...The Effects of Employment on Academic Performance of Australian Accounting Students Dr Anura De Zoysa School of Accounting and Finance University of Wollongong Wollongong, NSW 2500 Australia Tel: 61 2 42215382 Fax: 61 2 42214297 E-mail: anura@uow.edu.au And Dr Kathy Rudkin School of Accounting and Finance University of Wollongong Wollongong, NSW 2500 Australia Tel: 61 2 42213148 Fax: 61 2 42214297 E-mail: krudkin@uow.edu.au The Effects of Employment on Academic Performance of Australian Accounting Students ABSTRACT This study examines factors that impact students engaged in paid employment while studying in a tertiary accounting program in a regional Australian university. It examines the differences in experience of domestic and international students. No direct significant relationship was found between paid employment and academic performance for the overall study sample. There was a positive relationship found between paid employment and academic performance with respect to domestic students. However, in the case of international students a negative relationship between paid employment and academic performance was observed. A significant positive relationship between a shift work pattern of paid employment and academic performance was found. The Effects of Employment on Academic Performance of Australian Accounting Students 1. Introduction This study makes a contribution to the literature...
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...Directorate of Human Resources and the Business School Centre for Diversity Policy Research Work-Life Balance An audit of staff experience at Oxford Brookes University By Simonetta Manfredi and Michelle Holliday The Centre for Diversity Policy Research, Oxford Brookes University Work-Life Balance: An audit of staff experience at Oxford Brookes University ISBN 1 873576 70 6 Published by The Centre for Diversity Policy Research, Oxford Brookes University Wheatley Campus Oxon. OX33 1HX http://www.brookes.ac.uk/business/research/cdpr DiversityCentre@brookes.ac.uk All rights reserved. Except for the quotation of short passages for the purposes of criticism and review, no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publisher. British Library Cataloguing-in-Publication Data. A catalogue record of this publication is available from the British Library. Printed in Great Britain 2004. Authors: Simonetta Manfredi Co-Director, The Centre for Diversity Policy Research, Oxford Brookes University Michelle Holliday Equal Opportunities & Diversity Co-Ordinator, Oxford Brookes University Work-Life Balance: An audit of staff experience at Oxford Brookes University Page no. Contents 1 Acknowledgements 2 Executive Summary 2 1 5 Introduction: 1.1 Purpose of...
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...A Survey of Student Attitudes, Experiences and Expectations on selected vocational courses at the University of Northumbria April 2005 Anna Round Student Retention Project, University of Northumbria Part One: Background Section One: Introduction 1:1 Background 1 1:2 Literature survey 2 1:3 Primary research 4 1:3:1 Student questionnaire 4 1:3:2 Staff questionnaire 6 1:3:3 Interviews 6 Section Two: Literature survey 2:1 Student perceptions and the student experience 7 2:1:1 Holistic approaches 7 2:1:2 Academic preparedness and study skills 9 2:1:3 Student attitudes to feedback 11 2:1:4 Student attitudes to teaching and learning 13 2:1:5 Tutor-student relations 15 2:1:6 Accommodation and retention 16 2:2 Student Characteristics 18 2:2:1 Views of students 18 2:2:2 Student self-perceptions: skills 19 2:2:3 Student self-perceptions: workload 21 2:3 Transformation 22 2:4 Widening participation: some further issues 26 2:4:1 Non-traditional students and the student experience 26 2:4:2 Support and access to support 27 2:5 Students and motivation 28 2:5:1 Types of student motivation 28 2:5:2 Retention and motivation 29 2:5:3 Motivations for entering higher education 30 2:5:4 Goals and values (Mäkinen et al) 31 2:5:6 Motivation and satisfaction...
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...A Survey of Student Attitudes, Experiences and Expectations on selected vocational courses at the University of Northumbria April 2005 Anna Round Student Retention Project, University of Northumbria PART ONE: BACKGROUND Section One: Introduction 1:1 Background 1 1:2 Literature survey 2 1:3 Primary research 4 1:3:1 Student questionnaire 4 1:3:2 Staff questionnaire 6 1:3:3 Interviews 6 Section Two: Literature survey 2:1 Student perceptions and the student experience 7 2:1:1 Holistic approaches 7 2:1:2 Academic preparedness and study skills 9 2:1:3 Student attitudes to feedback 11 2:1:4 Student attitudes to teaching and learning 13 2:1:5 Tutor-student relations 15 2:1:6 Accommodation and retention 16 2:2 Student Characteristics 18 2:2:1 Views of students 18 2:2:2 Student self-perceptions: skills 19 2:2:3 Student self-perceptions: workload 21 2:3 Transformation 22 2:4 Widening participation: some further issues 26 2:4:1 Non-traditional students and the student experience 26 2:4:2 Support and access to support 27 2:5 Students and motivation 28 2:5:1 Types of student motivation 28 2:5:2 Retention and motivation 29 2:5:3 Motivations for entering higher education 30 2:5:4 Goals and values (Mäkinen et al) 31 2:5:6 Motivation and satisfaction 33 2:5:7...
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...A Survey of Student Attitudes, Experiences and Expectations on selected vocational courses at the University of Northumbria April 2005 Anna Round Student Retention Project, University of Northumbria Part One: Background Section One: Introduction 1:1 Background 1 1:2 Literature survey 2 1:3 Primary research 4 1:3:1 Student questionnaire 4 1:3:2 Staff questionnaire 6 1:3:3 Interviews 6 Section Two: Literature survey 2:1 Student perceptions and the student experience 7 2:1:1 Holistic approaches 7 2:1:2 Academic preparedness and study skills 9 2:1:3 Student attitudes to feedback 11 2:1:4 Student attitudes to teaching and learning 13 2:1:5 Tutor-student relations 15 2:1:6 Accommodation and retention 16 2:2 Student Characteristics 18 2:2:1 Views of students 18 2:2:2 Student self-perceptions: skills 19 2:2:3 Student self-perceptions: workload 21 2:3 Transformation 22 2:4 Widening participation: some further issues 26 2:4:1 Non-traditional students and the student experience 26 2:4:2 Support and access to support 27 2:5 Students and motivation 28 2:5:1 Types of student motivation 28 2:5:2 Retention and motivation 29 2:5:3 Motivations for entering higher education 30 2:5:4 Goals and values (Mäkinen et al) 31 2:5:6 Motivation and satisfaction...
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...Planning a Career in Psychology A Canadian Perspective for University Bound and Beginning University Students CANADIAN PSYCHOLOGICAL ASSOCIATION CANADIAN ASSOCIATION OF SCHOOL PSYCHOLOGISTS Planning a Career in Psychology A Canadian Perspective for University Bound and Beginning University Students Marvin L. Simner, Ph.D. Address correspondence to: Canadian Psychological Association 141 Ave Laurier West, Suite 702, Ottawa, ON K1P 5J3 © Marvin L. Simner, 2009. All rights reserved/tous droits réservés Published by the Canadian Psychological Association, Ottawa, Ontario Copies may be ordered from Canadian Psychological Association 141, Ave Laurier West, Suite 702 Ottawa, Ontario K1P 5J3 Phone: (613) 237-2144 Fax: (613) 237-1674 ISBN N°. 978-1-926793-01-6 Planning a Career in Psychology: A Canadian Perspective for University Bound and Beginning University Students Marvin L. Simner CONTENTS Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Subfields of Psychology . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Is Psychology the Right Choice for Me? . . . . . . . . . . . . . . 7 How to Become a Professional Psychologist . . . . . . . . . . 8 Occupational Outlook . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 How to Succeed in University . . . . . . . . . . . . . . . . . . . . . 14 Recommended Readings . . . . . . . . . . . . . . . . . . . . . . . . . 16 References . . . . . . . . . . . . . . . . ...
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...“Good attendance at university is an out-dated ideal”: the views of staff and students. By Dr Ann Walker This paper reports on the second stage of an attendance monitoring project in which academic staff and students identified as good, average and poor attendees contributed to focus group discussions. In total ten focus groups were held, with thematic analysis identifying the key themes of motivators for attending, motivators against attending, assessment considerations, attendance and marks, reward versus punishment, student autonomy, purpose of attendance monitoring, and problems with monitoring attendance. The findings are discussed in relation to Social Exchange Theory and Social Learning Theory. Introduction This is the second report on a first year attendance monitoring project which is being carried out at the university where I work. In our first paper, we reported that we had found a significant correlation between absence and marks with students with poorer attendance records receiving lower end-of-semester marks. We also found that the poorer attenders were more likely to withdraw, either temporary or permanently, from the course. This finding is in keeping with those of similar studies going back over 50 years (for summary see Richie & Hargrove 2004/05). Two psychological theories, Social Exchange Theory and Social Learning Theory, have been put forward as explanations for the relationship between absence and marks. Social Exchange Theory proposes...
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...Conclusion: building connections 2 3 5 15 33 47 67 79 105 113 121 125 127 About the authors References List of case studies Engaging students in research and inquiry at the beginning of their academic studies Engaging students in research and inquiry later in their academic studies Undergraduate research and inquiry in science, technology, engineering and mathematics (STEM) disciplines Undergraduate research and inquiry in humanities, social sciences and interdisciplinary studies Undergraduate research and inquiry in departments and course teams Undergraduate research and inquiry in institutions 11 30 40 62 74 102 The Higher Education Academy – June 2009 1 Preface The Academy is very pleased to present this piece of work, commissioned as part of the series looking at the relationship between teaching and research1. Mick Healey and Alan Jenkins build on their already substantial contribution in this area by focusing on undergraduates’ engagement in research and inquiry, and the potential implications of this in a wide variety of HE practice and in a range of contexts (with respect to discipline, institution, and nation). They suggest here a fundamental conceptual shift from the notion of students as a passive audience for the research output of individual academics, to the idea of students as active stakeholders in a research community in which their experience of research within the core...
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...building connections 2 3 5 15 33 47 67 79 105 113 121 125 127 About the authors References List of case studies Engaging students in research and inquiry at the beginning of their academic studies Engaging students in research and inquiry later in their academic studies Undergraduate research and inquiry in science, technology, engineering and mathematics (STEM) disciplines Undergraduate research and inquiry in humanities, social sciences and interdisciplinary studies Undergraduate research and inquiry in departments and course teams Undergraduate research and inquiry in institutions 11 30 40 62 74 102 The Higher Education Academy – June 2009 1 Preface The Academy is very pleased to present this piece of work, commissioned as part of the series looking at the relationship between teaching and research1. Mick Healey and Alan Jenkins build on their already substantial contribution in this area by focusing on undergraduates’ engagement in research and inquiry, and the potential implications of this in a wide variety of HE practice and in a range of contexts (with respect to discipline, institution, and nation). They suggest here a fundamental conceptual shift from the notion of students as a passive audience for the research output of individual academics, to the idea of students as active stakeholders in a research community in which their experience of research within the...
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...Equality, Diversity and Inclusion: An International Journal Equality and diversity in employment relations: do we practise what we preach? Jane Holgate Sue Abbott Nicolina Kamenou Josie Kinge Jane Parker Susan Sayce Jacqueline Sinclair Laura Williams Article information: To cite this document: Jane Holgate Sue Abbott Nicolina Kamenou Josie Kinge Jane Parker Susan Sayce Jacqueline Sinclair Laura Williams, (2012),"Equality and diversity in employment relations: do we practise what we preach?", Equality, Diversity and Inclusion: An International Journal, Vol. 31 Iss 4 pp. 323 - 339 Permanent link to this document: http://dx.doi.org/10.1108/02610151211223021 Downloaded on: 01 December 2014, At: 02:26 (PT) References: this document contains references to 46 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 3118 times since 2012* Downloaded by UNIVERSITY OF LEICESTER At 02:26 01 December 2014 (PT) Users who downloaded this article also downloaded: C.W. Von Bergen, Barlow Soper, John A. Parnell, (2005),"Workforce diversity and organisational performance", Equal Opportunities International, Vol. 24 Iss 3/4 pp. 1-16 http:// dx.doi.org/10.1108/02610150510788033 Vidhi Agrawal, Vidhi Agrawal, (2012),"Managing the diversified team: challenges and strategies for improving performance", Team Performance Management: An International Journal, Vol. 18 Iss 7/8 pp. 384-400 http://dx.doi.org/10.1108/13527591211281129...
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...The University of Strathclyde's mission dates from our founder, Professor John Anderson, leaving instructions in his will for 'a place of useful learning' to be established in the city. By this he meant an institution open to everyone, regardless of gender, status or income. “ The Place of Useful Learning John Anderson 1796 ” We continue to be committed to 'useful learning' through our provision of relevant, high quality, educational opportunities, the global application of our research and our focus on knowledge exchange, all of which aim to benefit the wider economy and society. Our commitment to 'useful learning' is about: • • Offering a wide range of education opportunities in a flexible, innovative learning environment. Developing students who have the aptitudes and capacities to make significant contributions to their communities after graduation as employees, employers and citizens. Connecting research through knowledge exchange to make an impact on modern society. • 2 Contents Welcome ................................................................................................................. 5 The University of Strathclyde .................................................................................. 6 Strathclyde Business School ................................................................................... 6 About the Handbook and MyPlace .......................................................................... 7 Academic Policies...
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...University of Colorado Boulder Guide to Motivating Employees Developed by the Department of Human Resources Updated July 2012 Table of Contents I. Introduction 4 II. Elements of a Successful Motivation Program 6 1. General Principles of Motivating Employees 6 2. Employee Involvement 7 3. Business Literacy 7 4. Vision and Values 7 5. Work-life Initiatives 8 III. Practices to Inspire Motivation in Your Work Unit 9 1. Say “Thank You” 9 2. Get to Know Employees 9 3. Developing a Flexible Work Schedule for Your Unit 9 4. Upward Feedback 10 5. LSI and OCI Organizational Inventories 10 6. Nominate Staff 10 7. Create Your Own Departmental Awards Program 10 8. Encourage Staff Participation on Campus 11 9. Creative Recognition Ideas 11 IV. Great Tools to Get You Started! 13 1. Developing a Departmental Recognition Program: Steps 13 2. Elements of a Successful Recognition Program……………………………. 13 3. Motivation Survey: How to Find Out What Employees Want 14 4. Motivation Ideas to Enhance the Work Environment 14 V. Practices to Build Motivation for Individuals 14 1. Motivating with Performance Management 14 2. Create a Successful Business Literacy Training Program 15 3. Department Mentoring Program 15 4. Course Offerings by Organizational and Employee Development 16 5. University Perspective Program 17 6. Interest Testing 17 7. Faculty and Staff Assistance Program (FSAP) 17 VI. What You Can and Can’t Do: Policies, Procedures and Guidelines...
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...Student Handbook 2015/2016 www.praguecollege.cz Table of Contents Introduction Message from the Director Mission, Vision and Values Why study at Prague College Admissions A short guide to Prague College qualifications English for Higher Education Foundation Diploma in Business Foundation Diploma in Computing Foundation Diploma in Art & Design Professional Diplomas in Business Professional Diplomas in Computing Higher National Diploma BA (Hons) International Business Management BA (Hons) International Business Management (Flexible Study Programme) BA (Hons) Business Finance & Accounting BA (Hons) Graphic Design BA (Hons) Fine Art Exp. Media BSc (Hons) Computing BA (Hons) Communications & Media Studies MSc International Management MSc Computing Accreditation & Validation UK/Pearson Credit system Transfer of credits Student support Accommodation Study Advising and Support Financial support Visas for foreign students Scholarships Benefits for students Study abroad Internships Assistance in employment Counselling Centre Student Resources Computer labs Online Learning Centre (Moodle) Prague College email Physical library Digital Library ISIFA Images Textbooks and class materials Graphic Design/Interactive Media/Fine Art materials and costs Personal computers Message boards and digital signs Newsletters Open lectures, seminars and events Student ID cards Centre for Research and Interdisciplinary Studies (CRIS) Prague...
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...Management Studies, SOAS, University of London First Edition 2008, 2010 All rights reserved. No part of this course material may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, including photocopying and recording, or in information storage or retrieval systems, without written permission from the Centre for Financial & Management Studies, SOAS, University of London. International Human Resource Management Course Introduction and Overview Contents 1 Course Objectives 3 2 The Authors 4 3 Course Structure 4 4 Learning Objectives 5 5 Study Materials and Resources 6 6 Teaching and Learning Strategy 6 7 Assessment 7 International Human Resource Management 2 University of London Course Introduction and Overview Centre for Financial and Management Studies 3 1 Course Objectives This course aims to introduce you to the study and practice of International Human Resource Management (IHRM). To benefit from this, you need, of course, to have a basic understanding of Human Resource Management (HRM) itself. HRM has developed from personnel management, but instead of concentrating primarily on the hiring and firing of staff, it is the strategic and coherent approach to the overall management of an organisation’s most valued assets – the people working there who contribute to the objectives of the business1. Its main aim is to develop personnel policies that improve employee relations at work. This course will, therefore...
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...of ethical guidance. 3 Discuss attempts at legislating ethics. 4 Explain the importance of creating an ethical culture, describe a code of ethics, and support the importance of linking pay to ethical behavior. 5 Explain human resource ethics and describe ethics training. 6 Describe the concept of corporate social responsibility. 7 Explain why everyone is not on board with regard to corporate social responsibility. 8 Explain corporate sustainability. 9 Describe a social audit. 10 Describe possible difficulties for corporate social responsibility to succeed in the global environment. KEY TERMS Ethics: Discipline dealing with what is good and bad, or right and wrong, or with moral duty and obligation. Human resource ethics: Application of ethical principles to human resource relationships and activities. Profession: Vocation characterized by the existence of a common body of knowledge and a procedure for certifying members. Corporate social responsibility (CSR): Implied, enforced, or felt obligation of managers, acting in their official capacity, to serve or protect the interests of groups other than themselves. Social audit: Systematic assessment of a company’s activities in terms of its social impact. LECTURE OUTLINE Pay for Whistleblowing In the legal use of the term, a whistleblower is someone who engages in a “protected activity.”...
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