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This survey-based study examines gender-based perspectives of job orientation, expectations, and motivations in the country of Poland. Polish professionals were asked to rate 25 job characteristics according to their importance to the rater on a five-point scale (5 = very important, 1 = not important). Mean scores were calculated and rank ordered for males and females separately. Results show that males and females differ on 15 of the 25 job characteristics. Standard deviations of the importance ratings were examined. They were higher for males on 21 of 25 items, with a mean standard deviation of 0.96 for males and 0.87 for females. This research indicates that even though money is an important motivator (number 1 for males and number 5 for females), there are certainly other methods of motivation beyond financial ones. This is particularly significant for foreign corporations investing in Poland. Such knowledge should provide organizations that use it as a competitive advantage not tied exclusively to monetary outlays.

As globalization intensifies, the need for tapping the capabilities of corporations' human resources, gecome more paramount. To this end, businesses cannot afford to have their most important resource, their people, hampered by attitudes that detract from their abilities to perform at their best. This is especially relevant when there may be a misconception that being male is synonymous with management competency. The focus of this research was on exploring the attitudes towards women managers in the United States and Poland. Questionnaires were distributed to two groups of individuals within each nation, professionals and graduating business students or \"future managers\". There were 157 and 295 usable responses from Poland and the United States, respectively. The results indicate that Polish women may have more negative attitudes to overcome in becoming managers in comparison to the US counterparts. Perhaps more disconcerting is the potential that \"future managers\" in Poland may have even more negative attitudes toward women as managers. [PUBLICATION ABSTRACT]

PurposeThis paper aims to examine work values among job seekers and how these values differ across experience and gender.Design/methodology/approachThis study asked participants to rate the importance of various intrinsic and extrinsic work values on a five-point Likert scale. Responses were compared for 865 participants.FindingsThis study found that individuals differed in their ratings of work values based on experience. Individuals with more experience assigned greater importance to intrinsic job characteristics, while those with less experience assigned greater importance to extrinsic job characteristics. Findings further reveal differences in gender ratings of work values, with females assigning greater importance ratings to both intrinsic and extrinsic job characteristics as compared to males.Research limitations/implicationsLimitations of this study include that it drew its data exclusively from a sample of US respondents. Research investigating populations from other geographic regions within the same study may uncover important cross-national similarities/differences. Moreover, although this study examined experience and gender, it excluded other potentially important factors such as ethnicity. Future research should explore international samples and broaden its focus to include additional factors.Practical implicationsOrganizations should be aware of how experience and gender shape work values to impact job choice and retention. They may wish to target their recruitment efforts toward certain groups to ensure alignment between candidates' work values and those of available positions.Originality/valueThis study improves on prior research by examining the dual impact of experience and gender in shaping work values.

We note a challenging picture for prospective employers in China related to rapid economic growth and related heightening labor demand, concurrent with labor supply contraction and demographic changes. This research contributes to theoretical and practical understanding in this context, as findings reveal significant differences in mean importance scores for job expectations rated by professionals and students across gender. We suggest that, in order to survive and thrive in this complex and shifting labor market, Chinese firms must learn how to attract and retain the human resources most pivotal to their continuing success

Attempts to extend the work of a study which examined the differences that exist between the attitudes of White and African American college business students using the Blacks in Business Scale (Stevens, 1984). Considers particularly the perception of white students with regards to their beliefs about African Americans. Concludes that White students hold a positive view of their counterparts but African Americans still believe that White students have a less positive view of African Americans than they themselves possess. Discusses the implications for managers.

Companies increasingly concern themselves with the question of diversity. As globalisation continues to speed along and demographics undergo major shifts, organisations may believe that a more diverse work group will increase their effectiveness. This article addresses issues that may impact the success of integrating recent African American business school graduates of an historically black university into the culture of an organisation. African Americans were asked to compare Hispanics, the fastest growing minority, to both themselves and to whites with reference to managerial ability. Results show that they view themselves as distinct and more qualified than Hispanics, but see little difference between Hispanics and whites. The greater the supervisory ability of the respondent (as measured by Ghiselli's Self Description Inventory (1971)) the greater the disparity perceived between African Americans and Hispanics. Implications for organisations are discussed.

The opportunity for women to ascend to positions of power varies within different nations. While some progress has been made globally with regard to women as managers within multinational corporations, the participation rate is still very low in comparison to their male counterparts. The purpose of this paper is to examine the value dimensions Hofstede's model as predictors of the variation in global attitude toward women as managers. Specifically, we develop testable propositions of the relationships between power distance, uncertainty avoidance, individualism, and masculinity and attitudes toward women managers. Directions for future research are also presented. [PUBLICATION ABSTRACT]

Attempts to validate Rotter's locus of control scale with a sample of religious not-for-profit leaders. Uses a questionnaire sent to 558 senior pastors of Arkansas Southern Baptist churches. Findings are consistent with other reseachers who have highlighted some deficiencies in the scale and many resppondents struggled to answer some sections. Suggests that the scale should be re-evaluated with less items.

Purpose – The purpose of this paper is to examine current gender differences in job expectations among Chinese college students, how current job expectations across gender differ from an earlier study, and how they might impact organizational practices such as recruitment and retention. Design/methodology/approach – Using Manhardt’s 25-item measure of job expectations, this study asked Chinese college students to rate the importance of various job characteristics on a five-point Likert scale (5=very important to 1=very unimportant). Male and female responses were compared for 430 college students. Findings – Results of the current study found that males and females differed in their ratings on 23 of 25 items, with females rating all 23 of these items to be of higher importance. These findings differ significantly from an earlier study so they are compared and discussed. Research limitations/implications – This paper is limited in that it focusses solely on college students and only examines gender as a basis for comparison. Future studies should examine employees and consider other factors such as Chinese ethnicity as a basis for comparison. Practical implications – Organizations may choose to change/improve aspects of certain jobs to more closely align with job candidates’ interests and/or choose to differently implement tools such as realistic job previews in order to improve retention. Social implications – This paper provides an updated status on gender differences in job expectations of China’s soon-to-be emerging workforce. Findings provide organizations with insight on how to develop human resource tools to hold on to talent. Originality/value – This paper advances on previous work by drawing on a much larger sample and by utilizing a structured forward-translation, back-translation process for its survey.

Traditionally, organisations \"put their best foot forward\" in hiring employees by providing only positive information. Their intention is to attract, hire, and retain the best applicants. On the other hand, applicants have their own ideas of what their prospective jobs entail. In most cases, these job applicants' expectations are unduly distorted and the practice by organisations of providing information that is all positive tend to reinforce unrealistic expectations. Real-istic Job Preview is an attempt to \"vaccinate\" or make the expectations of prospective employees more congruent with real job experiences (e.g., Brancheau, 1987; Wanous, 1980). Hence, supporters of Realistic Job Previews (RJPs) claim that by giving prospective employees an accurate description of the job, those who take an appointment with the organisation will be less likely to leave the organisation voluntarily (e.g., Buhler, 1992). Furthermore, some proponents claim that in addition to bringing job applicant expectations \"down to earth\", RJPs may serve any of the following functions: (1) discourage employees who will be less likely to survive on the job from accepting extended job offers (otherwise called self-selection) (e.g.,Ilgen&Seely, 1974); (2) make applicants feel that the organisation is being honest and upfront-this may lead them to be more committed to the organisation (e.g., Wanous, 1977); and (3) increase the probability that the new employee will be able to cope with the demands of the job (e.g., Breaugh, 1983).