law

Case Assignments (300 Points Total)

General Case Instructions

All case assignments are due NO LATER THAN the date and time listed below, as well as on the syllabus. I will accept late assignments. However, there will be a significant penalty. For each day that your assignment is late, I will deduct 10 POINTS from your grade. If you do not meet the 8:00 AM deadline (even by one or two minutes), I will deduct 10 points. If you do not turn the assignment in by 8:00 AM CST the next day, I will deduct an additional 10 points, and so on. Saturdays and Sundays count towards the total days late. All assignments should be submitted to their corresponding dropbox in eCollege. If for some reason you have difficulty uploading your assignment to the dropbox, e-mail it to me and explain the situation in your e- mail. Iwill start downloading assignments from the dropbox soon after their due date/time. Follow the instructions for each case very carefully. All assignments need to be submitted in a Microsoft Word document that is compatible with Microsoft Office 2003 (sorry...that is what the school supplied me with on my computer...as long as it is NOT a docx or zipped file, I should be able to open it). Make sure your name appears somewhere within each document that you submit. You can include a cover page within each document, but it is not required. Please use 12-point Times New Roman font, 1-inch margins, and double-space your assignments. NOTE: References are very important to quality case analysis. The more references you use, the better. You should use as many as you need in order to back up all of your ideas, thereby creating a stronger analysis. Some references are better than others. I frown upon the use of Internet websites as references and rarely give credit for them!!! With most websites, anyone can post anything they want on the website and no review process is utilized. With peer- reviewedjournal articles, a strict review process is implemented in order to make sure that only the most useful and factual information is printed. Some journals implement a stricter process than others, so some journals are considered to be better than others (there are A-level, B-level, and C-level journals). I have provided a list of journals that are considered to be very good journals in the field (in eCollege-Doc Sharing). You should try to use articles from some of the highest-ranked journals in your assignments. You should use the textbook for guidance and cite it when you use information from it. However, it does NOT count as an outside reference since you are expected to read it for the class and I want you to be seeking information from other sources. Stretching above and beyond the "required" readings for the course is what graduate school education is all about. Specifically, I would like you to find and use as much empirical evidence (findings from actual research studies...which you find in many journal articles) as possible. Books are acceptable, but try to use more empirical articles than books. With respect to APA formatting, I am only concerned with your formatting with respect to in-text citations (references) and your reference page. You do not have to provide an abstract, use headings in a certain way, or anything else that the guidelines I gave you state. Just use the guidelines for your references.

IMPORTANT POINT #1: Use as many high quality references as you can find to back up your

analysis and opinions.

IMPORTANT POINT #2: Your required text for this class DOES NOT count as outside

reference. You can use and cite it, but make sure you have enough outside references to support

your ideas.

IMPORTANT POINT #3: Proofread your analysis before sending it to me. You can also send

your papers to the online writing center available through the school and they can help you

develop your writing skills. Clear and effective communication is a vital management skill.

Case Overviews

Dick Spencer (75 Points)

Read the Dick Spencer case. Identify the main factors contributing to: (1) Spencer's success as a

salesperson and (2) his tribulations as a manager. Explain how each of these factors led to either

his success as a salesman or his failure as a manager. The factors you address and your

explanations need to be supported with references. The more references you use, the better. I

would also like you to make some recommendations regarding how Dick Spencer could have

been more successful as a manager, using references for support. These recommendations should

be presented ~n a separate section entitled "Recommendations." Iwill consider the quantity of

recommendations you make, the quality of these recommendations, and the use of references to

support these recommendations. Include the full citations for your references on your Reference

page at the end of your analysis, following the APA Guidelines that I provided you in Doc

Sharing. You will be evaluated in accordance with the grading rubric provided at the end of this

document. Submit this assignment to the Case 1 Assignment dropbox.

Does this Milkshake Taste Funny? (75 Points)

WOW! George Stein finds himself facing an ethical dilemma. Does he go against his supervisor,

or does he allow kids to drink pulverized maggots? From a managerial perspective, there are

even more questions to be asked within this situation. Analyze the managerial issues found

within this case and make recommendations on how this situation could have been handled better

(by the company and the people directly involved). These recommendations should be presented

in a separate section entitled "Recommendations." Iwill consider the quantity of recommendations you make, the quality of these recommendations, and the use of references to

support these recommendations. Cite references (peer-reviewed journal articles, books) that

support your analysis and recommendations. Include the full citations for your references on

your Reference page at the end of your analysis, following the APA Guidelines that I provided

you in Doc Sharing. You will be evaluated in accordance with the grading rubric provided at the

end of this document. Submit this assignment to the Case 2 Assignment dropbox.

The Luggers Versus the Butchers (75 Points)

What are the main/critical issues contributing to the problems that are festering between the Tuggers and the butchers at Food Merchandising Corporation? If you were responsible for managing these two groups of employees, what would you do to reduce the friction and resolve the problems (i.e., make recommendations regarding the best ways to move forward)? These recommendations should be presented in a separate section entitled "Recommendations." Iwill consider the quantity of recommendations you make, the quality of these recommendations, and the use of references to support these recommendations. Include the full citations for your references on your Reference page at the end of your analysis, following the APA Guidelines that I provided you in Doc Sharing. You will be evaluated in accordance with the grading rubric provided at the end of this document. Submit this assignment to the Case 3 Assignment dropbox.

How to Motivate Fred Maiorino? (75 Points)

You may or may not agree with Schering-Plough's actions to terminate Fred because he was a recalcitrant, "over the hill" salesman who was not performing up to their standards. They claimed that they made an effort to help him get higher numbers. Analyze what Schering-Plough and Jim Reed did to motivate Fred, why it did or did not work, etc. I would also like you to recommend some other things that the company and Jim Reed could have done to increase Fred's motivation and how they could have handled the situation better. These recommendations should be presented in a separate section entitled ̀ Recommendations." Iwill consider the quantity of recommendations you make, the quality of these recommendations, and the use of references to support these recommendations. Cite references (peer-reviewed journal articles, books) that support your analysis and recommendations. Include the full citations for your references on your Reference page at the end of your analysis, following the APA Guidelines that I provided you in Doc Sharing. You will be evaluated in accordance with the grading rubric provided at the end of this document. Submit this assignment to the Case 4 Assignment dropbox.

NOTE: My grading of these cases will be largely holistic and comparative. If one student submits a case that is 20 pages long, includes 40 references, and iswell-written, that student's grade will be dramatically higher than a student who submits 5 pages, includes 5 references, and has a bunch of spelling and grammar errors. I reward A-level work and appreciate and value those students who are willing to go above and beyond and put an extreme amount of effort into their work. If you do the bare minimum to just scrape by in this class, your grades will reflect that. I expect a lot out of my graduate students, just as my professors expected a lot out of me when I was in graduate school. The cases require a substantial amount of work and you will get frustrated at times. Just put in the effort and it will pay off in the end. Always try to work ahead so that you don't get into a bind at the last minute. These cases will take longer than you think.

Case Analysis Grading Rubric

Far Exceeds Standards

Exceeds Standards

Meets Standards Fails to Meet Standards

Identification of Identifies all of Identifies most of Identifies many of Identifies few, Critical Issues the critical the critical the critical if any, critical and Depth of managerial managerial issues. managerial issues. managerial Analysis issues. Discusses, Discusses, issues.

Thoroughly evaluates, and evaluates, and Fails to discuss, I will consider how discusses, analyzes each analyzes each evaluate, and detailed your evaluates, and managerial issue, managerial issue, analyze each analysis is, how far analyzes each providing providing managerial into depth you go, managerial convincing and convincing and issue, does not and whether you issue, supported supported provide address many of providing arguments, but arguments, but convincing or the existing and convincing and could have gone could have gone supported critical issues in supported into a bit more into much more arguments, and the case. arguments. depth. depth. lacks any

significant degree of depth.

Score: (30) (24) (21) (18)

Literature Review Provides a Provides a Provides an Provides an of the Managerial complete and substantial and adequate and incomplete Issues—Reference clear review of clear review of clear review of review of the Support the scholarly the scholarly the journal journal

journal journal literature. literature, but literature and The more reference literature. Some, but not all, several issues fails to support support you use, Empirical issues were lacked strong the knowledge the better. The research from supported by support from the associated with quality of the multiple empirical research empirical research each identified journals is also journal articles from journal presented in managerial important. provided articles. More journal articles. issue. The few

support for references could Most of the articles that why each issue have been used articles came were used came was included, and more could from lower-level from low-level Several of the have come from journals. journals or journal articles top-tier journals. websites. used came from top-tier journals.

Score: (20) (16) (14) (12)

Supported Provided a Provided a Discussed some Discussed few, Recommendations thorough and sufficient and valid approaches if any, Regarding the well-supported supported for dealing with approaches for Best Approaches discussion of discussion of some of the dealing with for Handling the several valid several valid critical, some of the Problematic approaches for approaches for problematic critical, Issues in the Case dealing with all dealing with most issues in the case, problematic

of the critical, of the critical, but could have issues in the problematic problematic gone into much case, and issues in the issues in the case, more depth, provided little case. but could have provided more or no support.

gone into more support, and/or depth or provided provided several a few more more recommendations. recommendations.

Score: (10) (8) (7) (6)

APA Formatting Student cited Student cited Student cited Student cited of References ALL references most references many references few references

properly, properly, properly, properly (4 or Students must cite formatted in formatted in formatted in more errors all references in accordance accordance with accordance with with at least 1 proper APA with the APA the APA Style the APA Style being a major format, in-text and Style Guide (no Guide (a few Guide (4 or more error). on reference page. errors). minor errors). minor errors).

Score: (5) (4) (3) (2)

Turnitin.com Student Student submits a Student submits a Student submits Similarity Rating submits a paper paper that scores paper that scores a paper that

that scores a amid-range a rather high scores a high low similarity similarity rating similarity rating similarity rating rating (below (between 25 and (between 50% (above 75%), 25%), 50%). and 75%). suggesting that indicating a there could be high degree of an issue with originality of plagiarism. the student's Such papers work. will be

investigated and administrative action may be taken.

Score: (5) (4) (3) (2)

Overall Quality of Student Student presented Student presented Student Written presented a awell-written, a rather coherent presented an Communication well-written, coherent analysis analysis that incoherent

coherent that contained a contained several analysis that analysis that few minor errors. minor errors. contained was free from several major any grammar errors. and/or spelling errors.

Score: (5) (4) (3) (2)

Total Score:

Scoring Key: ■ Far Exceeds Standards = 68 — 75 ■ Exceeds Standards = 60 — 67 ■ Meets Standards = 52 - 59 ■ Fails to Meet Standards = < 52

Food Mcrchandising Corporation had one of its warchouscs in a small city in northcrn New Jcrscy. The main operation of the warehouse was to stock ccriain goods, anJ then ship them on order to various stores. The meat department handled packaged meats, and wholesale cuts of lamb, veal, and beef. Eiccf, by Tar the biggest and most expensive com• rnodity. was generally bou~l~t from Midwestern p.~ckcrs and sliippcd either by railroad or truck..On amval at the ~varchousc. the beef wus in the !'orm of two hindquarters and two forequarters, each wcigliing close to two hunJrcd pounds. Tlic problem was to get these heavy pieces of'tncat ofl'the trucks (or freight cars) and onto the intricate system of rails within the warehouse. Freight was paid by ti c shipper.

Comrany and union rules proscribed warehousemen Crom unla~ding trucks. It bc- camc the function of she general warehouseman (designated "lugger") to assist in the un- loacling of the trucks, but with no lifting. If, however, the beef was shipped by rail, it became his function to unload the frci~ht cars. ARcr the meat was placed on company rails, it was pushed through the doors info the 35' wa~house where it was placccf in stock unlit it was butchered. The butchery process involved several men. First, the meat went to the sawman. While someone steadied the meat on tlro rail, the rib, plate, brisket, and shoul- dcr bones were scvcrcd. Then it was passed on to the cutters, who butchered it into sev- cral smaller wholesale cuts. After tftat the meat was again placed in stock to be shipped aut by the night crews.

'Y'~e The operation of the w.irohouse involved two distinct functions: to unload and stock the

~~Luggers" beef, and then to butcher it. The unloading process was wholly different fiom butchering.

Versus the It required physical strength and coordination to tiR 200 pounds of bccFul) day. Furthcr-

"~utCllel'S" moro, when the workload slowed down, the lu~crs were given different tasks. There vas a degree of vaticty in their work. But tlic butchering function was very different. The then were geograrhically confined to the cutting line and performed the same basic orc~ations day aRcr day.

When the warehouse was unionized eight years ago, the men who had most seniority were given first option as to the jobs they prcfcrccd. Since many of these men were on the older side, they gravitated away from the more laborious general warehouse work toward the higher-wage butcher jobs. Consequently, t~vo different types of individuals became as- sociatcd with the two different types of jobs.

The eight butchers were engaged in the skilled practice of butchering meat. Most of tlicm had been with the company for many years. For the most part, they were family men with many off-the-job responsibilitics, were by no means in union a(T'airs, and probably had more loyalty to the company than to the union local. They had a high number of so- cia( aetivitics oR'the job, such as group picnics, bowling, golf, et cetera. The tedious bore- dom of thcirjob was somewhat mitigated by these mutual activities and an atmosphere of good humor usually prevailed in their comer of the warehouse.

There were nine tuggers, but two of these had been butchers until very recently. More will tx: said later about these men. A third man usually worked in another section, Thus tl~e term "lugger" referred to a specific group of six general warehousemen. These men were younger and generally had less company time than the butchers, but this is not to say that they were young or new. Most of them were rnamcd, but treated their home respon-

• RobcA C. C. ~5cgncr and LconarJ S~rks, c i~.~c~ In piganlwrinnnf unJ.irlwiGN.vrarBr B.•h+ntnr. 1972, pp. 42-78. Rcyrin~cJ

by permi~siun of PrcMicnflall. Inc, ~rlewocxi CIiRs, Nnv Jrrsey.

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31$ Paul F. Buller; Randall S. Schuler

sibilitics difTcrcntly. For ins~anec, the ►ypi~al butcher would spend his night at home, and most of the lu~,crs would spend their night working apart-time job.

Hanky JUST Hank wos the foremon. When he txcame foreman about l0 years ago, the men considered stnd Mr. him a walking !error but a good foreman. Now he was considered neither. Thcrc wcrc scv- Abrams era! reasons for this chanbc. First, tlic coming of the union had mndc Hank more careful

in the way 1►c haadlcd the men, Second, Hank had lost control of the lu~ers. A(ler scv- cral fiery confrontations, he more or Tess left them alone. When it was necessary to give them an orJcr, great explanations and apologies often accompanied it. His relationship with butchers, however, remained fairly intact. In e(~ect, Hank was afraid of the lu~crs but not of the butchers. Third, when Mr. Abrams became manascr two years ago it was his policy to use close personal supervision of the men to ensure ef~icicncy. Mc Abrams, tlicrcforc, usurped considerable portions of Hank's responsibility.

Josh was the union rcprescntativc. Nc had built up a great 1'ricndship with Carl, the shop steward, and the oihcr tuggers. His relationship with the butchers, however, was strictly on n business basis. Usually this meant that the butchers complained about the lug- gers, but nothing roally important was done about it.

Mr. Abrams' assistant was Lyle, nicknamed "the Purpy." Lylc used to follow Mr. Abrams cvcrywhcro he went, to the grant enjoyment of the men. Thus camp the nickname

.,PUPPY" The butchers took the brunt of Mr. Abrams' close supervision, mainly because they

were confined to one scot, and were easy to observe. Also, this was where the real pres- sure had to be applied for ii'the meat was not butchered, it could not be sent out and stores would run short. Mr. Abrams had the responsibility to ensure that stores were not short. He evidently felt that standing over the men (with the Puppy at his side) would cut down on the little games the rtx.n developed to break up their boring routine (talking, bathroom breaks, etcetera). The rtet effect was that the men, being old timers, took their breaks any- way but grumbled about being watcl~cd over. The Tuggers were harder to watch, being more spread out, and they also managed to gain some control over Mr. Abrams. He knew that an ill-timed remark or too much supervision would only result in later slowdowns by these men.

E~ S~UV►' Six years ago the butcher's job was considered much more desirable than that of the lug- Change in gars. At tliai time most of the meat was shipped by railroaJ. This necessitated a great Jcal StatUS of heavy work. Most of the men would have preferred the cold monotony of cutting meat

to tugging 200 pounds of beef from a railroad car to a loading dock. It was at this point that two tuggers, Brent and Terry, began to think of developing a system of portable ni Is that would be adaptable to the large variety of freight cars which came to the ~varchouse. The rails were successfully designed and developed by the two men. With the passage of time skill in their use was achieved, and the job of unloading freight cars became quite simple.

The ingenuity of two tuggers was widely heralded about the warehouse and in the company, and recognition was given in due proportion. More importantly, a job that was undesirable before became quite attractive because the chief reason for its undesirability had ceased to exist. The main attractions oP the butcher's job were reduced to the com- panionship of the group, the waning prestige of being a skilled workman, and the higher- wage-more-overtime benefits. "Chis was guile suf'ficicnt to keep them satisfied, if not as happy as before,

Hank's foremanship also suf'!'ored. At This date, his position haJ alrca~ly bean dealt a few blows by the union and the men. Now an innovation was introduced that had no place in his way of doing things. I-le preferred to completely ignore the rails and allow the

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The Luggers Versus the Butchers 319

luggen to use fl~cm as tlicy s:iw ft. From Ilic company's point of vices, the use of rails in frcigltt can mcant vcry littic. Four mcn wcrc still rcquircd in cacl~ car. E(Ticicncy remained about the s~mc because it took time to asscmblc and disasscmblc the rail system.

f the use of the rails lead resulted solely in physical advantages, it is probable that the situation woutd I~avc gone along unchanged. But the luggcrs were quick to discover an economic value in their usa The trucks coming in on the front clocks had to be unloaded. Since froight was paid by the shipper, the company and union had worked out an agrcc- mcnt in wliicli tl~c trucker was responsible for delivering the meat to tlic dock. Thc warc- housc workcn were only to assist periplicr~lly and were not }>crmil~~d inside the trucks unless it was absolutely necessary.

The drivers were not happy with their lot of unloading up to 35,000 pounds of beef. Consequently, they nftcn hired warehouse vagrants--men who sat around the warehouse waiting for such opportunities. The going talc was one dollar per I,000 pounds: Gctwccn $30.00 and $35.00 a truck. It gcncrolly took two hours to unload one truck. Tlic ontcr- prising luggcrs redcsignccl tl~c rails for use on the tnrcks, aril made it known that o tip of two dollars was in order for Anyone wlio carcJ to use them. Since the railroad was mak- ing more and more use of piggyback services, the number of trucks as well as the amount of the tips &:gars to increase.

A Dispute 1_ast year, two bu~cl~ers were given the option of working as tuggers. They exercised tl~c Develops option, partly hoping to recuperate sane of their wage losses by sharing in the tip money.

It was not long before serious arguments developed between the old and new tuggers. BcforchanJ, the tuggers haJ worked out aone-for-you and one-for-me system with the trucks. Such an informal understanding was possible because this tightly cohesive group knew that petty bickering would soon take tlic problem out of their own hands. The two ex-butchers, however, had no desire to work with the old group. They were in no way amanable to tacit understandings that cut them out. Consequently, when the big trailers tamed into the driveway, there bcKan a jockeying for position.

Arguments developed, and other work su(lered. Wlicn ~hc two ex-butci~ers tamed to tl~e union, they found their upward paths of communication lhotoughly blocked. Carl, the shop steward, was a lugger. It was to his disndvunlagc to press Bard on bch~lf of the two cx-butchers, loch, the union rcpresent~tive, was much toa friendly with the tuggers and no progress cou1J he made here. Hank, the foremen, was worthless in this matter, and Mr. Abrams was too new at this sta~c to take action. For these reasons, and because ofa nor- mal reluctance to push grievances, little pressure was pllccd on the union.

Early last spring, following a series of flare-ups over equipment usage and truck tips, two "clubs" were i'onned: Club "Six" and Club "Three:' Brent, one of the two rail de- signers, originated the idea of formalizing the two groups. Each club was given a separate locker for equipment. No exchanges were to take place. Members of Club Three (the two ex-butchers and a third who worked in a difiercnt part of the warehouse) were permitted to work a share oftrucks proportional to club membership. Members of Club Six {the six original tuggers) began a practice of pooling tips and dividing thcrn equally.

At first the formalization of the two groups appeared to be a good solution. There were fewer arguments, and Club Three was reasonably satisfied. However, an unfortunate side ef'f'ect developed. Previously, the distinc~ions between tuggers and butchers were im- plicitand the worehousc as a whole was a friendly place. People know wl~o got along with whom, anJ friendships oRcn crossed group lines. With the formalization, however, people began to class themselves as "in" or "out;' Club Six members began to bo more and more isolated among the hventy-five men wfto worked in this section of the warehouse. Butchers and luggets constantly complained about each other. Members of Club Six re- fused to work with members ofClub Three, and muc1~ ill feeling was generated. But even

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320 Paul F. Buller; Randall S. Schuler

so, had (here been nothing clsc, lhesc difficulties would probably not have caused any tast- ing prabtcros. Thcrc wns, however, something else the piggyback development.

The railroads ~vcrc making more end more use of piggyback trucking. This is a sys- tem whereby trailers arc hauled part of the way by rail, and part of the way by road. As the number of frciglit cars decreased and the warehouse volume increased, more trucks began coming. These trucks had to be unloaded, and unloading was an expensive and iirnc-consuming proposition. The use of rails on the trucks had cut down the time it took to unload. A good crew could "knock one oiT" in Icss than an hour, though the average time was about two hours. The lu~crs began to move into ibis very lucrative area. It bc- camc quite a steady thinb for them to brins home an extra $30.00 or $40.00 per week. Occasionally, if things were slow enough, the tuggers would work a truck on company time. Or they would begin setting it up about 3:30, so there would be na delay in getting it started at 4:d0.

From a company viewpoint, there was no problem. Trucks were being emptied faster than ever be('ore, even on the rare occasion when a truck came in purrwsely late. The more usual situation was either that there were too rnany (rucks to unload in the normal day or that the (ruck was legitirnatcly delayed. At any rate, the roils enabled fhe ordinary trucks to Ex: unloaded much more rapidly and the experienced 1ug~ers often finished their aiter- hourtrucks in linlf the normal time. Warehouse efficiency did not suf~'er.

The butchers, however, were not a hammy group. They continued to work ttte same boring routine in the same 35°. Their income did not change. They watched the tuggers develop into a very cohesive group and usurp their status position. They resented the di f- ferenitreatments meted out to the two groups. The tuggers were given too much Freedom, and the butchers wcrc too closely supervised. The tuggers quite often "couldn't" stay overtime, yet they could almost ahvays work a truck. Nothing was ever said when tuggers made excuses; but if the butchers did not want to stay, they were given a great deal of grief.

Pressure was applied, and it was not a rare thing to find butchers working three hours ovcrtirne for half the money the tuggers maJc in an hour by working a truck. The obvious inequity vas deeply resented. The tuggers used company time to work trucks, or to set them up, and this violated the union contract. Yet nothing concrete was ever dune to stop them. The butchers felt totally frustrated and disenehantecl with w}~d~ they lead once con- sidered as high-status jobs. bexpife their iimute conservatism and procompany attitude, they scriuusly considered a massive walkout to get their grievances herd,

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JOURNAL PUBLICATION INFORMATION

Here are three different lists of journals that will be good for you to use for your case assignments in this class. Note how the journals have different

ratings. I am providing this information to you to help you understand why some journals are of higher quality than others. The highest ranked journals

are considered more prestigious because of the rigor of their review processes and their lower acceptance rates...They only accept the best of the best.

Journal Information: Formats, Reviews, Acceptance Rates, and Impact Factor

Journal BADM Rank Format Reviewers Acce tance Rates Time to Review Im act Factorx

Educational and Psychological Measurement 2 Blind 2 20% 3-5 months n/a

E ual O orlunities International 2 Blind 2 50% 1 month

Grou & Ortranization Manatrement 3 Blind 2-3 Varies 3-4 months

HR Planning 1 Blind 2 11-20% 1-2 months

Human Performance 2 Blind 2 21-30% 2-3 months .914

Human Relations 3 Blind 3-4 25% 4 months Human Resource Develo ment Quarterl 2 Blind 3-4 25-30% 4 months Human Resource Management 3 Blind 2-4 6-10% 3-5 months Human Resource Management Review 2 Blind 2 21-30% 1-2 months International Journal of HRM 3 International Journal of Selection and Assessment* 2 Blind 2-3 25-33% 10 weeks 1.095 Journal of A lied Psycholo 3 Blind 2 10% 2-3 months

Journal of Business Ps cholo 2 Journal of Management 3 Blind 3 6-10% 2-3months Journal of Management Education Blind 3 10-15% 2-4 months Journal of Management In u' 2 Blind 2 11-20% 2-3 months Journal of Management Studies 3 Blind 3+ 8-10% 3-4 months Journal of Managerial Issues 2 Blind 3 25% 2-3 months Journal of Managerial Ps choloQy 2 Journal of Occu ational & Organizational Ps cholo~y Blind 3 11-10% 3 months Journal of Organizational Behavior 3 Blind 3+ 10% 2-3 months Journal of Personality &Social Ps cholo Editarial 3 11 ~0% 2-3 months Journal of Vocational Behavior 3 Blind 2 10-15% 2 months Organizational Research Methods 2 Blind 3 10-20% 60 da s 1.103

Personnel Ps cholo 3 Blind 2-3 12-15% 2 months 2.094 Personnel Review 1 Blind 2 30% 3-6 months

Ps choloaical Bulletin Blind 3+ 20% 2-4 months

Ps cholo ical Re orts Peer 3+ 21 ~0% 1 month

Ps cholo~ical Review Editorial ;+ 11-20% 2-3 months__ *Not listed in Cabell's Directory (publication information obtained from the journal editor).

BADM Rank: 3=Best; 2=Middle; 1=Lower

SADM-Business Administrafion Journals

Ratio Journal Title - BADM Area 2 Academy of Management Executive MGT 3 Academ of Mana ement Journal MGT 2 Academ of Mana ement Learnin MGT 2 Academ of Mana ement Learnin and Education MGT 3 Academ of Management Review MGT 2 Academy of Mana ement Pers ectives MGT 1 Academ of Marketing Review MGT 3 Administrative Science Quarterly MGT 2 Advance Mana ement Journal MGT 2 A lied Ps cholo An International Review MGT 2 Asia-Pacific Journal of Human Resource Mana ement MGT 3 British Journal of Management MGT 1 Business and Economic Review MGT 3 Business Communication Quarterl MGT 3 Business Horizons MGT 2 California Management Review MGT 3 Decision Sciences MGT 2 Educational and Ps cholo ical Measurement MGT 2 Entre reneurshi Theo and Practice MGT 2 E ual O ortunities International MGT 2 Euro can Journal of Work and Or anizational Ps cholo MGT 3 Grou and Or anization Mana ement MGT 2 Human Performance MGT 3 Human Relations MGT 2 Human Resource Develo ment Quarterl MGT 3 Human Resource Manatrement MGT 1 Human Resource Plannin MGT 2 Human Resources Mana ement Review MGT 3 International Journal of Human Resource Mana ement MGT 2 International Journal of Management MGT 2 International Journal of Ps cholo MGT 2 International Journal of Selection and Assessment MGT 3 Journal of the Academ of Mana ement Sciences MGT 2 Journal of A lied Business Research MGT

3 Journal of A lied Ps cholo MGT

2 Journal ofAsia-Pacific Business MGT

2 Journal of Business &Economic Research MGT

2 Journal of Business and Economic Studies MGT

2 Journal of Business and Psycholo MGT

3 Journal of Business Ethics MGT

2 Journal of Business Ps cholo MGT

1 Journal of Education for Business MGT

3 Journal of Human Resources MGT

3 Journal of International Business Studies MGT

3 Journal of International Mana ement MGT

2 Journal of Leadershi Studies MGT

3 Journal of Management MGT

2 Journal of Mana ement and Governance MGT

2 Journal of Management In u' MGT

3 Journal of Mana ement Studies MGT

2 Journal of Mana erial Issues MGT

2 Journal of Mana erial Ps cholo MGT

3 Journal of Occu ational Ps cholo~y MGT

3 Journal of Or anizational Behavior MGT

3 Journal of Small Business Mana ement MGT

3 Journal of Vocational Behavior MGT

2 Leadershi and Or anizational Develo ment Journal MGT

3 Leadershi Quarterl MGT

2 Mana ement Communication Quarterl MGT

2 Management Decision MGT

3 Mana ement International Review MGT

3 Management Science MGT

3 Mana ement Science and Decision Science MGT

2 Or anization Management Journal MGT

3 Or anizational Behavior and Human Decision Processes MGT

3 Or anizational Behavior and Human Performance MGT

3 Or anizational Research Methods MGT

3 Organizational Science MGT

1 Personnel Review MGT 2 Personnel Journal MGT

3 Personnel Ps cholo MGT

3 Personnel MGT 3 Research in Organizational Behavior MGT 2 Review of Human Factor Studies MGT 3 Strate is Management Journal MGT 2 Strate is Organization MGT 2 Trainin and Develo ment MGT Ke 3 =Best A-Level

2 =Middle Grou -Level 1=Lower Grou C-Level

RECOMP~NDED JOURNALS (This is a list of journals that I think are the best.

Academy of Management Journal

Academy"of Management Review

Academy of Management Executive-2 (B-level)

Journal of`Applied Psychology

Personnel Psychology

Journal of Management

Administrative Science.Quarterly

Journal of Managerial Issues-2 (B-level)

Organizational Behavior'and Human Performance

Journal of Personality and Social Psychology

Journal of Occupational Psychology

Journal of Experimental and Social Psychology

Journal of Psychology

Behavioral Science

Psychological Reports

Psychological Bulletin

Journal of Organizational Behavior

Management Decision