東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

High technology employee values in o...

Glaid, Timothy Keith.

FindBook

Google Book

Amazon

博客來

High technology employee values in organizational culture: The impact on retention.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	High technology employee values in organizational culture: The impact on retention./
作者:	Glaid, Timothy Keith.
面頁冊數:	188 p.
附註:	Adviser: Carolyn Salerno.
Contained By:	Dissertation Abstracts International63-03A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3045945
ISBN:	0493598030

High technology employee values in organizational culture: The impact on retention.
Glaid, Timothy Keith.

High technology employee values in organizational culture: The impact on retention. - 188 p.

Adviser: Carolyn Salerno.

Thesis (D.M.)--University of Phoenix, 2002.

Despite the media and public attention to the economic recession, and the negative impact of such tragic events such as the events of September 11<super>th</super> and the collapse of the Enron Corporation, the need for top-talented workers in the high technology industry continues to grow. The leaders of these businesses are challenged to attract and retain their most valued employees.

ISBN: 0493598030Subjects--Topical Terms:

626628
Business Administration, Management.

High technology employee values in organizational culture: The impact on retention.
LDR:04230nam 2200337 a 45 001 936752
005 20110510
008 110510s2002 eng d
020 $a 0493598030
035 $a (UnM)AAI3045945
035 $a AAI3045945
040 $a UnM $c UnM
100 1 $a Glaid, Timothy Keith. $3 1260587
245 1 0 $a High technology employee values in organizational culture: The impact on retention.
300 $a 188 p.
500 $a Adviser: Carolyn Salerno.
500 $a Source: Dissertation Abstracts International, Volume: 63-03, Section: A, page: 1033.
502 $a Thesis (D.M.)--University of Phoenix, 2002.
520 $a Despite the media and public attention to the economic recession, and the negative impact of such tragic events such as the events of September 11<super>th</super> and the collapse of the Enron Corporation, the need for top-talented workers in the high technology industry continues to grow. The leaders of these businesses are challenged to attract and retain their most valued employees.
520 $a Many of today's top-talented and valued high technology workers are experiencing a luxury that has not been readily enjoyed in the United States for nearly a half of century. The growth of the information technology sector remains strong, and the demand for qualified workers within it remains high. In fact, in many parts of the country, there are more technology-positions than the number of potential and available workers.
520 $a A generation ago, the normal retirement of a worker required a lifetime of employment within the same company. Now, through the advent of cash balance accounts replacing the previously used annuity-based pension and retirement plans, today's workers can select among a myriad of competing employers after working for only a few years. After meeting the minimum vesting time requirement, typically defined as three or five years, workers are free to switch employers without losing or forfeiting their retirement or savings benefits. Additionally, each year, more companies are replacing pension plans with stock options and IPO grants, causing an exodus of workers on an annual basis immediately following another vesting period. These aforementioned factors have afforded today's technology workers the ability to choose not only their employers, but also to some extent, the work environment, culture, organizational structure, and benefits they value and prefer.
520 $a Varying factors are often part of an individual's criteria for determining his or her place of employment. Compensation is normally one such issue, but seldom is it the only issue or even the primary issue, when a worker decides his/her next career move. The type of work, purpose, excitement, challenge, culture, position, lifestyle, advancement opportunities, benefits, personal development and business perks are also considered before the typical worker makes his/her move.
520 $a The life cycles of technology are shortening, and these same workers must remain current in their skills if they are to maintain the value they bring their employers. Otherwise new skills must be identified, developed, and honed. This descriptive case study determines how postmodern businesses must define their organizational cultures to meet these paradoxical challenges: attract and retain valued employees by embracing the necessary organizational culture changes necessary to align with values meaningful to the workers.
520 $a A case study survey was conducted to identify many of the values perceived as meaningful by the high technology workers. Furthermore, a descriptive and ethnographical overview of the culture of the high technology industry was identified. Ten management principles were offered that enable the postmodern organization to meet these challenges. Finally, several examples of how some high technology companies are currently coping with challenges and achieving success are offered.
590 $a School code: 0850.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
690 $a 0454
690 $a 0629
710 2 0 $a University of Phoenix. $3 1018420
773 0 $t Dissertation Abstracts International $g 63-03A.
790 $a 0850
790 1 0 $a Salerno, Carolyn, $e advisor
791 $a D.M.
792 $a 2002
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3045945