Predictors of turnover intentions in learning-driven and demand-driven international assignments: The role of repatriation concerns, satisfaction with company support, and perceived career advancement opportunities

2009 ◽  
Vol 48 (1) ◽  
pp. 89-109 ◽  
Author(s):  
Günter K. Stahl ◽  
Chei Hwee Chua ◽  
Paula Caligiuri ◽  
Jean-Luc Cerdin ◽  
Mami Taniguchi
Keyword(s):  
Career Advancement ◽  
Turnover Intentions ◽  
International Assignments ◽  
Advancement Opportunities

Women in Higher Education Administration Leadership and the Role of Institutional Support

2021 ◽  
pp. 282-297
Author(s):  
Sheila Thomas
Keyword(s):  
Higher Education ◽  
Women Leaders ◽  
Career Advancement ◽  
Institutional Support ◽  
Education Administration ◽  
Academic Administration ◽  
Advancement Opportunities ◽  
Leadership Support ◽  
Support Family

Studies show women are underrepresented in higher education leadership. Nonetheless, women leaders achieve success when they receive strong institutional support. Mentors and coaches, both men and women, have the most impact on women's success, while other institutional aids include financial assistance, leadership support, and open institutional culture. Women who advance in their careers tend to remain at their institution. At the same time, lack of institutional support, family and work conflicts, and limited career advancement opportunities continue to pose barriers as women seek positions in the upper echelons of academic administration. Thus, there is a need for strong, consistent institutional support to improve and accelerate women's progress. Institutions that implement change in an inclusive, adaptable, and flexible manner can build a supportive infrastructure that benefits everyone. Women who prepare academically and professionally and contribute to the scholarly literature will help shape the future of higher education.

Women in Higher Education Administration Leadership and the Role of Institutional Support

2020 ◽  
pp. 234-249
Author(s):  
Sheila Thomas
Keyword(s):  
Higher Education ◽  
Women Leaders ◽  
Career Advancement ◽  
Institutional Support ◽  
Education Administration ◽  
Academic Administration ◽  
Advancement Opportunities ◽  
Leadership Support ◽  
Support Family

Studies show women are underrepresented in higher education leadership. Nonetheless, women leaders achieve success when they receive strong institutional support. Mentors and coaches, both men and women, have the most impact on women's success, while other institutional aids include financial assistance, leadership support, and open institutional culture. Women who advance in their careers tend to remain at their institution. At the same time, lack of institutional support, family and work conflicts, and limited career advancement opportunities continue to pose barriers as women seek positions in the upper echelons of academic administration. Thus, there is a need for strong, consistent institutional support to improve and accelerate women's progress. Institutions that implement change in an inclusive, adaptable, and flexible manner can build a supportive infrastructure that benefits everyone. Women who prepare academically and professionally and contribute to the scholarly literature will help shape the future of higher education.

scholarly journals Use of flexible work practices and employee outcomes: the role of work–life balance and employee age

2021 ◽  
pp. 1-21
Author(s):  
Tahrima Ferdous ◽  
Muhammad Ali ◽  
Erica French
Keyword(s):  
Turnover Intentions ◽  
Theoretical Research ◽  
Work Practices ◽  
Flexible Work ◽  
Employee Outcomes ◽  
Life Balance ◽  
Flexible Work Practices ◽  
The Relationship ◽  
Employee Age

Abstract Flexible work practices (FWPs) give employees some control over when and where they work. Using boundary theory and role balance theory, this study proposes and tests a mediation model focusing on how the relationships between FWPs usage and employee outcomes (i.e., wellbeing and turnover intention) are mediated by work−life balance (WLB). It also tests the moderating role of employee age on the relationship between WLB and employee outcomes using socioemotional selectivity theory. The model was tested using survey data from 293 employees of an Australian for-profit organization. The findings indicate that FWPs usage is positively associated with WLB, WLB is positively associated with wellbeing and negatively with turnover intentions, and WLB partially mediates the relationships between FWPs usage and employee outcomes. The results provide partial support that employee age moderates the relationship between WLB and turnover intentions. Theoretical, research and practical contributions are discussed.

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