Matching Items (14)
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- All Subjects: management
- Creators: Department of Management and Entrepreneurship
Description
The Community Assistant position at Arizona State University is dealing with an issue of poor year-to-year retention. Currently, a large number of Community Assistants who could return for another year are choosing not to, which is further exacerbated by the fact that graduating Community Assistants cannot stay even if they wanted to because the position must be held by active students. Through research, interviews, and testimony, this paper constructs what the Community Assistant role entails and the priorities that the role instills in current Community Assistants at ASU. It then seeks to answer the question of why low levels of year-to-year retention matter and why so many are choosing to move to different positions after their first year has ended. By building from the information provided by current Community Assistants and various management theories from a variety of sources, this paper offers actionable recommendations for Arizona State University Housing to increase retention and motivation within the Community Assistant position.
ContributorsKnauer, Remington (Author) / Arrfelt, Mathias (Thesis director) / Hom, Peter (Committee member) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05
Description
Differences between cultures have been (and continue to be) examined by researchers all over the world. Prominent studies performed by organizations such as GLOBE and Hofstede have created a foundation for our understanding of how culture affects business in different countries. They also inspired our study, which investigates how employment benefits vary in different cultures. We examined the difference in employee benefit preference of Austria and Germany compared to America and how that affects their perception of the organization. Specifically, we studied how employees in those countries would react to an increase in wage or an increase in vacation time. Each participant read a hypothetical scenario in which they received one of the two benefits. The alternative benefit was not disclosed to them. After reading about the reward, they were asked various questions about the company. These questions gauged their belief in the ability of the organization, their benevolence toward the organization, their perception of the integrity of the organization, their trust in the organization, their turnover intentions, and their obligation felt towards the organization.
Two of the six variables tested yielded statistically significant results after we performed a univariate analysis of variance test on each of the variables. The two variables that yielded statistically significant results were belief in the integrity of the organization and benevolence toward the organization. Americans expressed more benevolence and belief in the integrity of their organization when they received more vacation time, while Europeans exhibited the opposite reaction (to a lesser degree). These results could provide insight to companies that are looking to strengthen company culture or increase motivation of employees. The variables with non-significant results could be attributed to globalization, limitations of our study, or the concept of scarcity.
Two of the six variables tested yielded statistically significant results after we performed a univariate analysis of variance test on each of the variables. The two variables that yielded statistically significant results were belief in the integrity of the organization and benevolence toward the organization. Americans expressed more benevolence and belief in the integrity of their organization when they received more vacation time, while Europeans exhibited the opposite reaction (to a lesser degree). These results could provide insight to companies that are looking to strengthen company culture or increase motivation of employees. The variables with non-significant results could be attributed to globalization, limitations of our study, or the concept of scarcity.
ContributorsMackey, Henry Aloysius (Author) / Baer, Mike (Thesis director) / Hom, Peter (Committee member) / Dean, W.P. Carey School of Business (Contributor) / Department of Management and Entrepreneurship (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
This thesis analyzes the importance of positive relationships between managers and their
employees. It attempts to define what a positive work relationship is and how it can influence the
work environment. Through information found from case studies and surveys it is clear that a
good manager, as defined in this work, has a large impact on employee job satisfaction,
motivation and perceived retention rate. Using popular theories and studies I will show the
support I have for the analysis of my results as well as studies which prove my results to be
flawed.
employees. It attempts to define what a positive work relationship is and how it can influence the
work environment. Through information found from case studies and surveys it is clear that a
good manager, as defined in this work, has a large impact on employee job satisfaction,
motivation and perceived retention rate. Using popular theories and studies I will show the
support I have for the analysis of my results as well as studies which prove my results to be
flawed.
ContributorsAmmons, Karilee Rose (Author) / Hom, Peter (Thesis director) / Eric, Knott (Committee member) / Department of Management and Entrepreneurship (Contributor) / School of International Letters and Cultures (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05
Description
This paper focuses on the various types of Theories and Models that are designed to help managers and leaders influence others. Specifically, for this paper I will be exploring these Theories and Models to determine the most promising method of influence. Then I will conduct an experiment to measure the effectiveness of a methods ability to influence within Phi Kappa Theta. I will then compare the increase or decrease of service hours to the Inter Fraternal Council (IFC) at Arizona State University to judge our performance and determine whether the chosen method is effective or not.
ContributorsPetersen, Charles Casper (Author) / Baer, Michael (Thesis director) / Wynn, Bridgette (Committee member) / Department of Supply Chain Management (Contributor) / Department of Management and Entrepreneurship (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
Gamification is the idea of “gamifying” work, to make it more intrinsically motivating. This is an incredibly important aspect of management theory because it gives a different approach to the age old question, how do I motivate my employees to perform better? This study not only looks at gamification, what it is, and how it is used successfully and unsuccessfully; but also looks at gamification from a different light. This study dives into the idea of employee gamification, or when employees “gamify” their own work to keep themselves motivated, without the direction or guidance of a manager. Most importantly, this study looks at the correlation between gamification, likeness of manager, enthusiasm, physical engagement, and a few other variables to figure out what truly is the driving force behind employee motivation. Without the study and proper application of gamification, both managers and employees could be missing out on the potential to increase motivation dramatically, thus in turn creating a more efficient and productive work environment. At the end of the day, every single company is concerned with efficiency; and increasing it should be of the highest concern. This study looks at the potential benefits of gamifying work, while also figuring out what truly is the driving force behind workplace motivation.
ContributorsRosen, Joshua Harry (Author) / Baer, Michael (Thesis director) / Welsh, David (Committee member) / Department of Finance (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
For students on a college campus, many courses can present challenges to them academically. Some universities have taken an initiative to respond to this by offering tutoring opportunities at a central location. Generally this provides help for some struggling students, but others are left with many questions unanswered. Two primary reasons for this are that some tutoring services are broad in scope and that there may not be sufficient one-on-one time with a tutor. With the development of a mobile application, a solution is possible to improve upon the tutoring experience for all students. The concept revolves around the formation of a labor market of freelancers, known as a gig economy, to create a large supply of tutors who can provide their services to a student looking for help in a specific course. A strategic process was followed to develop this mobile application, called Tuzee. To begin, an early concept and design was drafted to shape a clear vision statement and effective user experience. Planning and research followed, where technical requirements including an efficient database and integrated development environment were selected. After these prerequisites, the development stage of the application started and a working app produced. Subsequently, a business model was devised along with possible features to be added upon a successful launch. With a peer-to-peer approach powering the app, monitoring user engagement lies as a core principle for consistent growth. The vision statement will frequently be referred to: enhance university academics by enabling the interaction of students with each other.
ContributorsArcaro, Daniel James (Author) / Ahmad, Altaf (Thesis director) / Sopha, Matthew (Committee member) / Department of Information Systems (Contributor) / WPC Graduate Programs (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Through this thesis we studied and interviewed 6 international business managers that oversee employees in countless countries, and the continents of where they work include: Europe, The Americas, Asia, and Africa. These six managers include: David Kuehn and Ann Marie Griffith from the United States; Bogdan Maliszewski from Poland; Denisa Madarova from the Czech Republic; Gert Schmidts from Germany; and Fer Amkreutz from the Netherlands. Per our interview questions, we discussed how these international managers view their company and culture, the external environment, the cultures they work with and oversee, and the future of international management in regards to a universal value system for business. Our questions were constructed using Hofstede's Cultural Dimensions so that we could better understand how Hofstede's Dimensions have changed due to the technological era, in regards to International Management Styles. In the end, we discovered that there is an undeniable change in how international managers are leading their teams. Throughout the business world, cultural dimensions are changing and are becoming more inclusive of other cultures. This allows managers to lead international teams more effectively and efficiently.
ContributorsGriffith, Henry Donovan (Co-author) / Kuehn, Amanda (Co-author) / Moore, James (Thesis director) / Lisjak, Monika (Committee member) / W.P. Carey School of Business (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Arizona State University has prided itself on the mission to become a global leader in innovation, sustainability, and inclusion for students of all backgrounds. To provide the most meaningful experiences and promote student growth both personally and professionally, the university offers over 800 students organizations for involvement and leadership on campus. With a heavy reliance on paper and print materials, large-scale engagement events such as Passport to ASU and Panhellenic Formal Recruitment have become wasteful and inefficient, straying from the goals established by university president, Michael M. Crow. The processes involved within these two events are outdated and limit accessibility for many students, minimizing the opportunity to get involved and connect with their peers. Engage is a company founded by an Arizona State University student, hoping to find feasible solutions to meet the needs and improve the overall student engagement experience. By designing two separate mobile applications for Passport to ASU and Panhellenic Formal Recruitment, Engage has eliminated the need for paper and print materials while simplifying the event processes for incoming students and the organizations. These apps will similarly improve accessibility for all students, allowing users to get involved and connect with peers without limitations such as transportation or time. Innovation is a key focus of Arizona State University, and to stay competitive they must find new ways to improve the student experience and modernize current offerings. Getting involved is often considered one of the defining parts of collegiate life, and the university must work to maximize opportunities and make the transition as effortless and enjoyable as possible. By implementing these two mobile apps, student engagement will reach new heights and realign with the missions Arizona State University was founded upon.
ContributorsFitzgerald, Paige Elizabeth (Author) / Montoya, Detra (Thesis director) / Giles, Bret (Committee member) / Department of Marketing (Contributor) / W.P. Carey School of Business (Contributor) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
The purpose of this research is to define significant explanatory factors behind differences in work preferences across country of origin, gender, and generation. We conducted a survey through Qualtrics, which consisted of 45 questions. The survey was administered to men and women who were U.S. citizens and non-US citizens and who were from two pre-defined generational groups: Generation X and Generation Z. Furthermore, the questions were intended to determine different work preferences in Hofstede's Cultural Dimensions (Power Distance, Masculinity/Femininity, Individualism/Collectivism, Uncertainty Avoidance), McClelland's Motivational Theory, Alpha/Beta Work Values, and Leadership Traits from the GLOBE study. We also had the opportunity to travel to Tokyo, Japan in December 2016 to gather qualitative research data regarding individuals' opinions and experiences in cultural and gender differences in the workplace. We were able to support hypotheses regarding Hofstede's Cultural Dimensions, Alpha and Beta Values, and Leadership Traits specifically across our gender and generational cohorts. Findings from the study indicate significant variations between all three cohorts. Our literature and hypotheses review, methodology, limitations, practical implications in addition to future research to expand our study will be discussed within this text. We hope to provide context and insight into how businesses of the twenty-first century can be inclusive, fair, and profitable amidst a changing workforce and a host of global factors that are constantly refining the multinational company.
ContributorsJirak, Matthew (Co-author) / Vogliotti-Simental, Hector (Co-author) / LePine, Marcie (Thesis director) / Lee, Peggy (Committee member) / Department of Supply Chain Management (Contributor) / Department of Management and Entrepreneurship (Contributor) / W. P. Carey School of Business (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description
Many theorists, corporations, and employers have struggled to foster an employee identity that benefits both the company and those working for it. Corporations have looked at ways to align its corporate identity and organizational identity in hopes that its employees will discern values similar to their own and identify with the organization. Companies hope this in turn will cause employees to support their organization, allow them to experience a stronger sense of loyalty to their company, and as a result, be retained for longer by their employers. As more millennials continue to enter the workforce, this need for retention through aligned identification with a company is even more significant. In this article we will strive to explain why corporations have had such difficulty retaining millennials, and why this generation is viewed as so hard to manage. We will do this by examining different forms of identity in a company, and isolating key millennial traits that may affect how they view their own employee identity. We will introduce the idea that millennials are stuck in a phase of neutral organizational identification, and that this is caused by a lack of alignment between what they, and the company, view as valuable. We will explore the need for companies to redefine their organizational identity to better match this new generation's needs, and discern whether an alignment between the two can be met. The concept of a generationally lower sense of self-categorization, affecting their ability to identify with their organization, will also be explored. In addition, we will discuss the idea that the largest struggle for millennial retention is caused by an inconsistency with their current job and their job expectations based on a lack of balance between their current degree of employee identification, and their idealized expectations. With these hypotheses, we will then discuss management suggestions, as well as possible further research.
ContributorsHintze, Brittney Ann (Author) / Moore, James (Thesis director) / Ashforth, Blake (Committee member) / Department of Management and Entrepreneurship (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12