Clair Doloriert
Dr Clair Doloriert is Senior Lecturer at Bangor Business School and Head of Year 1 Undergraduates. She has been working at Bangor Business School since 2007. Clair is the Academic Lead Academic for the CMI Level 7 Dual Accredited Postgraduate Degrees in Strategic Management & Leadership at Bangor Business School. Clair also supervises undergraduate, postgraduate and doctoral students and is a personal tutor to a number of students across undergraduate and postgraduate programmes. She is also leading the development of two Podcast Series for Bangor Business School.
Professional Accrediation and Awards
Clair became a Senior Fellow of the Higher Education Academy (SFHEA) in 2020 for her excellence and leadership in teaching and learning. Further to this she is a fellow of the Chartered Management Institute (FCMI) and an Academic Associate of the CIPD (AACIPD). In the 2017 University Graduation Ceremony, Clair was recognised for her excellence and innovation in teaching, and was awarded a prestigious Bangor University Teaching Fellowship.
Teaching
Clair is currently Module Leader on 2nd year Leadership and HRM (ASB2521), postgraduate MBA/MA/ MSc Organisations and People (ASB & ABJ 4431), Knowledge Management (ASB & ABJ 4030), and Management Research (ASB & ABJ 4115). She also teaches on modules including Contemporary Issues in Management and the Doctoral Program "Foundations of Social Research".
She has also previously taught on several modules including; ASB2115 Organisational Learning in a Knowledge Economy (2nd year UG), ASB3103 Human Resource Management (3rd year UG), Corporate Strategy module ASB4901 for the prestigious Chartered Banker MBA run by the Management Centre, and Leadership, Innovation, Quality and Change at what was formerly the School of Nursing at Bangor University.
Leadership, Administrative & External Roles
Aside from her role as Academic Lead for the CMI at the Business School, she is also a moderator for undergraduate programmes in Business, Tourism and Events at Grwp Llandrillo Menai, ensuring high quality and rigor throughout Bangor validated programmes. Up until September 2022, Clair was the Programme Lead for all Travel, Tourism and Hsopitality programmes that are run by Bangor University's MDIST partner institutions in Tashkent, Uzbekistan. She completed a complex quadripartite project management and development of a suite of two new undergraduate programmes in International Travel, Tourism and Hospitality for MDIST.
Clair was an External Examiner across Human Resource Management and Strategy programmes for Hull University Business School 2018-2022. She has active roles with programme and module validation of affiliate programmes in sister institutions such as Coleg Llandrillo, and across the College of Business, Law, Education and Social Sciences. Clair is actively involved with several other UK based universities including Mancheseter Business School and Centrum Catolica, Lima Peru.
Clair has held other leadership roles including the Head of the Business and Management subject group on the School Teaching and Learning Committee until January 2020. The Deputy Director for Centre for Business Research, Deputy/Senior Personal Tutor for all BBS students; the Quality Assurance and Validation Officer for all Bangor Business School Undergraduate and Postgraduate Programmes.
Historical roles also include; Editorial Board member for Bangor Business School working paper series; Academic Champion of Enterprise for Bangor University; Marketing Director for the Business School’s Management Centre; and Information Officer and Abstractor for the World Banking Abstracts Journal.
Phone: 01248382158
Address: 2.04 Hen Goleg
Bangor University
Wales
UK
Professional Accrediation and Awards
Clair became a Senior Fellow of the Higher Education Academy (SFHEA) in 2020 for her excellence and leadership in teaching and learning. Further to this she is a fellow of the Chartered Management Institute (FCMI) and an Academic Associate of the CIPD (AACIPD). In the 2017 University Graduation Ceremony, Clair was recognised for her excellence and innovation in teaching, and was awarded a prestigious Bangor University Teaching Fellowship.
Teaching
Clair is currently Module Leader on 2nd year Leadership and HRM (ASB2521), postgraduate MBA/MA/ MSc Organisations and People (ASB & ABJ 4431), Knowledge Management (ASB & ABJ 4030), and Management Research (ASB & ABJ 4115). She also teaches on modules including Contemporary Issues in Management and the Doctoral Program "Foundations of Social Research".
She has also previously taught on several modules including; ASB2115 Organisational Learning in a Knowledge Economy (2nd year UG), ASB3103 Human Resource Management (3rd year UG), Corporate Strategy module ASB4901 for the prestigious Chartered Banker MBA run by the Management Centre, and Leadership, Innovation, Quality and Change at what was formerly the School of Nursing at Bangor University.
Leadership, Administrative & External Roles
Aside from her role as Academic Lead for the CMI at the Business School, she is also a moderator for undergraduate programmes in Business, Tourism and Events at Grwp Llandrillo Menai, ensuring high quality and rigor throughout Bangor validated programmes. Up until September 2022, Clair was the Programme Lead for all Travel, Tourism and Hsopitality programmes that are run by Bangor University's MDIST partner institutions in Tashkent, Uzbekistan. She completed a complex quadripartite project management and development of a suite of two new undergraduate programmes in International Travel, Tourism and Hospitality for MDIST.
Clair was an External Examiner across Human Resource Management and Strategy programmes for Hull University Business School 2018-2022. She has active roles with programme and module validation of affiliate programmes in sister institutions such as Coleg Llandrillo, and across the College of Business, Law, Education and Social Sciences. Clair is actively involved with several other UK based universities including Mancheseter Business School and Centrum Catolica, Lima Peru.
Clair has held other leadership roles including the Head of the Business and Management subject group on the School Teaching and Learning Committee until January 2020. The Deputy Director for Centre for Business Research, Deputy/Senior Personal Tutor for all BBS students; the Quality Assurance and Validation Officer for all Bangor Business School Undergraduate and Postgraduate Programmes.
Historical roles also include; Editorial Board member for Bangor Business School working paper series; Academic Champion of Enterprise for Bangor University; Marketing Director for the Business School’s Management Centre; and Information Officer and Abstractor for the World Banking Abstracts Journal.
Phone: 01248382158
Address: 2.04 Hen Goleg
Bangor University
Wales
UK
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Papers by Clair Doloriert
Purpose – Employee engagement (EE) is a highly popular topic within workplace research, but has
been studied almost exclusively from a quantitative, survey based approach, both in academic and
consultancy led research. Yet, employee engagement is essentially an individual concept, concerning
self, and this highly personal dimension fails to be captured in positivistic surveys. This paper offers a
novel methodology in an attempt to address this deficit.
Design/methodology/approach – This complex concept needs to be studied from a more
interpretivist and ethnographic angle, acknowledging that EE exists within a cultural context. The
paper proposes the use of a contemporary, and somewhat contentious, form of ethnography,
autoethnography (AE) that weaves together the researcher’s personal and participants’ experiences to
illuminate the phenomenon.
Findings – This paper briefly reviews extant literature on employee engagement, explains
autoethnography and argues that AE is a highly suitable method to capture both the individual and
social nature of self in employee engagement.
Research limitations/implications – To understand how employee engagement works, we need
to get at the depth of the concept, and the paper offers an innovative methodological contribution to
achieve this. To date, this approach has received limited attention and only minimal anecdotal
evidence is presented to support the argument for AE. However, there is substantial scope for further
research adopting this novel, collaborative approach.
Practical implications – An autoethnographic approach provides both emic (insider) and etic
(outsider) perspectives on the phenomenon, thus harnessing both the experiences of those involved in
AE initiatives (e.g. HR practitioners managing EE and employees being engaged) but also the
researcher’s experiences and interpretations of being engaged in their work, to elicit more rich, layered
insights. Such nuanced understanding can help facilitate more appropriate, authentic and realistic
interventions to harness employees’ whole self and engagement.
Originality/value – Autoethnography provides an innovative approach to studying employee
engagement, offering an appropriate alternative to quantitative, snap-shot studies and is more in
keeping with the founding scholar’s intentions for research on this topic.
Keywords Culture, Context, Autoethnography, Self, Qualitative research, Employee engagement
Paper type Research paper
Purpose – Employee engagement (EE) is a highly popular topic within workplace research, but has
been studied almost exclusively from a quantitative, survey based approach, both in academic and
consultancy led research. Yet, employee engagement is essentially an individual concept, concerning
self, and this highly personal dimension fails to be captured in positivistic surveys. This paper offers a
novel methodology in an attempt to address this deficit.
Design/methodology/approach – This complex concept needs to be studied from a more
interpretivist and ethnographic angle, acknowledging that EE exists within a cultural context. The
paper proposes the use of a contemporary, and somewhat contentious, form of ethnography,
autoethnography (AE) that weaves together the researcher’s personal and participants’ experiences to
illuminate the phenomenon.
Findings – This paper briefly reviews extant literature on employee engagement, explains
autoethnography and argues that AE is a highly suitable method to capture both the individual and
social nature of self in employee engagement.
Research limitations/implications – To understand how employee engagement works, we need
to get at the depth of the concept, and the paper offers an innovative methodological contribution to
achieve this. To date, this approach has received limited attention and only minimal anecdotal
evidence is presented to support the argument for AE. However, there is substantial scope for further
research adopting this novel, collaborative approach.
Practical implications – An autoethnographic approach provides both emic (insider) and etic
(outsider) perspectives on the phenomenon, thus harnessing both the experiences of those involved in
AE initiatives (e.g. HR practitioners managing EE and employees being engaged) but also the
researcher’s experiences and interpretations of being engaged in their work, to elicit more rich, layered
insights. Such nuanced understanding can help facilitate more appropriate, authentic and realistic
interventions to harness employees’ whole self and engagement.
Originality/value – Autoethnography provides an innovative approach to studying employee
engagement, offering an appropriate alternative to quantitative, snap-shot studies and is more in
keeping with the founding scholar’s intentions for research on this topic.
Keywords Culture, Context, Autoethnography, Self, Qualitative research, Employee engagement
Paper type Research paper