Paula O'Kane

Betwixt spaces: student accounts of turning point experiences in the first‐year transition

‘Not belonging’ is becoming a prevalent theme within accounts of the first‐year student experience at university. In this study the notion of not belonging is extended by assuming a more active role for the idea of liminality in a student’s transition into the university environments of academic and student life. In doing so, the article suggests that the transition between one place (home) and another (university) can result in an ‘in‐between‐ness’ – a betwixt space. Through an interpretative methodology, the study explores how students begin to move from this betwixt space into feeling like fully‐fledged members of university life. It is concluded that there is a wide range of turning points associated with the students’ betwixt transition, which shapes, alters or indeed accentuates the ways in which they make meaningful connections with university life. Moreover, transitional turning point experiences reveal a cast of characters and symbolic objects; capture contrasting motivations and evolving relationships; display multiple trajectories of interpersonal tensions and conflicts; highlight discontinuities as well as continuities; and together, simultaneously liberate and constrain the students’ transition into university life.

Intentional and unintentional consequences of substituting face-to-face interaction with e-mail: An employee-based perspective

In this article, we undertake empirical research into e-mail communication in the workplace to provide organizations with practical information about how employees can effectively manage their e-mail interactions. We employ an interpretative, qualitative methodology to examine their views of e-mail. Specifically, we consider the interaction between this and traditional face-to-face (F2F) contact. Theoretical ideas are subject to empirical scrutiny from a database of 29 in-depth interviews with users. The findings suggest that as computer-mediated communication (CMC) intensifies, communication is increasingly characterized by a complex interplay between CMC and F2F, with e-mail affecting communication in positive and negative ways, and also with intended and unintended outcomes. For organizations, the key is to raise employee awareness about their e-mail communications in order to maximize effectiveness and prevent negative outcomes such as back-covering and relationship breakdown. The results inform the development of a conceptual framework for the interpretation and investigation of e-mail communications.

The changing dynamic of leading knowledge workers

Purpose – The purpose of this paper is to investigate, from the perspective of knowledge workers (KWs), the factors which underpin worker performance. Although a broad array of factors is examined, the role played by the front-line manager (FLM) appears pre-eminent. Design/methodology/approach – Using data collected in 2012 from a sample of 73 New Zealand KWs, the authors adopt a phenomenological approach to understanding how the FLM influences their performance motivations. A two-pronged research design was employed; stage 1 involved a paired statement exercise, which was immediately followed by stage 2, an in-depth interview. Findings – The behaviour and support afforded to KWs by their FLM emerged as an important influence on their individual performance. Specifically, behaviours which convey value, trust and respect, and afford support, recognition and an appreciation for work completed seemingly empower and motivate KWs to superior performance. Research limitations/implications – The distinctive qual...

Publishing personal information online

Purpose – The purpose of this paper is to examine employers’ use of social networking sites (SNSs) within employee selection. Design/methodology/approach – In-depth interviews were conducted with 15 organisations to gain an understanding of how they accessed, observed and utilised data from SNSs in their selection procedures, as well as gaining an insight into employers’ perceptions of candidate privacy and discrimination. Findings – SNS profiles were either accessed as part of an organisation’s official selection process, through integrating internet screening as part of the formal process and obtaining candidate permission, or through covert (without consent) observation. Facebook was primarily used to identify a candidate’s organisation fit and make assessment of their soft skills, whereas LinkedIn distinguished their professional attributes and their job fit. Problems were associated with the extent to which SNSs were reflective of the person and whether a candidate’s personal life reflected their wor...

Human resource business partner lifecycle model: exploring how the relationship between HRBPs and their line manager partners evolves

The human resources business partner (HRBP) role is advocated as a way for human resource (HR) professionals and the HR profession to become more strategic and less transactional, necessitating the development of different competencies. Few researchers have examined how the HRBP Model plays out in practice, over time, from the perspective of HR professionals and their line manager partners (LMPs). We collected data through interviews and focus groups with both these stakeholders at three UK organisations to understand the dynamics of the individual HRBP–LMP relationship. After analysing the data, we propose an HRBP Lifecycle Model. The model suggests the relationship between the parties is dynamic, complex and dependent upon the organisational culture as well as the skills and competencies of the main stakeholders in the partnership.

‘Engage For Change’: The Development of a Radical Change Engagement (RCE) Model

This article reports on the management and outcomes of a radical change programme within a public sector agency. The findings reveal a significant divergence between management and employee experiences of the change process and significant differences in outcome perceptions. While management remains adamant that radical change has been achieved, employees report much more limited, incremental change – a position supported by the research findings. Using a grounded theory approach, the article seeks to explain the reasons for radical change failure and based on these proposes a ‘Radical Change Engagement’ model for use during such periods. While based on public sector research, it is contended that the model has implications and applicability for any organization undergoing radical change.