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本站指导留学生论文专家提供assignment范文两篇（本站指导，必属精品，免费馈赠，量身定制） When Quitters Make Dramatic Exits Abstract (Summary) » Jump to indexing (document details) (c) 2010 Dow Jones & Company, Inc. Reproduced with permission of copyright owner. Further reproduction or distribution is prohibited without permission.
To the relief of most bosses, few employees garner as much media attention (or folk-hero status) as now-famous JetBlue flight attendant Steven Slater did when they quit their jobs. But business owners say many ex-staffers broadcast their dissatisfaction in a manner that can be disruptive--and perhaps alarming--to a small workplace. For instance, Larry Fox remembers when an entry-level computer programmer shouted that he could make more money "working at McDonald's" when tendering his resignation. Mr. Fox's reaction? Knowing that other employees at the software firm were listening, he urged the programmer to find out if that were true. "He actually went over there and got a job. We saw him in uniform and everything," recalls Mr. Fox, who now works as a business-development executive. The programmer turned fast-food worker "got canned about a week later and came groveling back," says Mr. Fox, who declined to re-hire the man. "You have to stand up for yourself. Don't allow that person to poison your business." Business owners say they sometimes have to act quickly to minimize the damage to the company's reputation. These days, more disgruntled employees are turning to Facebook, Twitter or all-company email blasts to widely disseminate their displeasure in real time. At his last law practice, Michael Cavendish remembers when a young attorney shot an angry email to colleagues, clients and competitors, announcing that he was quitting and implying that "something was amiss" at the small enterprise. Mr. Cavendish says the firm's partners and owners decided to take the high road, sending a reply-to-all wishing their former employee well. That way, recipients of the resignation email "could determine who's more credible," says Mr. Cavendish, now a partner with Gunster, Yoakley & Stewart PA, a small West Palm Beach, Fla., law firm. "We wanted to immediately take the narrative back." Some bosses have learned that an employee's angry, dramatic or even bizarre behavior can be rooted in problems outside the workplace--and sometimes, it pays to have a heart-to-heart private conversation. That's what happened at one small advertising company, after an employee threw water from a glass in a supervisor's face, essentially quitting on the spot, says Tom Peric, a communications consultant who provided advice to the owner. Moments earlier, the employee had been given orders to stay late that evening, according to Mr. Peric, president of Galileo Communications Inc., a small business-consulting firm in Cherry Hill, N.J. Mr. Peric says he encouraged the owner to meet with the employee outside the office to ask what triggered the outburst. The owner did and discovered that the employee was having trouble at home, though he didn't offer the man his job back. Mr. Peric advised the owner to meet with the rest of the staff and encourage them to speak up if they ever feel they're being treated unfairly--an important step to maintaining morale and preventing future blow-ups. In some case, it's not just employees that lash out: It's bosses themselves. In what may be a worst-case scenario for business partners, Ken O'Berry says his co-founder in April got fed up and quit, telling employees they therefore no longer had a job. "He basically had had enough and took all our money out of the bank," says the entrepreneur of his former partner. "He said he wasn't paying our employees and that the business would fail." Mr. O'Berry says he diffused the situation by calling a meeting with his three employees and assuring them he was still committed to the technology company, which was just about to launch its first product, an iPhone application. "I was open and transparent with them and allowed them to ask whatever questions they had," says Mr. O'Berry, who says he's now funding We Geo Inc., located in an incubator in Research Triangle Park, N.C., with his retirement savings. (Mr. O'Berry declined to identify the former partner, adding that he's since re-incorporated We Geo.) "You need to be an open book. When one of the team members leaves in such an openly outrageous way, it affects the perception of the employees on the entire leadership team, and not just the person who took those actions." Indeed, if a staffer resigns in an obnoxious or attention-seeking way, business owners should consider sharing the company's side of the story to reassure the workplace and avoid the spread of false rumors, says Manny Avramdis, senior vice president for global resources at the American Management Association, a business-education provider in New York to more than 3,000 U.S. companies. Depending on the situation, it's sometimes best to wait until things cool down rather than responding immediately or trying to stop the resignation mid-stream. "A lot of times you're not going to be able to control that person," he says. That was probably the case on Monday when Mr. Slater, the flight attendant, grabbed two beers and slid down an emergency chute. But small-business owners say any sort of unexpected resignation can be problematic, including the kind in which the exiting employee doesn't say anything about his or her departure at all. At Adams County Winery in Orrtanna, Pa., two employees recently resigned on separate occasions by failing to show up to work, says co-owner John G. Kramb. Neither one ever called or emailed the vineyard to explain their absence. "They both quit on a Friday, and Saturday is our busiest day," says Mr. Kramb. "When you're down one person, and we normally have six, that's a significant number." The Salary Premium Required for Replacing Management Faculty Abstract (Summary) 指导assignment（二） » Jump to indexing (document details) Copyright Taylor & Francis Inc. 2010 [Headnote]
Background One of the characteristics of business faculty salaries in colleges and state universities is salary compression, which can ultimately lead to salary inversion (Gomez-Mejia & Balkin, 1987; Parker & Padgett, 1990). When faculty in business schools are first hired, they typically receive a starting salary at least approximately linked to the present market standards for their rank and discipline. The AACSB publishes an annual report of salary data gleaned from surveys of member and nonmember schools that serves as an industry benchmark for new hires and existing faculty salaries. The AACSB publishes an annual report of salary data gleaned from surveys of member and nonmember schools that serves as an industry benchmark for new hires and existing faculty salaries (AACSB, 2008). However, once the faculty member is hired, subsequent salary increases are limited mainly to annual cost of living raises and step increases due to promotions in rank. Annual raises at public institutions are mainly determined by state legislative budgets and tuition increases, whereas private institutions rely heavily on tuition and university endowment proceeds to fund faculty pay increases. A critical factor in the market for new business faculty is the current and projected shortage of candidates holding doctorates (AASCB, 2003). With decreasing supply and increasing demand combining to drive up starting salaries for new hires and other priorities competing for a larger portion of the annual budgets of both state and private universities, the annual increases for existing faculty members often lag the annual growth rate in new hire starting salaries. This results in a pay differential between newly hired faculty and existing faculty where the salaries of existing faculty are compressed. After years of compression, new faculty members often jump existing faculty in salary, creating an inverted salary structure within departments in which newly hired faculty actually have higher salaries than their more experienced senior faculty colleagues. Salary compression and inversion can cause a host of pay satisfaction and motivational problems in organizations. Equity theory has shown that individuals who feel they are not being compensated fairly when compared to their coworkers are likely to do counterproductive things to reduce the cognitive dissonance they experience from being in an inequitable situation (Adams, 1965; Carrell & Dittrich, 1978; Miner, 1980; Mowday, 1991). For example, compressed or inverted senior faculty members may put forth less effort or reduce the quality of their work, demand higher salaries, partake in unionization efforts, spend inordinate amounts of time on their own consulting activities, be unwilling to cooperate with or make life more difficult for their more highly paid junior faculty colleagues and eventually leave their schools for better compensated positions at other universities or in private industry (Daniels, Shane, & Wall, 1984). When replacing a vacated faculty line the existing salary may need to be increased, sometimes substantially, in order to bring the new hire salary up to present market standards. Cowling (2002) and Hobbs, Weeks, and Finch (2005) have documented this phenomenon, which is sometimes referred to as a mark-to-market salary premium. The purpose of this research is to update and extend the existing literature by estimating the present mark-to-market premium required to fill a vacant management faculty position. METHOD A survey instrument, which is available from the authors, was distributed electronically to 379 departments of management within AACSB-accredited colleges and schools of business. Department Heads were asked to provide data on their most recent management faculty vacancy, including the reason for the vacancy, the 9-month salary of the departed faculty member and the 9-month salary of the replacement hire. Additional descriptive characteristics such as business school enrollment, highest degree awarded, and type of school (public or private) were included.Atotal of 78 responses provided a 24.8% overall response rate. Table 1 presents summary salary data by rank for the exiting as well as the newly hired faculty members. RESULTS The first issue addressed was the cause of the vacancy. The results are detailed in Table 2. The challenges of a diminishing supply of business PhDs combined with an increasing demand are confirmed by the data. The retirement of the baby-boom generation and competitive pressures combined to account for the largest share of the vacancies. The most frequently cited reason for the vacancywas due to retirement. Fully one third of the positions filled were due to retirement. Nearly 30% percent (29.5%) of faculty left their position for a new institution in order to earn more money, either on their own initiative or because they were recruited away. The most frequently cited reason for the management faculty vacancy not associated with retirement or greater income was the denial of tenure or promotion. At 14.5%, this reason was less than half as likely as retirement or competitive issues. Average Differences for Replacement Salaries The main focus of the survey was to examine the size of the explicit salary premium required to mark to market a vacant management faculty line. Table 3 details the survey responses segmented by business school enrollment, highest degree awarded, and type. Some interesting characteristics emerge from the data. First, we parceled the data by business school enrollment, with small schools identified as less than 1,200 and large schools as greater than 2,500 students enrolled. Although the break points were somewhat arbitrary, the results divided the data set into approximate thirds. The results show some distinct differences based on the size of the business school. The small and medium institutions were forced to increase the existing management line by an average premium of greater than $8,000, nearly double the average premium the largest schools required. This is likely a reflection of the lack of ability on the part of small and medium institutions to maintain faculty salaries at near market levels. Possible explanations for this situation include less frequent moves by faculty at small and medium institutions and disproportional budget allocations across different sized state institutions. The second panel in Table 3 reports the data segmented by the highest degree awarded within the business school. Not surprisingly, doctoral-granting institutions were forced to augment existing faculty lines the most in order to successfully fill them. Doctoral institutions had to increase their spending by a whopping $10,090 per management replacement hire as compared to masters granting institutions' less than $6,000 premium. Because faculty at schools with PhD programsmust produce scholarship at the highest quality levels, the competition for faculty is most acute at this level. The relatively higher additional premium is evidently required to attract replacement management faculty in this portion of the market. Panel C splits the data into public and private universities. Although the vast majority of the data came from public colleges and universities, the six private business schools reported an average decrease in the new salary required to fill the existing management faculty line. We do not think that this is a sign of deflation in the private school portion of the market. This is the result of the small number of private schools combined with the overwhelming influence of two observations. One of these private schools replaced an assistant professor with an instructor and realized a $25,000 annual salary savings. A second private school replaced a full professor with an assistant professor and realized a $30,000 annual salary savings. Estimating the Salary Premium by Faculty Rank An important consideration in the institutional cost to fill a vacant management faculty line is the respective faculty ranks of the departed and newly hired faculty members. An important consideration in the institutional cost to fill a vacant management faculty line is the respective faculty ranks of the departed and newly hired faculty members (Leclair, 2004). Table 4 reports these results. When an assistant professor of management left a business school for any reason, the new hire was almost always at the rank of assistant professor. The average mark-to-market premium required to enhance the salary of a new assistant replacing a departed assistant was greater than $10,000. Alternatively, when an associate professor of management left, most replacements were hired at the assistant level. The average salary adjustment to the vacated line was $11,600 to fill the vacancy with a newly hired assistant professor. For the three schools replacing an associate with a new associate, the existing faculty line was augmented by an average of greater than $31,000. Note that no schools reported replacing a departed assistant or associatemanagement professorwith a newhire at the rank of full professor. The results for replacing a departed full professor indicated that salary inversion was not prevalent in the management field. Twenty schools replaced a full professor of management with a new hire at the rank of assistant or associate. The average salary for the new hire at a lower rank was nearly $8,000 less. Notably the mark-to-market premium to replace a full management professor with another full professor was the highest of all at $57,000, but this situation only included two responses. SUMMARY AND CONCLUSIONS The purpose of this research was to report adjustments in existing salaries required to fill vacant management faculty positions within AACSB-accredited business schools. Data from a national survey indicated that replacements hired at the rank of assistant and associate require salary increases ranging from $10,000 to $30,000. The amount of increase varied by business school enrollment and highest degree awarded, but was consistently positive across all types of public universities and colleges.#p#分页标题#e# Although salary compression continues to be a difficult labor issue for business schools, these results indicate that complete inversion (assistants earning more than full professors) has not become widespread among management faculty. However, the data indicates positions vacated by departed associate professors of management typically required increases of greater than $10,000 to refill the position with an assistant. In light of expected continued tightening of supply in the market for candidates who hold terminal degrees for management faculty positions, business schools may need to budget for substantial increases in existing salary levels if they expect to successfully replace vacated faculty lines. （本站指导留学生论文专家提供指导assignment范文） |
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