2009. DTIC Descriptors: Author(s) subject terms: Acquisition workforce, networks, flat hierarchy, flexible practices, diversity, global trends. Includes bibliographical references (p. 85-90). Also available in print.

The multigenerational workforce offers a wide landscape of knowledge and successful practices that can propel organizational success. Currently, however, only 20% of organizations have a formal, strategic program in place for fostering intergenerational interaction. By overlooking intergenerational strategies, organizations are not experiencing the tangible results derived from harnessing the strengths offered by each generation and across the generational spectrum. This dissertation focuses on building what can be termed the interactional bandwidth of cross-generational relationships through the use of ontological principles and leadership development resources: the Gallup organization’s Clifton StrengthsFinder and the Myers & Briggs Foundation’s Myers-Briggs Type Indicator. Through addressing and understanding sources of motivation, values, communication preferences, and thought processes, individuals are able to form intricate connections with the potential to cultivate ontological security, transcendent self-actualization, meaningful work, ethics and accountability, emotional intelligence, and organizational prosperity. Facilitating intergenerational interaction offers organizations insight into better leveraging their workforce to deliver optimum results while benefiting the individuals that support them.

This dissertation proposes that Dr. Mary C. Gentilel's (1998) descriptive Reframing Diversity model provides for the development of a public sector diversity program. The Reframing Diversity model does not suggest that diversity programs conform to a "one-size-fits all" design. The dissertation applied the lenses (motivation, mindset, method, and measure) of Gentile's Reframing Diversity model to the Federal Deposit Insurance Corporation (FDIC) diversity program. The lenses of Gentile's model offer questions that are straightforward, easy to understand, and organizationally specific. Additionally, the project utilized the generally accepted approach for qualitative inquiry supported by Rubin and Rubin (1995) to develop an interview protocol for selected FDIC employees. The most salient characteristic of Gentile's model, the lenses, apply to any program regardless of the target audience. The lenses of Gentile's model are the architecture upon which a public sector organization could build a successful diversity program. The model's descriptive nature allows public organizations to develop diversity programs that are voluntary in nature; inclusive of its total employee population; and incorporated into its day-to-day activities.
Ph. D.

The U.S. Office of Personnel Management reported the productivity levels of the American multigenerational workforce decreasing as leaders strive to actively engage employees to improve organizational output. The purpose of this qualitative single case study was to explore what leadership strategies federal government managers use to engage a multigenerational workforce. The conceptual framework consisted of Kahn's employee engagement theory and Strauss and Howe's generational cohort theory. The sample consisted of 3 federal government managers within metro Atlanta, Georgia who had successfully managed a multigenerational workforce, demonstrated through the feedback they received from their employees. Data were collected using face-to-face semistructured interviews and a review and analysis of company documents. Data analysis consisted of applying Yin's 5 step data analysis process, and member checking and methodological triangulation of the data strengthened the trustworthiness of interpretations. Emergent themes included generational differences; strategies for working with multigenerational differences; and strategies for engaging a multigenerational workforce. The most effective strategies involved training, communication skills, and team building. Findings from this study may contribute to social change by providing federal government managers with the framework for understanding and engaging its multigenerational workforce, which can result in promoting positive relationships between coworkers, families, and communities. Positive relationships in the workforce may increase employee morale and motivation and decrease employee turnover and the unemployment rate.

Affirmative action to redress past discriminatory practices is being implemented on a growing scale in the world, and is creating more diversity in the workforce of organizations. With the implementation of affirmative action in organizations, dramatic changes in the composition of the workforce takes place, especially at management level. Many leaders and managers have a poor awareness of the impact of changes in workforce composition on individual and organizational performance and its management. The central issue in dealing with workforce diversity is power-sharing. A heightened awareness in managers with regard to workforce diversity means becoming open to differences between employees. It also presuppose the creation of an inclusive environment that new groups will need to be let into positions of decisionmaking and influence. Beyond opening the system, organizations will need to create strategies to help staff at all levels to overcome their resistance to this demographic transformation, and deal with one another in harmonious, co-operative ways. Racial fears and tensions have historically shaped the management style of dominant groups to the point where thoughtless prejudice and stereotypical reactions have become the norm. Reactions of workers to such a management style reflects distrust. Diversity-related performance problems can be encountered in organizations, due to the role that diversity plays in individual and organizational behaviour. Dominant groups may project prejudice and stereotyping that result in relationship and task performance problems. Negative effects like absenteeism, lack of training and so forth, give rise to inefficiency and low productivity. Thus, diversity-related problems can increase with increases in diversity (due to affirmative action and employment equity programmes), resulting in an increase in its negative effects on organizational efficiency, if diversity is not managed. The South African economy cannot afford the disregard for the management of diversity. Such disregard poses three dilemmas. The first dilemma is the reality of the consequences of Affirmative action in the context of the management of diversity. Whilst any increase in the level of task non-competitiveness cannot be afforded and accommodated (which in itself is the result of increasing diversity that is not managed), affirmative action has to be implemented. Against this background, it is obvious that South African organizations do not have the option of not understanding the dynamics of affirmative action and its role in the dynamics of workforce diversity. The second dilemma is that there exists a research-need to understand workforce diversity and its issues (diversity-related problems) in South Africa as a prerequisite for developing strategies that are more effective than legislation in dealing with employee-perceptions of equity in the workplace. The third dilemma is the issue of knowing how to manage diversity. Most research in the world to date on was done on “unmanaged diversity”. The status quo of diversity in South Africa is such that diversity related problems are intrinsic to the types of diversity discussed in this study. Diversity will increase in South Africa, which may facilitate the deterioration of the status quo. To reduce the possible negative impacts of this development, the need exists for research to address the three dilemmas discussed. The research method included firstly a literature study on the most recent appropriate perspectives on the dynamics of workforce diversity, and secondly a research design that was used to determine the diversity-related organization form factors of workforce diversity in South Africa. In chapter 2 workforce diversity was studied in the context of Behavioural science, specifically in its contribution to organizational behaviour, with emphasis on group behaviour. Shortcomings of the established Interactional Model of Cultural of Diversity (IMCD) in explaining diversity-related group behaviour is remedied to satisfy research requirements of this study. A new paradigm of workforce diversity is created by integrating research perspectives on diverse-team processes, change-models and the IMCD. The outcome of this study is tested within the context of the results of a pilot-study done in 1997 on the progress made in managing diversity in South Africa. In chapter 3 the management of workforce diversity is studied. The transformation of homogeneity through affirmative action to increased diversity, is investigated. Dimensions of workforce diversity and its role and nature in diversity processes is studied. Most relevant empirical South African research perspectives on the dimensions of diversity in South Africa are integrated with conclusions of chapters 2 and 3 in the construction of a Cultural-specific change model of workforce diversity. In chapter 4 the research design was outlined The diversity-related organization form (mono-cultural, non discriminatory or multicultural), dimensions and factors of workforce diversity is empirically determined at two levels: Firstly, organization form, dimensions, and factors of workforce diversity are identified in a descriptive study. Secondly, the factors of workforce diversity is then determined in a causal study. In chapter 5 the results were reported in terms of the dimensions and organization form that was determined, and the identified factors. The results of the determination of the factors, are presented in the context of a theoretical model of workforce diversity in South Africa, that was established in the causal study. In chapter 6 conclusions and recommendations were reported strictly on the basis of the data of the empirical study and the results. The factors that were determined, are presented as transformational (long-term leadership), and transactional (short-term management) factors. Recommendations are made on appropriate strategies and interventions to manage workforce diversity. This study has limitations that impose constraints on the scope of the study. The population sample is an unrestricted non-probability convenience sample, with size n = 614. Thus, it is very difficult to estimate precision, and interpretations of variance of the mean statistic has to be done very conservatively. The results of the analysis of covariance to be used in inferential methods is affected by the sample’s status as a convenience sample, as variances affect.
Thesis (DBA (Organizational Behaviour))--University of Pretoria, 2001.
Human Resource Management
unrestricted

Companies are seeing valuable knowledge leave the organization as older workers eventually retire taking with them all their knowledge gained, however few companies have begun to focus on knowledge transfer from older to younger workers. Due to the economic downturn, many Baby Boomers are remaining in the workforce longer than planned. Therefore, the time is critical for organizations to act now.

The purpose of this study was to understand what theme parks can do to leverage the knowledge base of its retirement workforce before they leave the company, which factors prevent or influence this knowledge transfer and the role of Human Resources in enabling a knowledge sharing organization. A series of face-to-face interviews with individuals who have retired from the theme park industry and human resources professionals in theme parks were conducted. Several themes surfaced as a result of this study and very little differences were found amongst the participant groups, whether they were a retiree or from HR.

The results of the data revealed that there are none to minimal efforts in place in theme parks to leverage the knowledge base of the retirement workforce. The results also showed that there is a strong desire by those retiring to share their knowledge with the company and in most cases, there is an expectation that this transfer of knowledge take place. However, the lack of interest and engagement by the manager often results in a disappointed retiree and the perception of not being valued.

The study also revealed that HR could play a key role in enabling a knowledge sharing organization. However, for knowledge transfer to take place, HR must first change the culture and prepare the organization to embrace the retirement process and accept it as a critical and important phase in an employee’s career. The results showed that HR could have a key role not just in the transfer of knowledge, but also in the entire retirement process as a whole.

Some business leaders find it challenging to manage individuals from different age groups; this is an issue, as organizations in many developed countries become more age-diverse. The purpose of this single case study was to provide business leaders with information about strategies top-level business executives and team leaders at a large company in Curacao (a developed island nation in the Caribbean) use for enhancing productivity of an age-diverse workforce. The conceptual framework of this study consisted of generational theory of Mannheim. A key tenet of the generational theory includes that belonging to the same generational unit, generational location, and generational actuality shapes the beliefs, values, and attitudes of members of a generational cohort collectively. Data from interviews and company documentation that included an annual report, business guide, and performance management documentation were coded and analyzed using NVivo software, and member checking was used to enhance the trustworthiness of interpretations. Key themes that emerged from data analysis include the need to use communication strategies, foster equal treatment of employees, implement employee development plans, and adopt a structured approach for addressing issues related to age-diversity. Implementation of the different strategies and recommendations identified in this study might aid business leaders in their effort to manage an age-diverse workforce and increase workplace productivity. Implications for social change include the potential to improve empathy and relations between individuals from different generations and the cultivation of a more cohesive society.

Many workforce-related shortages in the marine transportation industry can be attributed to low birth rates, high levels of upcoming retirements, and evolving occupational complexities of the industry. These challenges may soon place the marine transportation industry in a workforce crisis within some high-demand occupations. This explanatory case study examines how the Marine Institute of Memorial University of Newfoundland’s learns and adapts its practices to more effectively attract, recruit, and retain students for a career at sea. The study applies organizational learning theory as a practical lens to better understand the phenomenon of learning at the organizational level, how it occurs, and the processes involved which enable transformation. The study looks at communicative and collaborative processes of members, including collective thinking, reflection on past experiences, and dialogue, which combined, enable changing conventional ways of thinking. The findings describe how the organization constructs solutions, how it learns and reacts to workforce complexities.

This researcher examined the recruitment process to identify best practices for law enforcement leaders to populate vacant positions with a competent and skilled workforce. The purpose of this qualitative exploratory case study was to identify best practices for law enforcement agencies to recruit and maintain trustworthy officers to protect local communities. The conceptual framework for this study was based on the historical evolution of recruitment practices. The researcher used a review of past and present police-recruitment practices to help identify best practices by which law enforcement administrators can select trustworthy officers. This case study was used to examine and compare recruitment practices, minimum requirements, disqualifiers, advertising campaigns, testing procedures, background investigations, and panel interviews. The researcher conducted face-to-face interviews with law enforcement officers and human resource personnel from four of Virginia’s law enforcement departments, and identified three themes based on the sample population’s responses: strategy, trends, and requirements. The researcher identified a progression of recruitment practices executed by a layered-approach. The recruitment process addressed eligibility requirements and potential disqualifiers established by hiring authorities and the State of Virginia. Through the findings of this study, law enforcement leaders may be armed with new knowledge to improve the recruitment process, with the end result of recruiting a qualified and competent workforce.

This study examined US enlisted veterans? personal agency during their transition from the military to civilian workforce. Veterans currently working in a civilian corporate environment were involved: 41 were surveyed, 10 were interviewed, and 80 supplied comments to the researcher?s LinkedIn request for responses. Participants were asked to describe their sense of personal agency and how it evolved over the time period before, during, and after military service. Participants offered slightly varying descriptions of their transition experience. In general, participants experienced low agency before military service, minimal agency at the start of military service that grew over time, and an unprecedented and sometimes paralyzing degree of freedom and agency after military service. Transitioning veterans are thus advised to understand that the psychological transition process is complex, increase their competencies through cultural immersion experiences and field research, maintain a learning mindset, and build a relevant and committed support team.

Companies are constantly involved in automating processes to make them more efficient. Project details concentrate on corporate details. Little, if any, information is released about employees and how they are affected. This study is designed to determine if employees affected by the automation of a manufacturing or business process have a better life and consider themselves to be successful from their own perspective 5 years after the automation was completed. The study also established the things that helped and barriers that hindered their success. A survey was developed and sent to 63 individuals who have participated in a project to automate a manufacturing or business process. Their direct involvement could be through design, development, or general workforce operations. Plant operators and operations personnel were affected by automation in a much harsher manner than design and development personnel resulting in a greater need for future training.

There is an increased use of downsizing across telecommunications in the northeast United States, and organizational leaders are challenged to motivate the productivity of the retained employees. Guided by systems theory, the purpose of this single case study was to explore successful downsizing strategies of a small group of organizational leaders and managers in the operations of telecommunications in the northeast United States. The study participants, chosen for their motivation success in motivation after downsizing, consisted of 2 purposefully selected business leaders who completed individual, face-to-face interviews and a focus group of 5 managers. The coding of data and word clusters from data obtained from the interviews and focus group led to 4 emergent themes of organizational communication, leadership, employee motivation, and work-life balance. The participant responses showed through topic saturation that communication and work-life balance were the most important major themes. The findings from this study suggest that communication during all phases of downsizing can add to the employees' motivation and employees understanding of what leadership expects from them. When organizational leaders communicate a message of a better work-life balance, positive social change may occur, creating a more productive and loyal employee. When employees have a healthy work-life balance, there are significant benefits to their work organizations, families, and home lives.

Decades of qualitative case studies suggest that organizations must be able to deal with change effectively to compete and survive. Many researchers have linked higher workforce levels of agility and resilience to organizations' abilities to deal with change more successfully; however, there is a scarcity of empirical research addressing the efficacy of agility and resilience development in the workplace. The purpose of this study was to quantitatively examine the development of workforce resilience and agility, as measured by FIT for Change assessment. The theory of planned behavior was the study's theoretical framework, theorizing that changing attitudes and beliefs about change through a learning program might lead to more positive behaviors in response to change. The primary research question was whether a significant difference exists between individual agility and resilience levels before and after a learning intervention in the target population (N = 612) of associates employed by a large healthcare organization who participated in the learning intervention. Due to the abnormal distribution of the data and failed assumption of homogeneity of the regression slopes, Wilcoxon Signed Rank Test was used in lieu of ANCOVA. The results indicated that Agility scores increased on the second test (p = .000). Resilience scores did not change significantly on the second test (p = .913). This study is significant to healthcare organizations undergoing change and may result in organizations investing in development of agility and resilience of their workforce. Developing agility and resilience in people facilitates social change by creating communities that do not just survive but adapt in an optimistic way and find opportunities benefiting the society even during the most adverse changes.

Public child welfare agencies experience front line worker turnover rates as high as 25% a year. Worker turnover has significant financial costs to agencies, and has been linked to negative outcomes for children in care. Prior research has linked organizational factors, such as organizational climate, culture, and supervisor satisfaction, to turnover intent in child welfare populations. This research uses an empowerment framework to turn to workers directly to answer the question, "What are the organizational factors that lead frontline child welfare workers to stay or leave the agency, and what, then, are the implications for agency administrators?" This study relies upon secondary data of a workforce study conducted by the Child Welfare Partnership at Portland State University's School of Social Work. The data was collected via a pilot internet survey of approximately 400 State-employed Oregon child welfare case workers across all geographic regions in the state, and focuses on workers who plan to leave for preventable reasons. This study explored links between organizational factors and turnover in a sample of Oregon public child welfare workers. This research finds that climate, culture, supervision, and knowledge of the job prior to hire are all significantly correlated with intent to leave. Climate is most significantly correlated to Intent to Leave, and explains 25% of the variance in intent to leave in a regression model. These research findings suggest that agency administrators who are interested in improving worker retention can monitor and address local culture and climate as one tool for increasing workforce stability. Retention may be improved by maintaining an organizational culture and climate that is empowering to workers and that encourages workers to be a part of the change process. Additional implications for the child welfare workforce, social work research, and social work education are discussed.

Despite the awareness of employee motivation among scholars and business leaders, many American workers attest to being unmotivated. A lack of employee motivation can lead to negative business outcomes. Therefore, middle managers may experience challenges in identifying strategies to motivate their staff. Grounded in the path-goal theory, the purpose of this qualitative multiple case study was to explore nonprofit health care organization middle managers' motivational strategies for the administrative workforce. The participants were comprised of 13 middle managers in the United States who supervised administrative teams of 4 or more members for over 2 years and effectively implemented motivational strategies. The data collection methods were telephonic semistructured interviews and reflective journaling. Through thematic analysis, 3 themes emerged: utilization of various leadership behaviors, awareness of motivational factors, and employee performance. The implications for positive social change include the potential to stimulate personal drive, improve career development, and allow individuals the opportunity to increase the quality of their home lives and communities. By understanding effective motivational strategies, health care leaders may realize tactical solutions to business goals through the development of their managerial staff's inspirational approaches.

Organizational memory has significant potential for companies’ competitive advantage, with mentoring considered a particularly effective method of transferring this knowledge. Older workers are often considered ideal mentors because of their experience and alleged willingness to pass on their knowledge. There is an associated assumption that these workers anticipate and experience positive outcomes from mentoring others. This thesis tested if these assumptions hold up in 21st century workplaces - some discriminatory practices towards older workers and a career contract that no longer guarantees employment, may discourage knowledge sharing. An organizational memory scale was constructed to help test the assumptions and an exploratory factor analysis involving 143 employees from eight companies resulted in 21 items and five correlated factors including socio-political knowledge, job knowledge, external network, history, and industry knowledge. Two confirmatory factor analyses, the first involving 287 employees and the second 115 retirees, found support for five correlated first-order factors and a second order factor, organizational memory. In a third study involving 134 employees, support was found for a model of organizational memory and empowerment. Age was found to relate to organizational memory but this relationship was mediated by organizational tenure. In turn, organizational memory was found to relate to psychological empowerment and the frequency with which participants were requested to share knowledge at work. Organizational memory, empowerment and request to train and mentor others also positively related to organization-based self-esteem. In the fourth study, an organizational case study involving 78 employees, support was found for a model of organizational memory and the intention to mentor within the context of an aging workforce. Generativity and the expected cost of the time and effort involved in mentoring mediated the relationship between organizational memory (specifically, socio- political knowledge) and the intention to mentor. Furthermore those participants with high scores on both organizational memory and occupational self-efficacy anticipated more cost in time and effort, and indicated less intention to mentor, than those with high organizational memory but low occupational self-efficacy. These findings challenge the assumption that experienced workers are, as a matter of course, willing to mentor others. In a final study involving 96 retired individuals, there were no significant differences found between retirees with and those without experience as a mentor, in career satisfaction and unwelcome work ruminations. However notably, the study showed that participants did experience unwelcome work ruminations even (as in the case of some) well into retirement. The thesis concludes with a summary of findings as they relate to the assumptions under examination, an outline of the overall implications of the findings for future research and for organizational practice, and closing remarks about the overall research contribution of the thesis.

Thesis (M.S. in Systems Engineering Management)--Naval Postgraduate School, September 2009.
Thesis Advisor(s): Osmundson, John. "September 2009." Description based on title screen as viewed on November 6, 2009. Author(s) subject terms: Manpower, Marine Welder, Organizational Structure, Labor Workforce Development, Requirements Management, Marine Labor Crafts, Trade Union, Gap Analysis Includes bibliographical references (p. 73-76). Also available in print.

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Discrimination, in its best form, is a hard concept to fathom as an employee or ordinary citizen. In the workplace, there are times when discrimination is necessary due to extenuating circumstances that revolve around the form or act of discrimination. It could be conveyed to save a life or avoid future conflict. However, it must be clearly stated as a written law that the act is lawful. When unlawful discrimination occurs, it stages an entirely different tone, as it is mainly conducted out of malice, hatred, greed, control, or ignorance. Over the last few decades, discrimination has existed in the workplace, although Federal laws mandate that it does not occur. It does not exist in just one geographical area or is country specific, but covers a wide spectrum, linking countries together from their points of view to creating rifts amongst those who are affected and those who are not, not only from a business perspective, but social humanistic relationships as well. This thesis will use quantitative and qualitative data to support discrimination of sexual harassment, race or color, and gender issues, as well as personal experiences, and how it has and will continue to impact businesses if the acts do not cease, permanently. Leadership, from the Presidents and Heads of Countries, Chief Executive Officers (CEOs), managers, lowest-ranking supervisor, and employees should make it their personal goal to ensure these issues do not continue or arise in their perspective areas of responsibilities. When employees understand that they are valued, will be taken seriously when reporting acts of discrimination, and that some form of action will be taken, performance and productivity will escalate, and morale will increase in the workplace, resulting in higher productivity and subsequently higher profit margins for the company.

In 2014, approximately 30% of the global workers viewed experiences in the workplace as positive and fulfilling, which results in increased productivity in the workplace. The purpose of this multiple case study was to explore strategies that some warehouse service center managers used to engage employees to higher levels of productivity. The population comprised of 7 warehouse service center managers in 2 companies located in the Riverport area in Louisville, KY. The conceptual framework for this study encompassed Kahn's employee engagement theory. Data were collected through semistructured interviews, organizational procedure handbooks, and direct observation to prompt detailed information about participants' experiences with employee engagement. The data collected was transcribed and member checking completed to validate the credibility and trustworthiness. Data collected from each source supported theme interpretation through triangulation. Three key themes developed: clear and concise communication, creating supportive manager-employee partnerships, and benefits to include incentives to promote employee engagement such as recognition awards, salary increases, additional time off work, flexibility with work schedules, and tuition reimbursement. The findings revealed warehouse service center managers used strategies to promote employee engagement in the workplace. The implications for positive social change include the potential to give managers new insights to promote employee involvement in the workplace through effective communication, partnership and incentives to create a sustainable organization while contributing to the economy and increasing involvement in the community.

The study investigated digital transformation and its impact on Bhutan Post and Community Centres (CCs). The study revealed that Bhutan has recognised ICT as the cornerstone of the digital era and has gradually opened up itself to globalisation by carefully balancing modernisation with traditions. Digitally transforming a business can allow it to capitalise on new opportunities to avoid disruption, accelerate business activities, lower costs, and bring about positive change in processes, people, and competency models. In Bhutan, digital transformation and establishment of CCs have proved to be extremely useful in enhancing happiness and well-being.

The research discusses from a multidisciplinary perspective the policies of human resource management adopted by the a2a Group, a former public company. In particular, using Kaplan-Meier survival estimates and Cox PH models, several analysis on the human resource planning will be discussed from different points of view. Firstly, the promotion system in place inside each formal organization now part of the a2a Group will be considered. Afterwards, patterns of career advancement affected by the nature of activities will be analyzed. Lastly the promotion system will be studied starting from the different pay grade systems in place inside the Group. All the analyses will also adopt an historical perspective, and in particular the sample will be divided in the years before and after the privatization process that interested the company. Finally, the impact of other relevant covariates such as the job category, the level of education, gender, and tenure will be considered.

Researchers have already studied organizational culture and expansions of organizations separately. However, the combination of these, how organizational expansion challenges may affect cultural aspects is rare and the niche of this study. This qualitative case study investigates how organizational culture can be maintained during fast workforce expansion in a product department. The first step in this study was to study what can characterize an organizational culture in a department where product development and technology are central, in a software development scaleup. The empirical results present 13 cultural areas characterizing the organizational culture in the case company, which has similarities to Clan culture that promotes collaboration and personal development. Similarities with Engineering culture and Hacker culture are present in the product department as well. Some cultural aspects may be seen as unique for the case company’s product department, which are humbleness and the focus on work-life balance. Further, some employees argue that they have never felt as proud of the product at previous workplaces, as they do at the case company. These cultural aspects have explicitly been explained as unique in the empirical results and not found in the reviewed literature. Further investigation focused on possible reactions to a workforce expansion, by the interviewed employees. This included both positive expectations and areas of concern. The challenges that may occur in a fast-growing workforce and possible solutions were investigated as well. Four areas of possible expansion challenges were detected in the empirical results, which were related to organizational structure changes, cultural distribution, inclusive organization, prioritizations, and work focus switches. Through the analysis process, cultural aspects that may be affected by these challenges were analyzed and discussed. The presented possible solutions focus on how to manage possible challenges that may occur and at the same time maintain cultural aspects of foremost trust, inclusion, transparency, diversity, culture distribution, constant change, and innovation.
Forskning om organisationskultur och tillväxt av företag har tidigare gjorts separat. Kombinationen av dessa ämnen, hur utmaningar relaterat till tillväxt av ett företag kan komma att påverka kulturella aspekter är sällsynt och denna studies nisch. Denna kvalitativa fallstudie undersöker hur organisationskultur kan bevaras under snabb tillväxt av antal anställda i en produktavdelning. Först gjordes en tolkning av vad som karakteriserar en organisationskultur i en avdelning där produktutveckling och teknik är det centrala, i en produktutveckling scaleup som jobbar med mjukvara. The empiriska resultaten presenterar 13 kulturella områden som karakteriserar organisationskulturen på fallföretaget, vilken har likheter med Klankultur som främjar samarbete och personlig utveckling. Likheter med Ingenjörskultur och Hacker-kultur är också närvarande i produktavdelningen på fallföretaget. Vissa av de kulturella aspekterna kan anses unika i fallföretagets produktavdelning, vilka är ödmjukhet och fokus på work-life balance. Fortsättningsvis argumenterar vissa anställda att de aldrig känt sig så stolta över produkten de utvecklar på tidigare arbetsplatser, till skillnad från den stolthet de känner för produkten på fallföretaget. Dessa kulturella aspekterna har ansetts unika av de anställda i de empiriska resultaten och har inte påvisats i andra studier inkluderat i litteraturstudien. Nästa fokus i studien var att undersöka vilka möjliga reaktioner de intervjuade anställda på fallföretaget hade gällande tillväxt av antal anställda. Dessa reaktioner belyste både positiva förväntningar och orosområden. De möjliga utmaningarna som kan uppkomma i en snabbväxande organisation och möjliga redskap för att lösa dessa undersöktes också. Fyra områden av möjliga tillväxtsutmaningar upptäcktes i de empiriska resultaten, vilka var relaterade till förändringar av organisationsstruktur, kulturdistribution, inkluderande organisation, prioriteringar och arbetsfokus. Under analysprocessen upptäcktes kulturella aspekter som kan komma att påverkas av dessa möjliga utmaningar, vilka var analyserade och diskuterade. De presenterade potentiella lösningarna fokuserar på hur man bemöta dessa möjliga utmaningar sammanknippade med företagstillväxt och hur man samtidigt kan bevara kulturella aspekter så som främst tillit, inkludering, transparens, mångfald, kulturdistribuering, konstant förändring och innovation.

Managers must know how to operationalize change, as well as manage the attitudes and emotions associated with transforming the organization. Managing the culture involved with organizational change is a challenge in any environment, and perhaps even more so when managing a virtual workforce. The problem addressed in this study was that while there is considerable research on organizational change, there is little research concerning the influence of trust in leadership, frequency of change, and history of change on virtual faculty resistance to change in higher education. As a result, there is a lack of knowledge and understanding regarding how context influences a virtual faculty member's resistance to change. The purpose of this study was to gain insight into how three dependent variables (trust in leadership, frequency of change, and history of change) impact a dependent variable (virtual faculty resistance to change), measured using an adapted survey. The study was based on the theory of planned behavior, the theory of attribution, and the transactional stress model. Data were collected from 189 online faculty and the relationships between variables were evaluated using multiple linear regression. Trust in leadership regarding integrity and ability along with gender were significantly associated with resistance to change. Frequency and history of change did not have a significant relationship with resistance to change. The research has potential to effect positive social change by contributing to a greater understanding among higher education administrators during the planning, communication, and implementation of change of how trust in leadership, frequency of change, and history of change impact online faculty response to change.