Volume 20, Number 2, Summer 2017

                                                Volume 20, Number 2, Summer 2017
                                                                         CONTENTS

                                                                       REGULAR ARTICLES

Value Creation through Executive Diversity …..........................................................................................   141

D. L. Haggard and K. S. Haggard

Job Satisfaction versus Job Engagement: A Comparative Analysis on Perceptions of

Accountability and Turnover …................................................................................................................    161

D. M. Daley

An Ontology-Based Goal: Framework to Evaluate the Level of the Organizational

Goals Achievement ................................................................................................................................    193

T. A. T. Izhar, T. Torabi and M. I. Bhatti

                                                                                   BOOK REVIEW

Integrative Process: Follettian Thinking from Ontology to Administration ...........................................   237

E. K. Austin

This paper is about gathering the measurement data and making an effectiveness results to assist decision-making process to evaluate the level of the organizational goals achievement. In order to achieve this aim, we designed GOAL framework as a platform represents five steps for domain experts and entrepreneurs to identify the relevant organizational data to assist decision-making process in relation to the organizational goals. The aim of this paper concentrates on the design of this framework. GOAL framework associated with the organizational goals ontology aim to identify the dependency relationship between organizational goals and dependency relationship between organizational data and organizational goals. Metrics is defined for this dependency to identify which organizational data is relevant to the organizational goals. The framework is flexible to change without affecting things around because the framework is applicable in any organizational data with different organizational goals.

Job satisfaction assesses extrinsic and intrinsic motivation, leading to productivity. Job engagement internalizes an organization’s mission. Job engagement focuses an individual’s efforts towards achieving meaningful results. Conceptually, job engagement must (1) establish the link between job engagement and organizational outcomes and (2) offer substantially more than currently provided by job satisfaction. Job engagement must be better than a common placebo or only a marginal improvement over job satisfaction. The Federal Employee View Survey (2013) includes global satisfaction and Job engagement indexes. Job satisfaction and job engagement are used as independent variables linked to productivity outcomes (accountability) and exit (intent to leave). Global satisfaction clearly provides a useful measure for productivity outcomes and exit. Job engagement adds usefully with regard to the accountability productivity outcome. However, using both constructs introduces redundancy.

Mary Parker Follett’s work was unquestionably unique in comparison to her contemporaries, and to some degree, relative to current thinkers as well.  Her thinking is distinct in that it has had extraordinary staying power and influence, over more than a century now, beyond nearly every other scholar of her era.  Follett’s work is itself quite diverse and has found its way into a wide array of disciplines from organization and management theory, to public administration,

We examined stock market reactions to announcements of CEO appointments as a proxy for the perceived value created by these appointments. We examined differences in market reactions to the appointments of minority and women CEOs compared to white males. Our results indicate additional value creation through the appointment of African-American CEOs, but not through the appointment of female or Hispanic CEOs. We provide a potential explanation for this differential valuation of differing types of diversity.

Go to top