Responding to a Diverse Class: Insights from Seeing a Course as an Organization

Tschirhart, Mary; Wise, Lois Recascino

doi:10.1080/15236803.2002.12023548

Cited by 10 publications

(5 citation statements)

References 21 publications

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“…These include gender, race, Hispanic ethnicity, age, marital or cohabitation status, children under 18 years old living in the household, percentage of household income the employee earns, and willingness to relocate for a new job. Many of these are frequently used in workforce turnover and mobility literature such as gender, race/ethnicity, and age (Tschirhart & Wise, 2002). Our study, however, extends this approach by taking into account variables that measure family structure.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Why Men and Women Want to Leave? Turnover Intent Among Public Procurement Officers

Ali

Bishu

Alkadry

2018

The American Review of Public Administration

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Understanding drivers of employee turnover intent is an important step toward designing the appropriate strategies in terms of recruitment, benefits, and compensation in the workforce. In addition, studies that focus on trends in career mobility help us understand structural differences in career development among specific groups such as women and minorities in the workforce. Here, we explore personal and demographic, human capital, organizational, and structural or community factors that drive career mobility within the public sector workforce. In this study, emphasis is placed on these factors to uncover how women and men facing various organizational opportunities and constraints shape career decisions differently. Research has mixed findings about the relationship between sex and turnover. Many studies indicate that men are more mobile than women during their profes

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Section: Theoretical Frameworkmentioning

confidence: 99%

Why Men and Women Want to Leave? Turnover Intent Among Public Procurement Officers

Ali

Bishu

Alkadry

2018

The American Review of Public Administration

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“…Both scholars and practitioners have begun to explore the consequences of this increased diversity on work‐related outcomes. Indeed, emphasis on diversity and its management has become a primary theme in the public management research literature, with inquiry devoted to diversity management programs (Kellough and Naff 2004; Naff and Kellough 2003), the impact of diversity on performance outcomes (Pitts 2005; Wise and Tschirhart 2000), the status of minority groups in public employment (Lewis 1996; Lewis and Allee 1992; Lewis and Smithey 1998), and the role of diversity in public administration education (Pitts and Wise 2004; Tschirhart and Wise 2002).…”

mentioning

confidence: 99%

Diversity Management, Job Satisfaction, and Performance: Evidence from U.S. Federal Agencies

Pitts

2009

Public Administration Review

304

366

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A number of organizations across sectors have begun efforts toward managing workforce diversity. At the federal level in the United States, almost 90 percent of agencies report that they are actively managing diversity. However, very little empirical research has tied diversity management to work group performance or other work‐related outcomes. This paper uses a survey of U.S. federal employees to test the relationships between diversity management, job satisfaction, and work group performance. The findings indicate that diversity management is strongly linked to both work group performance and job satisfaction, and that people of color see benefits from diversity management above and beyond those experienced by white employees.

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“…In many cases, such students would have been through experiences not shared by younger students. These could include leaving school several years ago, getting and losing jobs, engaging in longer relationships, possibly moving house and sometimes becoming a parent several times over (Kasworm 1997;Nunn 1994;Tschirhart and Wise 2002). On asking the non-traditional students of MCAST why they were rarely seen at the canteen, they said that they prefer to use the little available free time at MCAST to go to the library to work on assignments or to study.…”

Section: Resultsmentioning

confidence: 95%

Student interactions at a college canteen: a critical perspective

Spiteri

2014

Ethnography and Education

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Much has been written about the style of lecturing that is adopted by lecturers in institutions of further and higher education. However, little has been written about interactions that take place in the informal settings of college and university campuses. Using an ethnographic approach, this paper presents an exploration of how students at the Malta College of Arts, Science and Technology (MCAST), a post-secondary vocational college in Malta, further enable themselves to progress through a programme of studies by interacting at the college canteen. By employing an ethnographic methodology, based on participant-observation and unstructured spontaneous interviewing, the study explores, in a holistic way, different ways that students at MCAST experience student life and use the canteen as a space to give added meaning to the time they spend in this educational setting.

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Responding to a Diverse Class: Insights from Seeing a Course as an Organization

Cited by 10 publications

References 21 publications

Why Men and Women Want to Leave? Turnover Intent Among Public Procurement Officers

Why Men and Women Want to Leave? Turnover Intent Among Public Procurement Officers

Diversity Management, Job Satisfaction, and Performance: Evidence from U.S. Federal Agencies

Student interactions at a college canteen: a critical perspective

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