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The recruitment, development, and retention of top performing information technology (IT) professionals is a key concern within IT organizations today. It is therefore important for IT management to understand the characteristics and behaviors of high performing IT personnel in order to identify them and to create an environment conducive to their development and retention. However, the personality traits and behaviors of top‐performing developers have not received a lot of attention in the literature on IT personnel. Describes a research method for identifying and measuring the characteristics of exceptional software developers and presents the results of a pilot study using MBA students. The results of the pilot are intended to be used to refine the methodology and serve as input to future research involving IT managers. These results indicate that the research design holds the promise of providing a profile of top performing IT personnel.

The following is an annotated list of materials dealing with orientation to library facilities and services, instruction in the use of information resources, and research and computer skills related to retrieving, using, and evaluating information. This review, the fifteenth to be published in Reference Services Review, includes items in English published in 1988. A few are not annotated because the compiler could not obtain copies of them for this review.

Drawing upon the theoretical concept of social identities, the purpose of this paper is to investigate if an aboriginal employee resource group (ERG) helps to improve connectedness between the participants of the ERG and the organization in a Canadian context.

Qualitative research was used to interview 13 members of this ERG situated within a large Canadian bank.

The ERG created a positive experience for its members. It provided a bridge between the aboriginal identity and the organizational identity. Those who were part of the ERG felt that it encouraged them to bond to their cultural identity and that it also generated affirmative connections to the organization.

For employers seeking a more diverse workforce who have struggled with retaining employees from marginalized groups, ERGs may prove helpful.

This study posits a theoretical perspective of how ERGs are able to connect minority members to organizations through the recognition of dual identities. This is also the first study to examine the benefits of an aboriginal ERG.

Higher education has experienced some significant changes over the past few years including a highly competitive landscape, use of new technology, managing COVID protocols and guiding students to resources that ensure their success. With prior research highlighting the changes in the workforce and poor working conditions of part-time faculty, this study aims to explore full-time perceptions of several employment-related variables to determine how these significant workplace changes have impacted them.

A mixed-methods approach is used. This includes a questionnaire being sent out via e-mail to faculty at a medium-sized, public, regional university located in the USA. This was sent through two separate listservs: full-time faculty listserv and part-time faculty listserv. The questionnaire included quantitative and qualitative questions. A one-way ANOVA was used to detect significant differences between the two groups of interest for the quantitative components. The qualitative portions of the questionnaire provided deeper insights into employee perceptions of their workplace.

This research uncovers some alarming trends for full-time faculty within higher education. Across several different employment variables, full-time faculty perceptions are significantly worse than part-time faculty. This includes work–family conflict, pay perceptions, compensation opportunities, online teaching experiences, overwhelming work activities, technology provided, travel funding provided, perceived satisfaction of a faculty advocate and perceived benefits of a faculty advocate. Qualitative and quantitative results support these findings and provide additional clarification as to why they have these negative workplace perceptions.

A convenience sample was used, where data was only gathered from one university. Future research could replicate finding with more universities varying in their make-up and location to determine if these results hold across the USA and internationally. Some measures did not use established scales in the literature, and some were single-item measures. Future research could replicate findings using established scales with multi-item measures to provide more confidence the results produced that are reliable and valid.

These results suggest alarming concerns for higher education institutions regarding their full-time faculty. Human resource managers and administrators at universities should respond to “the alarm” from this research and internal employee satisfaction surveys they have conducted with their employees. Changes should be made at higher education institutions to improve employee workplace perceptions in hopes of retaining valuable employees and improving worker morale to increase productivity. The recent workplace changes and challenges for full-time faculty are negatively impacting their workplace perceptions.

As a result of full-time faculty having significantly worse perceptions across all measured employment variables than their part-time colleagues, who already had poor perceptions, the authors may see more “good” employees leaving the industry for other more lucrative options. Others may become “dead wood” in the university and engage in “quite quitting” resulting in less productivity. With the tenure process protecting professors, this may result in universities being “stuck” with many unmotivated professors and hurt the quality of educational services provided. Some professors may even act out negatively toward the university. This could damage the quality of education provided at universities and perceptions of higher education by society.

To the best of the authors’ knowledge, this is the first study comparing full-time and part-time faculty workplace perceptions across several variables. After previous study has highlighted the poor work conditions and perceptions of part-time faculty, this study adds to the discussion showing that significant changes in the workplace have resulted in full-time faculty now perceiving their employment to be significantly worse than their part-time colleagues. This can have significant short-term and long-term ramifications for the industry that will make it more difficult for universities to attract talented individuals to choose a career in education and retaining their best workers based on current employment perceptions.

This paper seeks to investigate the impact of venture capital firm organization (VC) on operations at portfolio companies, emphasizing particularly value added and involvement.

Prior literature indicates the importance of organizational design on the VC firm's engagement and monitoring practices. A survey methodology is used to examine such relationships, including the significance of human capital for the process of investor engagement.

The paper finds that VC organizations with a market focus and deal specialization are much more involved in portfolio companies than the firms who diversify their portfolios. This suggests that organizational focus is an important construct for explaining the degree of support accorded to portfolio companies by venture capitalists. The research also evaluates the performance outcomes of VC firm organization.

The research emphasizes the importance of organizational factors in the investment strategies of venture capital firms.