Network


Latest external collaboration on country level. Dive into details by clicking on the dots.

Hotspot


Dive into the research topics where Jeanne D. Maes is active.

Publication


Featured researches published by Jeanne D. Maes.


Journal of Social Psychology | 1998

The Importance of Employee Demographic Profiles for Understanding Experiences of Work-Family Interrole Conflicts

Bruce W. Eagle; Marjorie L. Icenogle; Jeanne D. Maes; Edward W. Miles

This article investigated the reported experiences of work-family interrole conflict differences between American men and women. Participants answered questions on several questionnaires and were classified according to marital status, working or non-working spouse or partner, and presence of children. Overall, men reported significantly higher levels of work-to-family and strain-based, family-to-work conflict. Married men with working spouses, with and without children, and married men with children and non-working spouses reported higher levels of time-based and strain-based, family-to-work conflict than women in each corresponding category. The highest time-based, family-to-work conflict was reported by divorced women with children.


Team Performance Management | 2005

Improving team decision‐making performance with collaborative modeling

Arthur B. Jeffery; Jeanne D. Maes; Mary F. Bratton-Jeffery

Purpose – This article aims to examine considerations and strategies for improving team performance in decision‐making by teaching teams to use collaborative modeling based on team mental models.Design/methodology/approach – The article describes the nature of shared mental models and collaborative modeling, the potential effects of collaborative modeling on team performance, and a perspective on communication imperatives that facilitate collaborative modeling. The articles builds upon this information to suggest five imperatives for teams to help them develop collaborative modeling skillsFindings – The article offers strategies in the form of five imperatives for teams to observe in order to build skills in collaborative modeling and improve team performance by improving team members’ ability to effect collaborative modeling to accomplish team tasks and goals.Originality/value – Research over the years in mental modeling and communication has created a powerful argument that effective communication and s...


International Journal of Mathematical Education in Science and Technology | 2011

Deal or No Deal: using games to improve student learning, retention and decision-making

Alan F. Chow; Kelly Collins Woodford; Jeanne D. Maes

Student understanding and retention can be enhanced and improved by providing alternative learning activities and environments. Education theory recognizes the value of incorporating alternative activities (games, exercises and simulations) to stimulate student interest in the educational environment, enhance transfer of knowledge and improve learned retention with meaningful repetition. In this case study, we investigate using an online version of the television game show, ‘Deal or No Deal’, to enhance student understanding and retention by playing the game to learn expected value in an introductory statistics course, and to foster development of critical thinking skills necessary to succeed in the modern business environment. Enhancing the thinking process of problem solving using repetitive games should also improve a students ability to follow non-mathematical problem-solving processes, which should improve the overall ability to process information and make logical decisions. Learning and retention are measured to evaluate the success of the students’ performance.


Managing Service Quality | 1998

Learning excellence: Southwest Airlines’ approach

Ulla Bunz; Jeanne D. Maes

In an era in which adapting to change means survival, it is important to study what successful organizations have done. While the airline industry in the USA has not made thriving financial headlines, one small company has been able to satisfy its customers completely and achieve a place among the Fortune 500 in a relatively short period of time. In three steps, this article examines what Southwest Airlines has done to reach this level of achievement and maintain its excellent employee and customer relations. First, the company is defined as “excellent” according to the criteria established by Peters and Waterman. Second, management‐employee relations, organizational training and strong leadership are identified as the sources of employee motivation. Third, loss of strong leadership and organizational structure are discussed as possible future problems influencing motivation and service. The article closes by pointing to Southwest Airline’s concept of service as the true source of motivation and excellence.


Journal of Business Ethics | 1998

The American Association of Advertising Agencies (4As) Standards of Practice: How Far Does This Professional Association's Code of Ethics' Influence of Reach

Jeanne D. Maes; Arthur B. Jeffery; Tommy V. Smith

In a national survey, members of 4As agencies were contrasted with non-member agencies to determine awareness and influence of the 4As Standards of Practice, the Professional Code of Ethics for 4As members. The 4As Code was selected because the 4As represents the principle professional association of the support service industry, advertising.


Equality, Diversity and Inclusion | 2002

Employee performance evaluations: administering and writing them correctly in the multi‐national setting

Kelly Collins Woodford; Jeanne D. Maes

Globally, organisations are adjusting to meet the challenges of the constantly‐changing marketplace. In the area of human resource management, many multinational organisations are focusing in making the organisation more productive, cost‐effective, and customer service oriented. Recognising that an organisation’s employees are the key to its global success, many organisations are re‐evaluating their methods of appraising and motivating employees. As a result, annual employee evaluations, which have been a staple of human resource managers in many industrialised nations for decades, have been widely criticised in recent years. This article highlights the importance of using such evaluations not only in their traditional function for employee appraisal, but also as a tool for employee motivation, as a legal defence for selection, and as part of the strategic planning process.


Equality, Diversity and Inclusion | 2003

Using collaborative modeling to mediate workplace conflicts

Arthur Jeffrey; Bruce Blitman; Jeanne D. Maes; Robert A. Shearer

Investigates conflict in the workplace and states that mediation is beneficial to both employees and employers. Suggests that managers should cultivate team communication, and collaborative problem‐solving skills in employees who serve on problem‐solving teams. Summarizes that managers who serve as mediators can learn the root cause of conflicts in organizations, and aid employees to deal with the problems.


Equality, Diversity and Inclusion | 2000

Handling the threat of organisational violence: an OD approach in a government agency

Jeanne D. Maes; Marjorie L. Icenogle; Robert A. Shearer; Christopher M. Fowler

Considers the recent increase of violence in the workplace, citing specific situations. Outlines the impact on the workplace in relation to areas such as morale, productivity, communication and responsibility. Covers the legal obligations and responsibilities of employers before profiling a case study of a government department. Provides details of the assessment and the findings together with recommendations for future improvement.


Journal of Education and Training | 1998

Teaching Students to Market a

Jeanne D. Maes; M. Theodore Farris

This article provides a link between marketing theory and application in helping students utilize what is taught in the classroom to attain employment goals. Eight proposals drawn from basic marketing concepts taught in all principles of marketing courses are presented, along with practical ways to encourage students to begin early in seeing themselves as


Equality, Diversity and Inclusion | 1996

5.3 Million Asset: Themselves!.

Jeanne D. Maes; Daniel A. Rushing; Deborah A. King

5.3 million assets and marketing themselves accordingly.

Collaboration


Dive into the Jeanne D. Maes's collaboration.

Top Co-Authors

Avatar
Top Co-Authors

Avatar

Alan F. Chow

University of South Alabama

View shared research outputs
Top Co-Authors

Avatar

M. Theodore Farris

University of South Alabama

View shared research outputs
Top Co-Authors

Avatar

Arthur B. Jeffery

University of South Alabama

View shared research outputs
Top Co-Authors

Avatar

Christopher M. Fowler

United States Department of Justice

View shared research outputs
Top Co-Authors

Avatar
Top Co-Authors

Avatar

Robert A. Shearer

University of South Alabama

View shared research outputs
Top Co-Authors

Avatar
Top Co-Authors

Avatar

Arthur Jeffrey

University of South Alabama

View shared research outputs
Top Co-Authors

Avatar

Bruce Blitman

University of South Alabama

View shared research outputs
Researchain Logo
Decentralizing Knowledge