Rocky J. Dwyer

“Keen to be green” organizations: a focused rules approach to accountability

Purpose – This paper aims to outline and discuss how to incorporate a practical‐focused rules approach to guide strategic processes to enhance competitiveness and growth, while improving performance measurement and accountability of green organization initiatives.Design/methodology/approach – An examination of theoretical perspectives was undertaken to determine the relevance of the theory to guide business flexibility and decision making to enhance competitiveness and growth, while enabling the implementation of a green agenda, in a changing business environment.Findings – Understanding the importance of flexibility, strategic processes would enable individuals and organizations to better respond to green factors associated with changing business opportunities and customer demands.Practical implications – The paper advocates that an understanding of the focused rules concept can enable business leaders to create green yet practical business strategies to build organizational flexibility, which in turn wi...

Prepare for the impact of the multi‐generational workforce!

Purpose – In spite of technology and its subsequent organizational advantages, the purpose of this paper is to advocate the need for public sector leadership to understand and consider the forthcoming pivotal role and challenges associated with the unique values and characterises of a multiple generation workforce will have in the attainment of organizational goals and objectives.Design/methodology/approach – An examination of the literature is utilized to identify management techniques and work methodologies regarding generational differences and unique characteristics of four organizational workgroups – veterans, baby boomers, generation X, and Y, which may be an underlying factor in the attainment of organizational success.Findings – This paper advocates that an understanding of generational differences may enable management to structure strategies and transformation techniques to motivate employees to the full extent of their skills and abilities in order to support the realization of organizational g...

Career progression factors of Aboriginal executives in the Canada federal public service

The research examined the career progression factors of Aboriginal executives in Canadas federal public service to determine whether such factors as development opportunities, job assignments, education levels, mentoring, leadership experience, and networking increase the advancement of Aboriginal people to the executive category within the Canadian federal public service.

Alleviating poverty: how do we know the scope of the problem and when we have solved it?

Purpose – This paper aims to outline and discuss how to incorporate the stakeholder perspective into performance measurement framework to enhance program effectiveness, accountability and understanding in relation to human development issues.Design/methodology/approach – An examination of the literature and a review of best practices was undertaken to identify relevant performance measurements and indicators that could be utilized to measure incremental results and impacts related to poverty reduction strategies.Findings – Credible demonstration of policy or program impacts for poverty reduction are dependent on understanding the distinction between inputs, outputs, outcomes and indicators. Moreover, to be trusted by the public, performance reporting on poverty reduction needs to focus more selectively on identifying the key measures of performance and the engagement of key constituents. The intention of this paper is to identify some current best practices and suggest a model with potential indicators, w...

Employee development using adult education principles

The paper provides theoretical background, general principles and practical components of designing employee training and development activities which reflect adult education principles. Furthermore, the paper suggests incorporating these principles into training sessions and events so that employees and organizations can achieve a win‐win learning and development opportunity for the benefit of those involved and impacted by such sessions.

Benchmarking as a process for demonstrating organizational trustworthiness

Purpose – The purpose of this paper is to discuss why neither people nor organizations can demand trust, but rather how people and organizations can demand trustworthiness of themselves and others. While trustworthiness can be developed, and trust earned, this process takes time.Design/methodology/approach – An examination of the literature was undertaken to review trust from a variety of dimensions and perspectives to determine the role of trust as a fundamental notion, which may be an underlying factor in foreign aid objectives.Findings – This paper advocates that an understanding of trust and trustworthiness, when fused with a stakeholder perspective, may lead to enhanced levels of global poverty reduction objectives.Originality/value – This paper enhances personal knowledge and understanding at the theoretical and practical levels enabling business leaders to gain insight regarding the inherent stakeholder factors that need to be considered when designing performance‐measurement strategies and reporti...

Utilizing points of differentiation to enhance competitiveness and growth: some thoughts for consideration

One of the hallmarks of a leading‐edge organization – be it public or private sector – has been the ability to differentiate itself from third parties by gaining insight into and making judgments about its product and customer (constituent) and the ability of the organization to effect positive change. Leading private and public organizations use evaluation inquiry reports and their subsequent recommendations to drive improvements and successfully translate policy and programs into action. Grace Hopper once said: “One accurate measurement is worth more than 1,000 expert opinions.” When evaluation staff consult and maintain frequent interaction with persons or organizations affected by evaluations, directly or indirectly, a differentiated evaluation process can, in fact, be a lever for change.

Preparing leaders for the multi-generational workforce

Purpose This paper aims to advocate the need for educational leadership to understand and consider the immediate role and challenges associated with the unique values and characteristics of an age-diverse population and their impact on teaching and the facilitation of learning. Design/methodology/approach The paper draws on the review of the generational and diversity literatures and related organizational best practices to identify key definitions and empirical findings and to develop recommendations which can be deployed in future research and practice in different types of organizational settings. Findings This paper provides insights into how organizational leaders can promote a multicultural environment that leverages multi-generational differences. Also, the present study offers innovative pedagogical approaches that can help better prepare future business leaders for these challenges. Research limitations/implications The study attempts to reignite the debate through a detailed review that describes the current understanding of generational differences among four generational cohorts. Given the research approach, the recommendations may lack generalizability. Practical implications This paper advocates the need to understand generational differences to manage the challenges associated with differences in attitudes, values and preferences regarding leadership, human resource practices and organizational change initiatives. Social implications Organizations which create environments that are value-based and that support divergent views and values of each of the cohorts, create a positive outcome for both the organization and its employees. Originality/value This paper enhances knowledge and understanding at the theoretical and practical levels, enabling business leaders and faculty to gain insight regarding the generational differences and unique characteristics of four organizational workgroups – Veterans, Baby Boomers, Generation X and Generation Y.