the only thing unchanged is Change: February 2011

Monday, February 28, 2011

Gender in Management: An International Journal

http://www.emeraldinsight.com/journals.htm?issn=1754-2413&volume=23&issue=3

Fiona Wilson

http://www.gla.ac.uk/departments/management/ourstaff/researchandteachingstaffbyname/fionawilson/#d.en.79555

Carter, S., Shaw, E., & Wilson, F. 2007, "Gender, Entrepreneurship and Bank Lending: the criteria and processes used by bank loan officers in assessing applications", Entrepreneurship, Theory and Practice, 31(3), p.427-444.

Riach, K. & Wilson, F. 2007, "Don't Screw the Crew: Exploring the Rules of Engagement in Organizational Romance", British Journal of Management, 18, p.79-92.

Wilson, F., Carter, S., Tagg, S., Shaw, E., & Lam, W. 2007, "Bank Loan Officers' Perceptions of Business Owners: The Role of Gender", British Journal of Management, 18(2), p.154-171.

Carter, S., Shaw, E., Wilson, F., & Lam, W. 2005, "Gender, Entrepreneurship and Business Finance: Investigating the Relationship Between Banks and Entrepreneurs in the UK," in Women Entrepreneurs and their Businesses: A Global Research Perspective, C. Brush et al., eds., Edward Elgar, Cheltenham, UK, p.373-392.

Wilson, F. 2005, "Caught between difference and similarity: the case of women academics", Women in Management Review, 20(4), p.234-248.

Beirne, M., Riach, K., & Wilson, F. 2004, "Controlling Business? Agency and Constraint in Call Centre Working", New Technology, Work and Employment, 19(2), p.96-109.

Fowler, B. & Wilson, F. 2004, "Women Architects and their Discontents", Sociology, 38(1), p.101-120.
ISBN: 0038-0385

Wilson, F. 2004, "Can Compute, Won't Compute", New Technology, Work and Employment, 18(2), p.127-142.
ISBN: 0268-1072

Wilson, F. 2004, "Equal Pay and the Public Sector", Public Money and Management, October, p.216-217.

Wilson, F. 2004, Lavoro e organizzazioni Bologna.
ISBN: 88-15-09949-2

Wilson, F. 2004, Organisational Behaviour and Work: A Critical Introduction, 2nd edn, Oxford University Press.
ISBN: 0-19-926141-5

Wilson, F. 2004, "Women in Management in the UK," in Women in Management Worldwide: Facts, Figures and Analysis, M. J. Davidson & R. J. Burke, eds., Ashgate.

Wilson, F. & Nutley, S. 2003, "A Critical Look at Staff Appraisal - the case of women in Scottish universities", Gender, Work and Organization, 10(3), p.301-219.
ISBN: 0968-6673

Wilson, F. 2003, Organizational Behaviour and Gender, 2nd Edition edn, Ashgate.
ISBN: 0-7546-0900-6

Wilson, F. 2002, "Management and the Professions: How Cracked is that Glass Ceiling?", Public Money and Management, 22(1), p.15-20.
ISBN: 0954 0962

Nutley, S., Perrott, S., & Wilson, F. 2002, "Gender, the Professions and Public Management (Editorial)", Public Money and Management, 22(1), p.7-15.
ISBN: 0954-0962

Wilson, F. 2002, "Dilemmas of Appraisal", European Journal of Management, 20(6), p.620-629.
ISBN: 0263-2373

Wilson, F. & Siann, G. 20014, "Women and Architecture", Enviroment by Design, 4(1), p.29-51.

Paton, D. & Wilson, F. 2001, "Managerial Perceptions of Competition in Knitwear Producers", Journal of Managerial Psychology, 1(4), p.289-300.
ISBN: 0268-3946

Tantoush, T., Clegg, S., & Wilson, F. 2001, "CADCAM Integration and the Practical Politics of Technological Change", Journal of Organizational Change Management, 14(1), p.9-27.

Tantoush, T., Clegg, S., & Wilson, F. 2001, "CADCAM integration and the practical politics of technological change", Journal of Organizational Change Management, 14(1), p.9-27.

Wilson, F. & Thompson, P. 2001, "Sexual Harassment as an Exercise of Power", Gender, Work and Organization, 8(1), p.61-83.
ISBN: 0968-6673

gender and organization

Wilson, F. (1996). Research Note: Organizational Theory: Blind and Deaf to Gender? Organization Studies, 17(5), 825-842

introduction

Hartley, J. (2008). Academic writing and publishing a practical guide. New York : Routledge. chapter 2.5

abstract and keyword

Hartley, J. (2008). Academic writing and publishing a practical guide. New York : Routledge. chapter 2.3
background, aim, method, result, conclusion
structured abstract, chapter 2.3
keyword, page 39

title

Hartley, J. (2008). Academic writing and publishing a practical guide. New York : Routledge. Page 27

Sunday, February 27, 2011

private and nonprofit -- importance of extrinsic work values

No significant differences were observed between private and nonprofit sectors with respect to the importance of extrinsic work values ( e.g., job security, pay or benefits ) (Lyons, Duxbury, & Higgins, 2006).

Saturday, February 26, 2011

What is experience?

You must understand what experience is, because it is this accumulated experience which is all the time building images - so what is experience? The word 'experience' means to go right through something, but we never do! Let us take it at the simplest level! You insult me and the experience remains, leaves an imprint on my mind, becomes part of my memory, so you are my enemy; I don't like you. And the same thing happens if you flatter me, then you are my friend; the memory of the flattery remains as does the insult. Please follow this very carefully! Can I, at the moment of the flattery or the insult, go through it completely, so that the experience leaves no mark on the mind at all? This means that when you insult me, I listen to it and look at it, totally, completely, objectively and without emotion, as I look at this microphone, which means giving total attention to it with my whole mind and heart, to find out if what you say is true and if it isn't, then what is the point of holding on to it. This is not a theory; the mind is never free if there is any form of conceptual thinking or image-building. And I do the same if you flatter me, say what a marvellous speaker I am. I listen with my whole mind and heart while you are speaking, not afterwards, to find out why you are saying It and what value it has, whether or not I am a marvellous speaker, then I have both finished with insult and flattery. - Talks with American Students, Chapter 7 2nd Talk at Claremont College California 10th November, 1968

Complete negation is complete action

Thought is the entity that divides and through thought, that is through analysis, you hope to come upon that state in which there is no division at all; you can't do it, it can only come about when the mind itself sees and understands this whole process, and is then completely quiet. That word 'understanding' is very important; a description doesn't bring understanding, neither does finding out the cause of something. So what brings understanding? What is understanding? Have you ever noticed when your mind is quietly listening - not arguing, judging, criticizing, evaluating, comparing but just listening, then in that state the mind is silent and then only understanding comes. There is this division within ourselves, this everlasting contradiction and we must simply be aware of it, and not try to do anything about it, because whatever we do causes this division. So complete negation is complete action. - Talks with American Students, Chapter 7 2nd Talk at Claremont College California 10th November, 1968

Psychological time exists only when there is comparison

Psychological time exists only when there is comparison, when there is a distance to be covered between 'what is' and 'what should be', which is the desire to become somebody or nobody, all that involves psychological time and the distance to be covered. So one says, is there a tomorrow, psychologically? And this you will not be able to answer. Is there tomorrow - 'tomorrow' having come into being because I have had a moment of complete freedom, a complete feeling of something, and it has gone. I would like to keep it, to make it last. Making it last is a form of greed. We struggle to achieve that thing again. All this is implied in psychological time. When you have some experience of joy, of pleasure or whatever it is, live it completely and do not demand that it should endure, because then you are caught in time. - Talks with American Students, Chapter 4 1st Talk at Morcelo, Puerto Rico 14th September, 1968

Wednesday, February 23, 2011

long-term CEOs of nonprofit org

long-term CEOs are unlikely to undertake new initiatives (Hambrick and Mason, 1984), that they tend to compromise on organizational performance (Miller, 1991), and that they are reluctant to institute a change in organizational direction (Wiersema, 1992).

grounded theory

Glaser and Strauss (1967) and Strauss and Corbin (1990)

women and morality

Frank, R. H. (1996). What Price the Moral High Ground? Southern Economic Journal, 63(1), 1-17.
Women are more likely than men to choose jobs that afford high measures of moral satisfaction, but men who choose such jobs pay precisely the same wage penalty that women do.

Tuesday, February 22, 2011

nonproﬁt wages are higher than private wages

Leete, L. (2001). Whither the Nonprofit Wage Differential? Estimates from the 1990 Census. Journal of Labor Economics, 19(1), 136-170.
Rose-Ackerman (1996) points out that in industries in which nonproﬁt
and for-proﬁt organizations compete, nonproﬁt organizations are gener-
ally larger. As is well known, larger organizations typically pay higher
wages, perhaps because of their ability to exploit economies of scale
(Brown and Medoff 1989).
Feldstein (1971), Shackett and Trapani (1987), Borjas, Frech, and Ginsburg (1983), and Preston (1989) have all suggested that freedom from tax, regulatory, or proﬁt-maximizing pressures allows nonproﬁts to distribute rents to workers. Feldstein offers a precursor to Akerlof’s (1984) “gift-exchange” rationale for why they might do so,
which in turn is suggestive of efﬁciency-wage arguments.
Borjas et al. (1983) argue that because nonproﬁts are constrained from accumulating a
surplus, there is less incentive for them to minimize costs. Alternately, a positive or negative nonproﬁt wage differential could result from unobservable (to the researcher) differences in working conditions, worker characteristics, or both. Firm and worker differences may be correlated if different work environments or corporate cultures cause workers with different traits to self-select differentially into the two sectors.
Ito and Domain (1987) suggest an application of the efﬁciency-wage hypothesis (Yellen 1984) to the nonproﬁt sector that could fall into either class of explanations offered above. They argue that efﬁciency wages might be more prevalent in nonproﬁt settings because of the nature of the output in the sector and the difﬁculty of monitoring worker effort there. This explanation requires that nonproﬁt and for-proﬁt ﬁrms produce different products. Alternately, however, one might argue that even
when producing the same product, nonproﬁt and for-proﬁt ﬁrms might organize production differently, leading to the use of efﬁciency wages in one setting and not the other (as suggested by Feldstein’s argument above).
Preston (1988) found higher wages for nonproﬁt day-care workers, while Borjas et al. (1983) found little difference between wages in nonproﬁt and for-proﬁt nursing homes.
Leete (1993) found
professional staff in nonproﬁt residential care facilities to have 36% higher wages than comparable staff in for-proﬁt facilities.
The ﬁnding of an economy-wide nonproﬁt-wage differential that is close to zero or slightly positive is at odds with the perception of a large negative wage difference put forth by a number of previous authors (e.g., Preston 1989; Mirvis and Hackett 1983; Johnston and Rudney 1987). The ﬁndings here could be interpreted to mean that there are no wage differences between nonproﬁt and for-proﬁt jobs once industry and
occupation of employment are accounted for. This interpretation would run counter to all of the theoretical arguments in the existing literature. --- Leete, L. (2001). Whither the Nonprofit Wage Differential? Estimates from the 1990 Census. Journal of Labor Economics, 19(1), 136-170.

donative-labor hypothesis, nonprofit wages are lower than private sector

Leete, L. (2001). Whither the Nonprofit Wage Differential? Estimates from the 1990 Census. Journal of Labor Economics, 19(1), 136-170.

These ideas, all variants of the donative-labor hypothesis, are attributable to the work of Hansmann (1980), Preston (1989), Rose-Ackerman (1996), and Frank (1996). While each author offers a slightly different rationale and formulation, in each case individuals accept lower pay from a nonproﬁt organization in return for assisting with production in which the worker ﬁnds intrinsic value. According to Preston, this lower pay is equivalent to a monetary donation to an organization producing public goods. Frank views it as a compensating differential in return for work that is more morally palatable. Alternately,

Rose-Ackerman notes that ideologues may accept lower pay in return for the guarantee that their efforts are helping to achieve their idealistic goals and are not lining the pockets of for-proﬁt stockholders. Hansmann suggests that it is a result of a sorting mechanism through which employees more interested in the production of quality services than in ﬁnancial gain signal this to nonproﬁt organizations. The variants put forth by both

Hansmann and Rose-Ackerman are particularly applicable to the case in which nonproﬁt organizations are formed because of information asymmetries and consumers take nonproﬁt status as an indicator of either product quality or integrity along ideological lines.

Preston (1989) found up to 15% lower wages for white-collar nonproﬁt workers.
Weisbrod (1983) found that nonproﬁt lawyers earn 20% less.

nonprofit vs other (public and private) wages

Emanuele, R. (1997). Total Cost Differentials in the Nonprofit Sector. Nonprofit and Voluntary Sector Quarterly, 26(1), 56-64.
Emanuele, R., & Simmons, W. O. (2002). More than Altruism: What does the cost of fringe benefits say about the increasing role of the nonprofit sector? Mid - American Journal of Business, 17(2), 31-36.

Action without ideation

The idea is the result of the thought process,

the thought process is the response of memory,

and memory is always conditioned.

Memory is always in the past, and that memory is given life in the present by a challenge. Memory has no life in itself; it comes to life in the present when confronted by a challenge. And all memory, whether dormant or active, is conditioned, is it not? Therefore there has to be quite a different approach. You have to find out for yourself, inwardly, whether you are acting on an idea, and if there can be action without ideation. - J. Krishnamurti, The Book of Life

Acting without idea is the way of love

Thought must always be limited by the thinker who is conditioned. The thinker is always conditioned and is never free. If thought occurs, immediately idea follows.

Idea in order to act is bound to create more confusion.

Knowing all this, is it possible to act without idea? Yes. It is the way of love.

Love is not an idea; it is not a sensation; it is not a memory; it is not a feeling of postponement, a self protective device. We can only be aware of the way of love when we understand the whole process of idea. Now, is it possible to abandon the other ways and know the way of love, which is the only redemption? No other way, political or religious, will solve the problem. This is not a theory which you will have to think over and adopt in your life; it must be actual... ...When you love, is there idea? Do not accept it; just look at it, examine it, go into it profoundly because every other way we have tried, and there is no answer to misery. Politicians may promise it. The so called religious organisations may promise future happiness, but we have not got it now and the future is relatively unimportant when I am hungry. We have tried every other way; and we can only know the way of love if we know the way of idea and abandon idea, which is to act. - J. Krishnamurti, The Book of Life

Energy to inquire.

After all, to find out anything you must have energy, and you need a great deal of energy to inquire into something totally new. And to have that energy, you must have listened to the old pattern of life, neither condemning nor approving. You must have listened to it totally - which means you have understood it, you have understood the futility of living that way. When you have listened to the futility of it, you are already out of it. Then you have - not intellectually but deeply - felt the uselessness of living that way and have listened to it completely, totally; then you have the energy to inquire. If you have not the energy, you cannot inquire. That is, when you deny that which has brought about this misery, this conflict - which we have gone into - that denial, that very negation of it is positive action. - Talks by Krishnamurti In India 1966 (Authentic Report) Madras-Bombay-New Delhi

Sunday, February 20, 2011

Leete' s (2001) examination of data from the 1990 Census indicates that the overall
nonprofit differential is eliminated by including detailed controls for industries and
occupations. Within three-digit industries, nonprofit workers are as likely to obtain
statistically significant wage premiums as penalties. These conclusions need to be
interpreted with caution, however, because the controls for industries and occupa-
Leete, Laura. 2001. "Whither the Nonprofit Wage Differential? Estimates from the 1990
Census." Journal of Labor Economics 19(1): 136-70.

Preston (1988) shows that federally regulated non- profit day care centers pay 5 to 10 percent more than for-profit facilities and interprets this as evidence of philanthropic wage-setting. However, she finds no differential for non-federally regulated centers

Weisbrod (1983) shows that public interest lawyers earn 20 percent less than those
in the private sector and believes this is due to heterogeneity in preferences, rather
than in worker quality. However, using the same data, Goddeeris (1988) claims the
lower wages reflect personal characteristics and that public interest attorneys earn
no less than if employed by profit-seeking companies.

Saturday, February 19, 2011

Ruhm and Boroski (2000) that found that when one compares salaries between nonprofit and for-profit employees in the same industry, the salary gap reduces almost to zero.

Our results generally support the hypothesis that nonprofit workers are paid in
competitive labor markets and do not "donate" labor to their employers by accepting
lower wages. What this means is that, after controlling for limited set of job charac-
teristics, persons in nonprofits earn approximately the same amount as if they were
employed in equivalent positions with profit-seeking firms. This is true even though
the wages of nonprofit employees average 11 percent less than those of their counter-
parts with similar observed attributes. The reason for the lower earnings is that non-
profit jobs require fewer hours and are concentrated in a small number of industries
that offer relatively low pay but are probably also desirable places in which to work.
Our evidence does not rule out the possibility of wage penalties or premiums for
selected groups. However, the magnitudes of the differentials are generally small
and do not detract from the dominant role that competition appears to play in setting
nonprofit wages.

Ideology prevents action

The world is always close to catastrophe. But it seems to be closer now. Seeing this approaching catastrophe, most of us take shelter in idea. We think that this catastrophe, this crisis, can be solved by an ideology. Ideology is always an impediment to direct relationship, which prevents action. We want peace only as an idea, but not as an actuality. We want peace on the verbal level which is only on the thinking level, though we proudly call it the intellectual level. But the word peace is not peace. Peace can only be when the confusion which you and another make ceases. We are attached to the world of ideas and not to peace. We search for new social and political patterns and not for peace; we are concerned with the reconciliation of effects and not in putting aside the cause of war. This search will bring only answers conditioned by the past. This conditioning is what we call knowledge, experience; and the new changing facts are translated, interpreted, according to this knowledge. So, there is conflict between what is and the experience that has been. The past, which is knowledge, must ever be in conflict with the fact, which is ever in the present. So, this will not solve the problem but will perpetuate the conditions which have created the problem. - J. Krishnamurti, The Book of Life

Friday, February 18, 2011

how to write a lot: a practical guide to productive academic writing

2007 by P. J. Silvia

Do ideas limit action?  

Can ideas ever produce action, or do ideas merely mold thought and therefore limit action? When action is compelled by an idea, action can never liberate man. It is extraordinarily important for us to understand this point. If an idea shapes action, then action can never bring about the solution to our miseries because, before it can be put into action, we have first to discover how the idea comes into being. - J. Krishnamurti, The Book of Life

Ideas are not truth

It is only when the mind is free from idea that there can be experiencing. Ideas are not truth, and truth is something that must be experienced directly, from moment to moment. It is not an experience which you want, which is then merely sensation. Only when one can go beyond the bundle of ideas - which is the 'me', which is the mind which has a partial or complete continuity; only when one can go beyond that, when thought is completely silent, is there a state of experiencing. Then one shall know what truth is. - J. Krishnamurti, The Book of Life

Action without idea  

What do we mean by 'idea'? Surely idea is the process of thought, is it not? Idea is a process of mentation, of thinking; and thinking is always a reaction, either of the conscious or of the unconscious. Thinking is a process of verbalisation which is the result of memory. Thinking is a process of time. So, when action is based on the process of thinking, such action must inevitably be conditioned, isolated. Idea must oppose idea; idea must be dominated by idea. There is a gap then between action and idea. What we are trying to find out is whether it is possible for action to be without idea. We see how idea separates people. As I have already explained, knowledge and belief are essentially separating qualities. Beliefs never bind people, they always separate people. When action is based on belief, or an idea, or an ideal, such an action must inevitably be isolated, fragmented. Is it possible to act without the process of thought; thought being a process  of time, a process of calculation, a process of self-protection, a process of belief, denial, condemnation, justification? Surely it must have occurred to you, as it has to me, whether action is at all possible without idea. - J. Krishnamurti, The Book of Life

someone in IL tried to log in my facebook account, your IP is caught

someone in IL tried to log in my facebook account, your IP is caught
who is this person?
why did you log in my facebook account?
how did you find my password to log in?
your IP is caught by facebook security team and you are followed up by security guards

education and volunteer

higher education are more likely to volunteer
Houston, D. J. (2006). “Walking the Walk” of Public Service Motivation: Public Employees and Charitable Gifts of Time, Blood, and Money. Journal of Public Administration Research and Theory, 16(1), 67-86

2012 Annual Meeting of the Academy of Management

August 3-7, 2012 | Boston, Massachusetts, USA 2013

religiosity and volunteer

affiliation with a church expose individuals to social networks and draw people into volunteering activities ; religiosity help increase social connectedness (Becker & Dhingra, 2001)
Religious involvement and volunteering: Implications for civil society. Sociology of Religion, 62: 315-335.
religiosity influences the internationalization of values consistent with volunteerism; churches promote cultural norms of benevolence, charity, and service to others (Eckel & Grossman, 2004; Wuthnow, 1991)
Eckl & Grossman, 2004, Giving to secular causes by the religious and nonreligious: An experimental test of the responsiveness of giving to subsidies. Nonprofit and voluntary sector quarterly, 33: 271-289
Wuthnow, 1991, Acts of compassion, -- book
Historically, religious organizations were instrumental in addressing the unmet needs of a community (Putnam, 2000). Bowling alone
the greater an individual's level of religiosity, the more likely an individual is to volunteer (Greeley, 1997; Lam, 2002; Putnam, 2000)
Greeley 1997, The other civic America: religion and social capital, American prospect, 32: 68-73
Lam, 2002, As the flocks gather: how religion affects voluntary association participation. Journal for the Scientific study of religion, 41: 405-422.
Gill (1999) those who volunteer are more likely to be weekly attendees of church than nonvolunteers
Gill, 1999; churchgoing and christian ethics, book
Churchgooing to be positively correlated with a greater propensity to volunteer (Becker and Dhingra, 2001; Chambre, 1987; Putnam 2000; Wilson & Musick, 1997; Wuthnow, 1991)
Chambre, 1987, good deeds in old age --- book
Wilson & Musick, 1997, who care: toward an integrated theory of volunteer work, American sociological review, 62: 694-713
Denominational membership influences volunteering patterns (Curtis, Baer, Grabb, 2001; Hoge et al., 1998; Wilson & Janoski, 1995)
Wilson & Janoski, 1995, the contribution of religion to volunteer work. Sociology of religion, 56: 137-152.
Curtis et al., 2001. Nation of joiners: explaining voluntary association membership in democratic societies. American sociological review, 66: 783-805
Hoge et al., 1998. The value of volunteers as resources for congregations. Journal for the scientific study of religion. 37: 470-480.
Lam (2002) looks beyond churchgoing and membership to focus on other aspects of religious life. The frequency of prayer and religious reading is positively associated with giving the gift of time
the increased volunteering that results from religiosity is generally confined to related religious organizations and does not translate into giving more time to secular organizations (Cnaan, Katernakis , Wineburg, 1993; Gerard, 1985; Putman, 2000; Sundeen 1992; Wuthnow, 1991)
Cnaan et al., 1993, religious people, religious congregations, and ..., nonprofit and voluntary sector quartely, 22: 35-51
Gerard, D. 1985, values and voluntary work
sundeen, 1992, differences in personal goals and attitudes among volunteers, nonprofit and voluntary sector quarterly, 21: 271-291
Barry (1996). how a flat tax would affect charitable contributions, book
Eckel & Grossman, 2004
Independent Sector, 2002, giving and volunteering in the united states 2001, book
Jackson et al., 1995, volunteering and charitable giving.... nonprofit and voluntary sector quarterly, 24: 59-78
Houston, D. J. (2006). “Walking the Walk” of Public Service Motivation: Public Employees and Charitable Gifts of Time, Blood, and Money. Journal of Public Administration Research and Theory, 16(1), 67-86

age and volunteer

as individuals age, they propensity to volunteer increases
Reed & Selbee, 2001. the civic core in canada... nonprofit and voluntary sector quarterly, 30: 761-780
Tiehen, 2000, has working more cause married women .... nonprofit and voluntary sector quarterly, 29: 505-529
this relationship may be curvilinear, eg., volunteering beings to decline after the age of 55
Chambre, 1987, a book
Clary, Snyder & Stukas, 1996, volunteers' motivations..... nonprofit and voluntary sector quarterly, 25: 485-505
Independent Sector, 2002
Jackson et al. 1995, volunteering and charitable giving..... nonprofit and voluntary secotr quarterly, 24: 59-78.
age is negatively related to volunteer
Houston, D. J. (2006). “Walking the Walk” of Public Service Motivation: Public Employees and Charitable Gifts of Time, Blood, and Money. Journal of Public Administration Research and Theory, 16(1), 67-86

race and volunteer

whites are more likely to volunteer than minorities
Bobo & Gilliam, 1990. race, sociopolitical participation, and black empowerment, American political science review, 83: 377-393
Palisi & Korn, 1989, national trends in voluntary association..., nonprofit and voluntary sector quarterly, 18: 179-190
Sundeen, 1992, check another citation
Wilson & Musick, 1997check another citation

women and volunteer

women are more likely to volunteer than men
Houston, D. J. (2006). “Walking the Walk” of Public Service Motivation: Public Employees and Charitable Gifts of Time, Blood, and Money. Journal of Public Administration Research and Theory, 16(1), 67-86
Caro & Bass, 1995, increasing volunteering among older people, a book chapter
Villancourt, 1994, to volunteer or not... canadian journal of economics : 27: 813-826
Black, B., & DiNitto, D. M. (1995). Volunteers Who Work with Survivors of Rape and Battering -- Motivations, Acceptance, Satisfaction Length of Service, and Gender Differences. Journal of Social Service Research, 20(1), 73 - 97. ------ This study reports on a survey of female and male volunteers in rape crisis centers and shelters for battered women concerning various aspects of their volunteer experiences. We found that for both men and women the psychic or altruistic reasons for volunteering (i.e., to help others) were most important, followed by the political motivation of helping to stop the problem of rape or battering. We also found that women rate both of these motivations more highly than men. Female volunteers also held more liberal attitudes towards women's rights and roles, though men's responses also tended toward the liberal side of the scale. Both men and women felt highly accepted and satisfied wilh their volunteer experience, but few variables in the study explained the variance in men's or women's feelings of acceptance or satisfaction. Among the more useful findings were that men's satisfaction with their volunteer experience is highly related to their feelings of acceptance by staff members. Many of the volunteers report hat lhey plan to continue volunteering indefinitely.
Greeley, A. (1997). The other civic America: Religion and social capital. American Prospect, 32, 68-73.
DeHart-Davis, Leisha, Marlowe, Justin & Pandey, Sanjay K. (2006) "Gender Dimensions of Public Service Motivation" Public Administration Review Vol. 66, No. 6, pp. 873-887.
De Cooman, R., De Gieter, S., Pepermans, R., & Jegers, M. (2011). A Cross-Sector Comparison of Motivation-Related Concepts in For-Profit and Not-For-Profit Service Organizations. Nonprofit and Voluntary Sector Quarterly, 40(2), 296-317

SEELS & NLTS-2 datasets

http://www.education.umd.edu/EDSP/SEELS/index.HTML

http://ies.ed.gov/whatsnew/conferences/?id=197

http://ies.ed.gov/ncser/projects/datasets_nlts2.asp

Houston, D.J. 2008.

Houston, D.J. 2008. ‘Behavior in the Public Sphere’, in J.L. Perry and A. Hondeghem (eds),

Motivation in Public Management: The Call of Public Service. Oxford: Oxford University Press.

Thursday, February 17, 2011

Steen, T. (2008) “Not a Government Monopoly: The Private, Nonprofit, and Voluntary
Sectors” in Perry and Hondeghem (eds): Motivation in Public Management - The Call of
Public Service, pp. 101-17. Oxford: Oxford University Press.

A huge lesson for me was that if I was gonna be successful, I had to be successful as myself

I couldn't be successful doing what other people were doing.

I had to do what I believed in and what felt real to me and felt true to me, because the worst thing to be is successful as someone else. - Jay-Z

Wednesday, February 16, 2011

call for paper -- Facilitating age diversity in organizations, June 1st, 2011.

Call for Papers for a Special Issue of the Journal of Managerial Psychology:

“Facilitating age diversity in organizations”

Guest editors:
Guido Hertel, Department of Organizational Psychology, University of Münster, Germany
Beatrice I.J.M. van der Heijden, Institute for Management Research, Radboud University, Nijmegen, the Netherlands; Open University of the Netherlands; University of Twente, The Netherlands
Annet de Lange, Department of Organizational Psychology, University of Groningen, The Netherlands
Jürgen Deller, Institute for Strategic HR Management Research and Development, Leuphana University Lüneburg, Germany
The ongoing demographic changes that take place in many industrialized countries create unique challenges for the management of working organizations. In particular, an constantly aging workforce and a declining number of young potentials require adaptations in many Human Resource Management strategies (e.g., recruiting, staffing, leadership, career development, incentive programs). In addition to age-related differences in physical and cognitive capacities, age-related changes in job-related attitudes and work experiences have to be considered as well. Moreover, growing age diversity in teams and in leader-follower interactions is an important determinant of the success of work organizations, and need to be more carefully studied.

Notably, the current demographic changes do not only create challenges, for both management and employees, but might also offer new opportunities due to a higher diversity of skills and increase in multiple perspectives at work. On the other hand, employees have to be motivated throughout their career to utilize all their capabilities, to compensate for lacking skills, and to initiate learning processes. Therefore, management in working organizations needs to know more about age-related differences in order to adapt their HRM strategies in an effective and sustainable way.

Although research activities on older workers, and on generational differences at work, have increased over the past years (e.g., Issues 4 and 8 of Volume 23 of the Journal of Managerial Psychology), many questions are still open given the fact that in most empirical studies so far age has been merely treated as a control variable. Moreover, the described demographic changes are happening right now, and thus require constantly updated research approaches, as well as fast proposals how to convert research findings into HRM strategies.

The objective of this special issue is to provide a platform for new research on age (and aging) effects at work, and the impact of HR strategies on individual and small group behaviour. In addition, the use of different methods and research designs are appropriate (e.g., experimental and non-experimental). Both empirical and conceptual contributions are welcome. Possible topic areas include, but are not limited to:

Age differences in job-related capacities, attitudes, and/or experiences at work.
Challenges and/or benefits of age diversity in teams and working organizations.
Potential strengths and performance gains of older workers.
Conceptual papers modelling or discussing age-related changes at work considering different levels of analysis (individual, team, organization, and society).
Mediating and/or moderating mechanisms of age effects (e.g., future work time perspective, perceived self-efficacy, etc.) on organizational outcome variables.
Age research using hybrid designs (e.g., multi-group, cross-lagged panel designs) aimed at differentiating between age, period, and cohort effects.
Specific HRM strategies and interventions (e.g., task design, team staffing, training, etc.) designed to facilitate age diversity, decreased stress levels, and employee wellbeing in organizations.
Age stereotypes and (prevention of) age discrimination.
Development and validation of training programs that facilitate age diversity in working organizations.
Cross-cultural differences in age-related research and outcomes.
General pros and cons of age-specific management strategies.

Viable papers specify clear links between process and outcome variables, and provide guidelines and suggestions both for practitioners and for researchers.
The deadline for first submissions is June 1st, 2011. Please submit manuscripts via e-mail attachment to Kay Wilkinson, Editorial Administrator for the Journal of Managerial Psychology, at kwilkinson@emeraldinsight.com together with a brief note that the manuscript is submitted to the special issue on “Facilitating Age Diversity in Organizations.”

Manuscripts are expected to follow the JMP submission guidelines. Please make sure that all manuscripts are 6,000 words of text or less (not counting references, tables, etc.), and the title is no more than 8 words.
http://info.emeraldinsight.com/products/journals/author_guidelines.htm?id=jmp

This special issue is open and competitive. Submitted papers will undergo the normal rigorous, double-blind review process to ensure relevance and quality. Thus, all manuscripts will be subject to double-blind peer-reviews. Interested authors are encouraged to send a short exposé via e-mail to the first guest editor to facilitate a timely planning of the special issue: ghertel@uni-muenster.de.

Of course, any other questions about the special issue may be addressed by contacting the guest editors via ghertel@uni-muenster.de.

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