Entry-level Managers Research Articles

Understanding the Value in Operational Decisions: The Legacy of a Food and Wine Life

Inside the operational decisions case study readers will find Catherine’s, a small restaurant with a simple but well delivered menu and an extraordinary wine list for such a small operation. The case was developed to provide students with the competencies to take on roles in entry-level management once they graduate that will allow them to grow to lead the organization in the future. Managing these establishments requires an understanding of beverages and their contribution to the profitability of the establishment as a whole. Catherine, after whom this study was written, was a caring, dedicated, and passionate educator who shared those passions with all around her. Cheers!

A Short Review of Various Models of International Human Resource Management

Nowadays, organizations are going international to capitalize on the opportunities in terms of a bigger market, cheaper resources, and flexible policies. Various types of organizations are working at the international level. They are like international companies, multinational companies,globalorganizations,translationalorganizations,international schools,international universities, etc. For this, managers need to upskill themselves to promote their organization at the international level. But we often see, a lack of proper skillset causes organizational conflict, and thus, productivity is hampered. This article is suitable for entry-level managers as well as students of human resource management who will lead a company at the international level in the upcoming days.

Opportunity and the Pandemic: Re-imagining Business Management Curriculum for First-generation Students under Cover of Pandemonium

First-generation university students negotiate with clear and evident difficulty the transition from the familiarity of secondary (high school) education to tertiary (university) education. The impersonal nature of tertiary education generally—and particularly so since the pandemic advent—accentuates marginalisation of vulnerable youth and impinges on effective learning and a favourable learning experience. A more desirable state would include demystification of the processes of becoming a student-customer, firstly, and thereafter a learner-initiate. Teaching faculty, in the (necessarily virtual) classroom, serve as the user-interface with the impersonal and often impenetrable administrative and teaching dimensions of the university exosystem. The rationale is that, were the pathway from high school graduate to student-customer and learner-initiate to be less harrowing, the transition would be more composed and the journey to degree completion more gratifying. Scaffolding this rationale as a reconceptualised first-year management studies curriculum draws upon Bronfenbrenner’s bioecological model of learner development, and the foundations established by Vygotsky’s socio-cultural model of learning. In this frame, proximal processes arising as learner interaction with microsystem and exosystem dimensions of socio-economic and socio-cultural inheritance, can be addressed in the classroom to transcend learner disaffection. An entry-level management principles curriculum delivered to a substantial cohort in the second semester of 2021 served as object of phenomenological observation and interpretation. The student-experience pathway was emphasised as instructor-directed, student-focused and compensatory. Two foci are brought to the fore in this paper, rendering the curriculum content accessible for the student profile, and overcoming assessment helplessness and despondency. These accomplishments are elaborated as features of backwards design and emphasis on teaching and learning as social interaction with a more knowledgeable other.

Effects of green human resource management on green innovation through green human capital, environmental knowledge, and managerial environmental concern

The current literature in the environmental management domain proposes that employee behaviour is essential to enhancing environmental outcomes, but few studies have examined how human resource management (HRM) is linked with the green innovation of organisations. The study aims to investigate the interrelationship between green human resource management and green innovation in the hotel industry through the mediation of green human capital and environmental knowledge and moderation of managerial environmental concerns (MEC). The study was conducted on 209 participants from several occupational levels, including frontline workers, entry-level management, middle management, and top management employees of various hotel chains in Pakistan. Data were collected through stratified random sampling and analysed using the partial least structural equation modelling (PLS-SEM) technique. Resultantly, GHRM positively contributed to the green innovation of organisations. The mediating roles of green human capital and environmental knowledge were also statistically significant. Furthermore, the results reveal that the link between GHRM and green human capital is stronger with MEC as a moderator. The study contributes to the body of knowledge by investigating environmental protection based on the human capital theory through empirical evidence on hypothesised relationships. Moreover, the study extends the GHRM scope by adding predictors such as environmental knowledge for efficient hotel industry performance.

Empirical Study on Essential Managerial Skills and Their Relative Importance for an Organization for Entry Level Managers

The purpose of this paper is to analyze the essential skills required by professional course students which address the needs of corporate in the dynamic world of the 21st Century which may serve the basis during the entry to any organization. This paper uses various researches conducted in past on the essential management skills. It identifies the attributes managerial skills needed at different levels

Identification of Managerial Competency Knowledge of Management Students at Jenderal Achmad Yani University

The development of increasingly sophisticated technology is driving the era of industrial revolution 4.0, impacting Indonesian millennials entering the era of the digital economy, artificial intelligence, big data, robotics, and so on, or known as disruptive innovation phenomenon. The development of entry-level managers shows that in 2011, the company's demand was smaller than the availability of first-level managers. While it is estimated that in 2020, the company's demand will be greater than the availability of first-tier managers. This causes Indonesia to experience a gap between the needs and availability of managers both in quality and quantity of 40 to 60 percent. This study emphasized on the identification of general managerial competency knowledge, competencies seen from the frequency of managerial competency knowledge use Managerial competency identification is carried out using semi-open questionnaires, in the form of assessment of 14 manager competencies contained in generic competency model of managers from Spencer & Spencer (1993) as a reference list of competency assessment. This study used a sample of some students who were in the 7th semester as many as 192 students. The results of this study showed the highest order of Knowledge Managerial Competency occupied by Analytical Thinking (Impact and Influence) while the lowest order occupied by Developing Other (Developing others), as well as low knowledge of competency impact influence, initiative, and information seeking in students of study programs majoring in management.

Tattoos and perceptions of employment suitability in the hospitality industry

To shed light on tattoo bias in the hospitality industry, two studies were conducted in the context of employee selection. The first study that examined tattoo bias in the context of selecting entry-level managers in a hotel setting demonstrated a negative tattoo bias, which did not differ by candidate gender. The second study that examined tattoo bias in the context of selecting restaurant employees found a negative tattoo bias when evaluating candidates for guest contact positions but not for non-guest contact positions. Interestingly, there was a gender effect, whereby hiring managers preferred females with tattoos relative to males.

Are we teaching what employers want? Identifying and remedying gaps between employer needs, accreditor prescriptions, and undergraduate curricular priorities

Employers and policy makers have criticized higher education institutions for the perceived knowledge and skills deficiencies of their graduates. This article seeks to identify the gaps between employer needs, curricular priorities, and accrediting standards, specifically in the management domain. To this end, the authors content analyzed 200 job announcements for entry-level management positions in the 10 largest metropolitan statistical areas in the United States and the learning goals of 51 business programs, comparing both to the Association to Advance Collegiate Schools of Business’s Standard 9. While the findings demonstrate considerable overlap between employers’ stated needs, business programs’ curricular focus, and accrediting standards, notable gaps emerged, especially in the area of self-management. The authors discuss the implications of these findings for both business programs and accrediting bodies.

Industry Competencies and the Optimal Hospitality Management Curriculum: An Empirical Study

ABSTRACTThe purposes of this study were to investigate hospitality managers’ perceptions of the skills and knowledge of hospitality students and compare them to U.S. hospitality management undergraduate curricula. The responses of 206 surveyed managers who rated the importance of 19 skill/knowledge items were used for the analysis. To identify program skill/knowledge sets, we selected curricula from 20 leading U.S. hospitality programs and compared them to the survey results. The curriculum inquiry indicated that all programs primarily focused on teaching professional skills for various hospitality concentrations. The results suggest that the emphasis on essential competencies of communication skills and higher learning skills such as critical thinking and problem solving should remain. The current study developed a model summarizing the type of skills/knowledge that are needed from hospitality students to meet the needs of entry-level management. The content analysis results fill the gap between the hospitality education and industry on curriculum and industry requirements.

Talent & Technology: Critical Skills for a Successful Career

Talent & Technology The recently published LinkedIn “Roadmap,” which utilized data from more than 500 million members combined with a survey of 2,000 business leaders, identified that soft skills are often more needed than hard skills. SPE recognizes that its members need to possess such skills—and more. Recently, the SPE Soft Skills Committee was renamed Business and Management Leadership (BML) to better represent the needs and missions of such skills in successful careers. The BML committee organized a panel session during the 2018 SPE Annual Technical Conference and Exhibition titled “Critical Skills for Career Success” where industry leaders provided their insights on what skills make a difference in one’s career, and how to develop and master critical skills to attain business and management leadership. The moderator of the panel was Maria Capello, Kuwait Oil Company. Panelists were Kamel Ben Naceur, ADNOC; Behrooz Fattahi, The EnerTrain Institute; Ford Brett, PetroSkills; Thomas Blasingame, Texas A&M University; and Janeen Judah, 2017 SPE President. The key takeaway of the panel was that, no matter your position, entry-level or senior management, you must be able to manage and motivate people. Employers want and need people who can stretch out of their comfort zone and see change as an opportunity for growth and innovation. Having the ability to accept and adapt is important, because adjusting to a new environment is now part of the mod-ern world of working. Ben Naceur, ADNOC’s chief economist, started the discussion. He has worked in 14 countries and experienced four price cycles in the oil industry, during which he envisioned and empowered his career progression into new roles. His vision grew with every new role, allowing him to understand the importance of soft skills. Ben Naceur started his career in a technical position within an R&D organization, shifting into the applications side of the industry, supervising complex hydraulic fracture stimulations, requiring immediate decision-making and the management of people from very diverse cultural settings. Later, he became Minister for Industry, Energy, and Mines in his home country, Tunisia, a huge responsibility he accepted mainly to be able to give back to his nation. During the panel discussion, he asserted that being able to continuously adapt to new jobs, new cultures, and new languages is of critical importance—and although diverse technical skills were essential for his career, Ben Naceur credits soft skills as the “building bridges” that enabled major course changes. “People tend to judge you for what they can see but they don’t know what is inside you, and that is precisely the part you need to pay attention to,” said panelist Fattahi, 2010 SPE President. Further, “in the logical plane of your brain, 1 plus 1 is always 2. That’s logic…but not on the emotional plane. We always tend to train for logic but we do not pay attention to the emotional system.”

Customer participation in services and employee innovative behavior

PurposeThis paper aims to investigate the influence of customer participation in services on the innovative behaviors of employees. Although previous studies have acknowledged the importance of customers in service innovation and investigated how customer participation in product development teams affect innovation, the effect of mandatory customer participation in services on the employee innovative behavior has not been examined. In addition to addressing such gap, this study proposed the mediating role of interpersonal trust in the relationship between customer participation and employee innovative behavior and then tested the hypotheses in a restaurant context.Design/methodology/approachA total of 514 valid questionnaires were collected from frontline employees or entry-level managers in 25 well-known restaurants (including 14 hotels and 11 freestanding restaurants) in Beijing, China. The relationships among customer participation, interpersonal trust and employee innovative behavior were examined using structural models analyzed in AMOS 20.0.FindingsThe structural equation modeling results indicate that customers’ information and emotional participation in services significantly influence the innovative behavior of employees, whereas behavioral participation does not. In addition, a high level of interpersonal trust between customers and employees may increase employee innovative behaviors. Moreover, unlike cognitive trust, affective trust mediates the relationship between customer information or emotional participation and employee innovative behavior.Practical implicationsFindings indicate that service firms can encourage customers to participate actively in service co-creation; their participation in terms of information is encouraged to foster employee innovative behaviors by training employees and establishing an appropriate climate for information exchange. Moreover, service firms must pay attention to the emotions of customers during the service processes. Furthermore, the affective trust between customers and employees is significant to service firms, which need to take measures for employees to manage their relationships with customers well.Originality/valueBased on the concepts of service marketing and organizational behavior, this study contributes to the research on customer–employee co-production and employee innovative behavior from an interdisciplinary perspective. The study reveals the influencing mechanism of customer participation on employee innovative behavior and contributes to the research on customer–employee interpersonal trust. Previous studies emphasized the importance of trust among work group members in innovation, while this study supports the association between customer–employee interpersonal trust and employee innovative behaviors.

The US Healthcare Facilities Management Industry's State of Hiring from Facilities Management Academic Programs

ABSTRACT The purpose of this research is to better understand the current state of US healthcare FM industry hiring practices from FM academic programs. A national survey was distributed to healthcare FM directors to collect quantifiable information on healthcare organizations and their hiring practices from FM academic programs. Survey respondents that hired directly from an academic program were contacted for phone interviews. Results indicate that the healthcare FM industry is hiring very few college interns and new college graduates for entry-level management jobs. This paper is valuable in establishing the current state of the US healthcare industry's hiring practices from FM academic programs. Results will be used to better understand the needs and barriers of entry-level FM employment from FM academic programs as a potential source for new talent to the healthcare FM industry.

Third Generation Discrimination: The Ripple Effects of Gender Bias in the Workplace

Third Generation Discrimination: The Ripple Effects of Gender Bias in the Workplace

CFA and soft skill competencies for entry-level managers

Post-recession employers will look for individuals possessing skills that increase their sales and clientele through friendly service and boost their productivity through problem solving and commun...

Sink or Swim: The Role of Workplace Context in Shaping Career Advancement and Human-Capital Development

We develop and test predictions on how early career challenges arising from the workplace context affect short- and long-term career advancement of individuals. Typically an organization’s decision to deploy a manager to one of several possible contexts is endogenous to unobservable factors, and selection makes it challenging to disentangle the effect of workplace context on individual career advancement. We work around this problem by studying an organization, the Indian Administrative Services, which deploys entry-level managers quasirandomly across India. We find that managers deployed to more challenging contexts early in their careers experience faster career advancement in the short term. We present suggestive evidence that this is because challenging contexts provide managers more opportunities to develop skills (“crucible experiences”), and a greater motivation to relocate out of the challenging context. We also find that managers deployed to a challenging context early in their careers continue to experience faster advancement in the long term, suggesting that initial deployment to a challenging context is associated with human capital development. Managers initially deployed to more challenging contexts were not, however, more likely to break into the upper echelons of the organization. The e-companion is available at https://doi.org/10.1287/orsc.2017.1115 .

Comparing students' and managers' perceptions of essential entry-level management competencies in the hospitality industry: An empirical study

The age-old higher education concern of graduates’ industry relevancy coupled with the mounting program outcomes emphases of business schools led us to research program exit competencies. Our study determined knowledge and skills that employers most seek when hiring entry-level managers within the business discipline of hospitality management. We compared these results to student perceptions of industry-preferred managerial competencies. T-test, ANOVA, and regression analyses revealed findings suggesting that managers and students have different perceptions regarding entry-level managerial competencies. We discuss research implications, practical suggestions, and future recommendations about identifying the most essential management competencies for graduates to effect curricular changes.

CHALLENGES FACING COMMERCIAL BANKS IN THE IMPLEMENTATION OF CAPITAL ADEQUACY REQUIREMENT IN BASEL III FRAMEWORK

Purpose: The purpose of the study was to identify challenges facing commercial banks in the implementation of capital adequacy requirement in Basel III framework.Methodology: A descriptive survey design was applied to a population of 43 commercial banks operating in Kenya. The target population composed of the 159 management staff currently employed at the head offices of the various commercial banks in Kenya. The population was composed of Senior, Middle and Junior or Entry level Management staff. A sample of 30% was selected from within each group. Primary data was gathered using questionnaires which were dropped off at the bank's head offices and picked up later when the respondents had filled the questionnaires. Descriptive analysis was used to analyze quantitative data while content analysis was used to analyze qualitative data.Results: The study concludes that the implementation of Basel III requirement has been faced by various challenges like growth barrier, regulatory constraints, risk and finance management culture and additional capital challenges. In addition, the study concluded that commercial banks face challenges in deciding how best to implement a solution that will allow them to comply with Basel III, how to operate the systems and processes for improved operational effectiveness, and how to understand and ultimately reduce their capital requirements.Unique contribution to theory, practice and policy: The study recommends that Banks should manage their risks more closely and avoid a build-up of unintended risk, reducing the opportunities for regulatory capital arbitrage. This would go a long way in eliminating growth barriers, regulatory constraints, capital adequacy requirement, risk and finance management culture and additional capital challenges.

IMPORTANCE OF CAPITAL ADEQUACY REQUIREMENTS IN BASEL III FRAMEWORK FOR COMMERCIAL BANKS IN KENYA

Purpose: The purpose of the study was to examine the importance of capital adequacy requirements in Basel III framework for commercial banks in KenyaMethodology: A descriptive survey design was applied to a population of 43 commercial banks operating in Kenya. The target population composed of the 159 management staff currently employed at the head offices of the various commercial banks in Kenya. The population was composed of Senior, Middle and Junior or Entry level Management staff. A sample of 30% was selected from within each group. Primary data was gathered using questionnaires which were dropped off at the bank's head offices and picked up later when the respondents had filled the questionnaires.Descriptive analysis was used to analyze quantitative data while content analysis was used to analyse qualitative data.Results: The study concludes that capital adequacy requirement is perceived to be important in commercial banks. The study thus deduces that financial stability, credit risk management, reduced vulnerability to liquidity shocks balance sheet structure and deposit insurance affect the capital requirement of the commercial banks in Kenya. In addition, the study concluded that Basel III increases capital requirements for counterparty credit risk arising from derivatives, repurchase agreements and securities financing activities.Unique contribution to theory, practice and policy: The study recommends that banks should ensure a flexible Basel III management expertise that delivers speed, accuracy, and performance to deliver competitive advantage.

MEASURES COMMERCIAL BANKS HAVE TAKEN TO ENSURE COMPLIANCE WITH THE CAPITAL ADEQUACY REQUIREMENT IN BASEL III FRAMEWORK

Purpose: The purpose of the study was to establish measures commercial banks have taken to ensure compliance with the capital adequacy requirement in Basel III framework.Methodology: A descriptive survey design was applied to a population of 43 commercial banks operating in Kenya. The target population composed of the 159 management staff currently employed at the head offices of the various commercial banks in Kenya. The population was composed of Senior, Middle and Junior or Entry level Management staff. A sample of 30% was selected from within each group. Primary data was gathered using questionnaires which were dropped off at the bank's head offices and picked up later when the respondents had filled the questionnaires. Descriptive analysis was used to analyze quantitative data while content analysis was used to analyze qualitative data.Results: Based on the findings the study concluded that the commercial banks in Kenya have taken various measures to ensure compliance with capital adequacy requirement such as cutting back on lending, market rights issue/bonds, increasing revenue growth/cutting costs and withholding dividend payment. In addition, the study concluded that commercial banks, in a bid to reduce the challenges experienced in the implementation of capital adequacy requirement, they opt to purchase high quality liquid assets, increasing their maturity profile and increasing retail deposits.Unique contribution to theory, practice and policy: The study recommends that it is vital to understand the forces behind the increasing sophistication and efficiency of risk management systems, before adopting them more widely for regulatory purposes

The Business School at Ivy State University: Cost Behaviors

Some potentially painful cost reductions will have to be made at the Ivy State University Business School, so the business manager has been asked to develop a list of initial cost cuts. To visualize how the budget's major line-item costs have behaved, he uses a set of graphs to understand and be able communicate to the directors of the various operating units what resources or activities need to be curtailed in order to reap the largest financial cost savings. Excerpt UVA-C-2346 Sept. 18, 2013 THE BUSINESS SCHOOL AT IVY STATE UNIVERSITY: COST BEHAVIORS The financial vice was tightening on the administration at the Ivy State University Business School (ISUBS). The state legislature had announced significant subsidy cuts, alumni were not making financial contributions at the same level as in prior years, and corporate donors were dispensing fewer dollars in a more restricted fashion. ISUBS's budgeting process for the coming year had begun, and it appeared to Janice McAlister, vice president of finance, that it was not going to be a pleasant one. Unless revenues increased from an unforeseen source, potentially painful cost reductions would have to be made. Indeed, McAlister had just instructed Jerry Franklin, the school's business manager, to develop a list of initial cost cuts. Jerry Franklin Franklin's financial background was not extensive. He had graduated from ISUBS four years earlier, and his story was the proverbial “in the right place at the right time” one. After graduation, he and his wife decided not to relocate because she had a great nursing job in a local doctor's office. So he scoured the area looking for a position and was fortunate to find an entry-level management position in the back-office operations department of a local bank. . . .