NZJHRM Summer 2010 - Volume 3 - Editorial
Welcome to the third and final edition of the New Zealand Journal of Human Resource Management (NZJHRM) for 2010.
In keeping with the upcoming season, this issue is lite and meant to provide you with some ‘tasty morsels’ and ‘treats’ but not leaving you too lethargic and overloaded! Continuing with our last issue, we also have two new contributions in our new section: ‘Expert Commentaries’.
This section relates to brief commentaries by experts in their particular field, and we are drawing these from key speakers and contributors with HRINZ. These commentaries provide a more succinct and practitioner focus and we hope you find the difference in these papers enjoyable.
The first paper, by Michael Keith, Jacqui Campbell and Stephen Legg, explores the incidence and severity of sexual harassment amongst New Zealand hospitality industry employees. This industry is important because it employs large numbers of young people, women, and ethnic minorities, groups known to be susceptible to sexual harassment.
Overall, findings were that 24% of participants experienced sexual harassment, with females significantly more likely to be harassed and with greater severity. Furthermore, younger employees were more likely to report sexual harassment than older employees. Importantly, the study provides some baseline data and highlights the extent to which harassment occurs, who is more likely to be targeted. The second paper by Maree Roche and Jarrod Haar explores the role of aspirations amongst managers and how this influences job satisfaction.
Overall, image aspirations were negatively related and personal growth aspirations and relationships aspirations were positively related to job satisfaction. In addition, interaction effects were found showing that senior leaders enjoyed greater job satisfaction than junior leaders, regarding most aspirations. This study is of interest due to a lack of attention given to aspirations of managers, particularly, in New Zealand.
Our first commentary is by Keith McGregor who talking about the mind and in particular the subconscious mind, and how we can reprogram ourselves and potentially others. He suggests changing the HR language to positive rather than negative underpinnings may be far more beneficial for HR, employees, and organizations. Our second expert commentary by Kenneth Moore talks about the challenge for HR in re-casting their role to organizational leaders and the importance of the functions. He uses four important areas (compensation, managing human capital, evaluating work and cultural differences) to illustrate his points.
In conclusion, we hope you find the last issue for 2010, particularly with some interesting research in sexual harassment and leadership in New Zealand both useful and interesting.
We are currently planning some new developments for 2011 so please keep checking back and watch out for email notifications early in the New Year! We gratefully acknowledge the reviewers for their constructive reviews of papers, and invite your feedback.
All the best and enjoy the festive season!!