Sandra J. Hartman
University of New Orleans
Network
Latest external collaboration on country level. Dive into details by clicking on the dots.
Publication
Featured researches published by Sandra J. Hartman.
Information & Management | 2001
Lillian Y. Fok; Wing M. Fok; Sandra J. Hartman
This study examines a series of relationships between total quality management (TQM) and information systems (IS) development. Specifically, we consider whether organizations which have more fully adopted TQM will be different in their approaches to IS development. Our findings suggest that where TQM is adopted more fully, there will be a significant impact on four areas of IS development: system goals; system design philosophy/concepts; assumptions made by IS professionals about system users and user involvement in system development. We also report evidence that both TQM and IT may require similar organizational cultures.
Journal of Communication Management | 2002
Augusta C. Yrle; Sandra J. Hartman; William P. Galle
In this research, the authors examine the relationships between findings from several potentially‐related literature streams including a prescriptive body of communication theory involving supervisor‐subordinate communication, contingency ideas involving use of coaching/directive vs counselling/participative leader communication styles, and leader‐member exchange (LMX) theory from the management literature. LMX suggests that supervisors may afford differing treatment, and thus possibly use different communications tactics, with subordinates in higherquality exchange relationships than with those in lower‐quality relationships. This literature, however, leaves unresolved whether supervisors should treat employees differently. In contrast, much of the communication literature has emphasised development of “best” practices which, presumably, should be used with all employees. In this research the authors consider whether there are consistencies between leader communication practices and the perceived quality of the leader‐member exchange. They report evidence that employees perceive differences, especially in the level of participation‐related communication, depending upon whether they believe they are in a higher‐ or lower‐quality LMX relationship. Moreover, they find weak evidence for congruence between supervisor and subordinate perceptions of the quality of the exchange and no significant evidence that similarity of the dyad influences the quality of the exchange.
Employee Responsibilities and Rights Journal | 1998
Stephen M. Crow; Lillian Y. Fok; Sandra J. Hartman
This study was developed to examine whether bias against women, blacks, and homosexuals emerges in predictable patterns when raters are presented with hiring scenarios. We instructed the research sample to hire six of eight candidates for an accounting position. Eight candidates were necessary to offer the full range of gender, race, and sexual orientation combinations. Requiring the research sample to select six of the eight candidates meant that each respondent would have to discriminate by eliminating the two candidates they considered the least desirable. We found that a black, male homosexual is the most likely target of discrimination and the white, female heterosexual is the least likely to be discriminated against. If it develops that these findings hold across a wide range of work-related decisions and samples, such results would support the argument for maintaining affirmative action for blacks and extending civil-rights protection to gays and lesbians.
International Journal of Quality & Reliability Management | 2000
Lillian Y. Fok; Sandra J. Hartman; Anthony L. Patti; Joseph R. Razek
Examines two distinctly different reasons for resistance to total quality management (TQM) in US corporations. One of these is that workers will perceive TQM as controlling rather than empowering: in effect, seeing it as a ploy to get them to work harder for fewer rewards. Alternatively, it may be that TQM is seen as empowering but that all individuals do not want enriched, empowered jobs. Asks whether personality characteristics, and especially equity sensitivity, growth need strength, and willingness to engage in organizational citizenship behavior, are related to each other and whether they will influence individuals’ reactions to job characteristics associated with the quality environment. Findings offer support for the second of the possibilities raised, with results suggesting that resistance is not related to perceptions that jobs under TQM are seen as controlling. Finds evidence that personality characteristics, and especially growth needs strength (GNS) and organizational citizenship behavior (OCB), are related to preferences for enriched jobs of the type associated with the quality environment.
International Journal of Contemporary Hospitality Management | 1996
Sandra J. Hartman; Augusta C. Yrle
Examines the behaviour of hotel employees who, even when they say they are “satisfied”, move from job to job for reasons unrelated to that “satisfaction”. Suggests that an important reason for leaving jobs is that such movement may represent an important way to “get ahead”. Reports on a study which is a preliminary investigation of what is described as a “hobo phenomenon” in the hotel sector. Explains that limited longitudinal data (over eight months), were collected and analysed; and implications were pursued through in‐depth interviews with hotel employees. Results suggest that the hobo phenomenon may have potential as an explanatory variable in voluntary turnover research in the hotel sector. Discusses the implications, emphasizing the need to consider employee perceptions of promotion opportunities, and specifically the importance of considering promotion opportunities separate from promotion fairness, a factor neglected in current job satisfaction measures.
The health care manager | 2005
Stephen M. Crow; Steven A. Smith; Sandra J. Hartman
Problems with attracting and retaining nurses during a tight labor market are compounded by some fundamental issues related to attrition from the field. It is important to recognize that, of the students who graduate from nursing schools each year and enter the field of nursing, significant attrition occurs during the first 5 years in the profession [www.aacn.nche.edu/media/backgrounders/shortagefacts.htmaacn.nche.edu (2002)]. This article uses data from the National Science Foundations National Survey of College Graduates to examine various scenarios and possible reasons for why some nurses abandon their careers [www.nsf.gov/sbe/srs/snscg/start.htm (2003)]. In doing so, we consider entry into, and attrition from, the nursing profession at various stages. Using data from the National Survey of College Graduates, the initial evaluation suggests that, at points during the career, the individual confronts potential problems and issues which can lead to career attrition.
Journal of Management in Medicine | 2002
Sandra J. Hartman; Stephen M. Crow
In this research we report an analysis of comments from managers and executives in healthcare organizations to provide insights into the strategic management needs of healthcare organizations. The comments were obtained as part of a survey that asked upper-level managers and executives to identify strategic management skill and knowledge needs in healthcare organizations. After completing the survey, the respondents were given the opportunity to comment on any topics of concern to them. A total of 67 comments, many of them extensive and insightful, were obtained. In this paper, we review the literature dealing with educational and developmental needs of healthcare managers. Much of this literature is academic in nature and permits an interesting comparison to the perspective of management and executive practitioners. Emerging from the literature was a concern for environmental turbulence and a recognition that healthcare managers are at risk of falling behind in terms of skill development under such conditions. Respondent comments suggested a recognition of the potential problems. The comments are classified into four major categories: needs and skills in turbulent conditions; program and educational needs; issue clarification; and additional comments. Moreover, the first two categories appeared to break out into a set of six additional themes, which we suggest will be important to those designing programs for executive development in healthcare during turbulent times. While the source of this research is healthcare settings in Canada and the USA, the findings should be applicable to international healthcare organizations that use strategic management concepts and practices.
International Journal of Value-based Management | 2001
Jagdeep S. Chhokar; Anatoly Zhuplev; Lillian Y. Fok; Sandra J. Hartman
This paper examines the relationships between equity theory, equity sensitivity, and organizational citizenship behavior. Several issues are investigated: whether individuals from different cultures differ in their equity sensitivity orientations; whether individuals from different cultures differ in preference for benevolent, equity sensitive, and entitled situations involving a case scenario; and whether cultural differences impact organizational citizenship behavior.
Team Performance Management | 2005
Augusta C. Yrle; Sandra J. Hartman; Dinah Payne
Purpose – Seeks to conduct serious academic study of the Generation X phenomenon.Design/methodology/approach – Considers how the literature (primarily the popular press) has viewed the contrast between Generation X and its predecessor, the Baby Boomer generation. Uses Feys acceptance of others scale to consider what differences may exist between these individuals and those who preceded them.Findings – The popular literature and anecdotal evidence from practicing managers hold that the impact of a new, radically different generation, often referred to as Generation X, is just now beginning to be felt in US organizations as well as in society as a whole. Many observations and informal reports from practicing managers describe how different the “new breed” of employees is and how difficult they are to manage. Finds that issues of trust and independence surface repeatedly. Interprets the results as providing some evidence that generational differences may exist.Research limitations/implications – Considerabl...
Journal of Social Psychology | 1992
Sandra J. Hartman; O. Jeff Harris
Abstract This study examined how parental influence may shape the leadership process. American college students majoring in management used the Leadership Behavior Description Questionnaire to describe their management style. They next used the same instrument to describe their perceptions of the management style used by a person they nominated as an important early influence in the development of their own leadership style. Finally, the person they nominated completed the instrument. Correlations among the scales were used to examine how the early influence affected the subscale scores of the students. Results suggest that early influence was important and that some gender-related differences were operating. It appears that early influence operated most strongly through perceptions, that individuals modeled (rather than reacted against) the perceived style, and that the process operated most strongly for male students and for those whose early influence was male.