Skip to main content

SUU Digital Library

Add or remove other collections to your search:



Narrow your search by:



You've searched: All Collections

  • All fields: employee
(526 results)



Display: 20

    • Page 25

    •  
    • Employee Giving 26 state of Utah, due to privacy rules, does not release to colleges or universities the names of individuals who have purchased plates. This made it impossible to give employees and their team credit for a donation made through the...
    • Page 26

    •  
    • Employee Giving 27 a faculty senate officer, on April 22, 2008, and learned that in fact they were legitimate donations and not dues. That meant for years, faculty senate donations were being processed incorrectly. Each donation was safe and used...
    • Page 12

    •  
    • Onboarding – NEW HIRE UNCERTAINTY REDUCTION 11 *The information is proprietary SkyWest Airlines material and cannot be included as part of this document. personality. This serves to deepen the relationship between the customer and the brand. In his...
    • Page 27

    •  
    • Employee Giving 28 We also increased our chances of having SUU employees do more in the future. A typically tough audience was persuaded to donate to the university (Schroeder, 2000). According to commitment-consistency theory, by persuading...
    • Page 70

    •  
    • KUDZU Leadership 71 portion of the presentation, while only one mentioned the Motivation-Hygiene Theory and employee morale. It might be significant that responses regarding positive feelings about each main section were more positive for the first...
    • Page 13

    •  
    • Onboarding – NEW HIRE UNCERTAINTY REDUCTION 12 *The information is proprietary SkyWest Airlines material and cannot be included as part of this document. By so doing, organizations can have an emotionally-invested employee base that allows for...
    • Page 28

    •  
    • Employee Giving 29 who were not coded as having made a gift, explaining that the employee either said no or had not returned a gift card and we did not know which it was. Another challenge was employee turnover. It was difficult to maintain a...
    • Page 14

    •  
    • Onboarding – NEW HIRE UNCERTAINTY REDUCTION 13 *The information is proprietary SkyWest Airlines material and cannot be included as part of this document. Using flexible communication technologies and innovative engagement tools that transcend time...
    • Page 29

    •  
    • Employee Giving 30 One surprising challenge I found was the argumentative attitudes of a few employees. I emphasize a few because I did not find these negative attitudes to be wide spread. Reasoning and explanation did little to soothe the emotions...
    • Page 15

    •  
    • Onboarding – NEW HIRE UNCERTAINTY REDUCTION 14 *The information is proprietary SkyWest Airlines material and cannot be included as part of this document. Keeping former employees engaged and updated on what the organization is doing is just one of...
    • Page 30

    •  
    • Employee Giving 31 whatever level they could give, there was a sense of relief and a feeling that they truly could do something and be part of the comprehensive capital campaign. Third, employee control of a donation is important. If employees are...
    • Page 31

    •  
    • Employee Giving 32 this particular year at Southern Utah University our spring employee campaign capitalized on the momentum of a successful inauguration of our new president, a much anticipated Founders Day celebration and a legislative session...
    • Page 17

    •  
    • Onboarding – NEW HIRE UNCERTAINTY REDUCTION 16 *The information is proprietary SkyWest Airlines material and cannot be included as part of this document. environment. Providing an interactive shared network will allow the company to share...
    • Page 32

    •  
    • Employee Giving 33 manipulate the system in their favor and elevate themselves, their office and department. There is no easy remedy for such complaints or activities except for a personal commitment to the established program, sound reasoning and...
    • Page 18

    •  
    • Onboarding – NEW HIRE UNCERTAINTY REDUCTION 17 *The information is proprietary SkyWest Airlines material and cannot be included as part of this document. This is another tool that SkyWest can use to initiate an early trust relationship with the new...
    • Page 33

    •  
    • Employee Giving 34 communicate regularly with my immediate supervisor and vice president, knowing that those same updates would be passed to the President -- and I believe they were. But had I communicated directly with the pesident I could have...
    • Page 34

    •  
    • Employee Giving 35 offered during the team captain trainings. I also believe that these team captains missed out on the energy of the team captain trainings and the expert instruction provided by Vice President Jones. Fourth, develop a donation...
    • Page 35

    •  
    • Employee Giving 36 knowing whether campaign messages fell into the latitudes of acceptance, noncommitment and rejection, stronger and more persuasive messages could have been developed for the following year (Smith, Charles, Martell, Allen &...
    • Page 78

    •  
    • KUDZU Leadership 79 References Anand, S. et. al., (2011). Leader-member exchange: Recent research findings and prospects for the future. The Sage handbook of leadership, Thousand Oaks, CA: SAGE Publications. Baird, J. E., & Bradley, P. H. (1978)....
    • Page 46

    •  
    • THE POTENTIALLY BRIGHT FUTURE OF RADIO 42 provided more opportunities to potential talent. "Our program director took chances, like if there was a board operator that was funny they gave them (him) a chance on the weekend to do a show, 'give it a...

QuickView

Display a larger image and more item information when the pointer pauses over a thumbnail
 

Layout options:

Select the collections to add or remove from your search
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
 
OK
Select the collections to add or remove from your search
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
 
OK