Amy Paros
Dr. Amy Paros is currently an assistant professor of management for Quinnipiac University in Hamden, Connecticut. She joined Quinnipiac University in the fall of 2015 after more than ten years working as a program manager in the engineering and manufacturing aerospace industry. Dr. Paros achieved her Doctor of Philosophy in Business Administration from Northcentral University in 2015. Major research areas of interest for Dr. Paros include project management, women as leaders, generational studies, knowledge workers, employee performance & motivation, and participative management. Dr. Paros' scholarship has been published and presented in the Advancing Women in Leadership Journal, Organization Management Journal, Leadership & Organizational Development Journal, Sage Open, Academy of Human Resource Development, Eastern Academy of Management, the Project Management Institute's Southern New England Chapter, the Online Learning Consortium, Northeast Decision Sciences Institute, and the Association to Advance Collegiate Schools of Business.
less
Related Authors
Interests
Uploads
Papers by Amy Paros
for maximizing the productivity and minimizing turnover risks associated with the significant population of female millennial knowledge workers could contribute towards business success.
Design/methodology/approach – This qualitative embedded single-case study used triangulation to develop a more complete look at the female millennial knowledge worker within an organization while utilizing a method that allowed for maximizing the understanding of a common case.
Findings – While triangulating across three modes of data collection “employee development” was identified in connection with both productivity and turnover. “Timely communication” was associated with productivity, and both “feedback” and “working environment” triangulated with turnover.
Research limitations/implications – This study extends existing participative management theory, limited by a majority focus, to include the female millennial knowledge worker.
Practical implications – The results of this study showed that managers should provide development opportunities and timely feedback to female millennial knowledge workers in support of their productivity. In
addition, employee development, timely feedback and a positive work environment could be used by managers to minimize turnover in this population.
Originality/value – The risk of alienating the population of female millennial knowledge workers could result in turnover and productivity challenges for businesses. The results of this study showed that managers should engage in employee development, timely feedback and cultivate a positive work environment to minimize turnover and increase the productivity of this population.
Design/methodology/approach-This experiential learning classroom exercise supports all student learning styles using a puzzle to teach students to apply social network theory toward real-world decision-making. This exercise is best used in small and medium-sized classrooms with ideally 15-40 students. This simulation could be used during 50 up through 120-min class sessions.
Findings-The game-like environment created by this exercise helps extend real-world understanding that may traditionally be lost with a lecture. Components within this simulation provide balanced consideration for many different learning styles. This exercise has been used successfully within a graduate-level leadership and decision-making course in at least ten sessions over 5 years.
Practical implications-This is a real-time theory to practice application exercise where an experiential activity is deployed for students to understand the practical implications and application of a theoretical concept.
Social implications-Organizations have internal social networks connecting employees. These connections are how information is dispersed and knowledge is shared. When these networks are understood and effectively used, it can result in more comprehensive problem-solving, valuable collaboration and the maximization of subject matter expertise within the organization.
Originality/value-This is a "how-to" teaching and pedagogical exercise. It is original with the benefit of its flexibility and adaptability in the classroom.
for maximizing the productivity and minimizing turnover risks associated with the significant population of female millennial knowledge workers could contribute towards business success.
Design/methodology/approach – This qualitative embedded single-case study used triangulation to develop a more complete look at the female millennial knowledge worker within an organization while utilizing a method that allowed for maximizing the understanding of a common case.
Findings – While triangulating across three modes of data collection “employee development” was identified in connection with both productivity and turnover. “Timely communication” was associated with productivity, and both “feedback” and “working environment” triangulated with turnover.
Research limitations/implications – This study extends existing participative management theory, limited by a majority focus, to include the female millennial knowledge worker.
Practical implications – The results of this study showed that managers should provide development opportunities and timely feedback to female millennial knowledge workers in support of their productivity. In
addition, employee development, timely feedback and a positive work environment could be used by managers to minimize turnover in this population.
Originality/value – The risk of alienating the population of female millennial knowledge workers could result in turnover and productivity challenges for businesses. The results of this study showed that managers should engage in employee development, timely feedback and cultivate a positive work environment to minimize turnover and increase the productivity of this population.
Design/methodology/approach-This experiential learning classroom exercise supports all student learning styles using a puzzle to teach students to apply social network theory toward real-world decision-making. This exercise is best used in small and medium-sized classrooms with ideally 15-40 students. This simulation could be used during 50 up through 120-min class sessions.
Findings-The game-like environment created by this exercise helps extend real-world understanding that may traditionally be lost with a lecture. Components within this simulation provide balanced consideration for many different learning styles. This exercise has been used successfully within a graduate-level leadership and decision-making course in at least ten sessions over 5 years.
Practical implications-This is a real-time theory to practice application exercise where an experiential activity is deployed for students to understand the practical implications and application of a theoretical concept.
Social implications-Organizations have internal social networks connecting employees. These connections are how information is dispersed and knowledge is shared. When these networks are understood and effectively used, it can result in more comprehensive problem-solving, valuable collaboration and the maximization of subject matter expertise within the organization.
Originality/value-This is a "how-to" teaching and pedagogical exercise. It is original with the benefit of its flexibility and adaptability in the classroom.