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This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

As a result of the recent changes in world politics, especially in Eastern Europe (and between the United States and the Soviet Union), there has been a re‐evaluation of the United States military forces. There is a movement to develop a variety of ways to trim the numbers of those in the active duty military. At the same time, there is a recognised need to offer assistance to those departing the military and to enable them to make a smooth transition into the civilian world of work. Although the research reported here was conducted over two years ago and focused on those retiring from the military, the issues raised may be more relevant today.

This study assessed the relevance of Vroom’s expectancy motivational framework in a cross-cultural context. Differences in attitudes for task investment, preferences for work related achievements, and the reward potential of outcomes was assessedwith Australians and Malaysians who were employed in similar work contexts of the beauty care industry. Reasons why the Australian employees reported significantly higher job motivation than the Malaysian respondents were identified by examining the three main components of expectancy, instrumentality and valence, of Vroom’s framework. The study findings are discussed in terms of the implications they have for the necessary organizational development with Australians and Malaysians who were employed in similar work contexts of the beauty care industry. Reasons why the Australian employees reported significantly higher job motivation than the Malaysian respondents were identified by examining the three main components of expectancy, instrumentality and valence, of Vroom's framework. The study findings are discussed in terms of the implications they have for the necessary organizational development of businesses in the competitive Asia-Pacific region.

The purpose of this paper is two fold: educate investors about hedge fund managers' activities prior to the fraud recognition by the authorities and to help investors and other stakeholders in the hedge fund industry identify red flags before fraud is actually committed.

The paper investigates fraud committed by the Bayou Funds, Beacon Hill Asset Management, Lancer Management Group (LMG), Lipper & Company and Maricopa investment fund. The fraud activities took place during 2000 and 2005.

The five cases alone cost the hedge fund investors more than $1.5 billion. Investors may have had a good opportunity for avoiding the irrecoverable costs of the fraud had they carefully vetted the backgrounds of the hedge fund managers and/or continuously monitored the funds activities, especially during turbulent market environments.

This is the first research paper to identify and extensively investigate fraud committed by hedge funds. In spite of the size of the hedge fund industry and relatively substantial level and inevitably recurring fraud, academic journals are to yet address this issue. The paper is of great value to hedge funds and their individual and institutional investors, asset managers, financial advisers and regulators.

The purpose of this paper is to offer case studies of hedge fund fraud, solutions that could mitigate hedge fund fraud risk, and a proposal for the industry to establish a hedge fund information depository (HFID) where participants/stakeholders could provide information on any hedge fund on regular basis.

Four major hedge fund fraud cases, Bayou Funds, Lipper Holdings, Manhattan Investment Fund and Maricopa Investment Corporation are used as examples of the complete absence of independent oversight and the application of HFID.

The paper finds that investors in the four funds lost more than $1.3 billion. In all four fraud cases, independent oversight and compliance function were conspicuously missing. In each fraud case there was at least one serious alert (warning) that took place at least 14 months prior to SEC first filing against the fund.

Some hedge fund industry stakeholders may reluctantly join HFID due to concern over possibly disclosing information deemed crucial for their own competitive advantage.

Had third parties become aware of the alerts, they could have made a different investment or business decision. Most importantly, this depository would allow all hedge fund industry stakeholders (accountants, administrators, auditors, investors, marketers, prime brokers, custodians and regulators) to communicate with one another regularly.

The paper makes two proposals: the founding of a hedge fund information depository; and outsourcing of the compliance function for hedge funds where it is more cost effective.

Turnover in high-tech companies has long been a concern for managers and executives. Recent meta-analyses from the general turnover literature consistently show that job satisfaction is a major attitudinal antecedent to turnover intention and turnover behavior. Additionally, the available research on information technology (IT) employees focuses primarily on turnover intentions and not on a risky decision-making perspective and actual turnover (turnover behavior). The paper aim is to focus on that.

This study uses hierarchical ordinary least squares, process (Preacher and Hayes, 2004) and logistic regression.

The main predictor of actual turnover is risky decision-making, whereas job satisfaction is the main predictor of turnover intention.

The joint effects of risk and job satisfaction on turnover intention and behavior have not been studied in the IT domain. Hence, this study extends our understanding of turnover in general and particularly among IT employees by studying the combined effect of risk and job satisfaction on turnover intentions and turnover behavior. The study’s theoretical and practical implications are likewise discussed.

Using Westover's job satisfaction model (based on Kalleberg's 1977 findings and Handel's 2005 study) the purpose of this paper is to re‐examine the job satisfaction‐gender paradox by analyzing cross‐national gender differences in job satisfaction, specifically as these changes relate to differences in the characteristics that men and women experience in the workplace.

This research uses non‐panel longitudinal data from the International Social Survey Program (work orientations I, II, and III: 1989, 1997, 2005 – survey questions on job characteristics and job quality) to examine cross‐national gender differences in job satisfaction and its determinants.

Descriptive statistics and regression analysis show that there is little consistent difference in mean job satisfaction and intrinsic job characteristics scores between men and women across the participating countries in the three ways of data.

The main limitations of this research include: that the key variables are subjective single item indicators; the non‐panel longitudinal nature of the data, meaning one cannot specifically test the direction of causality among the variables examined as easily as would be possible with panel longitudinal data; and some variables of interest and other important control variables could not be included in the analysis, as data were not available for all three waves of the survey.

Due to the fact the worker job satisfaction impacts individual well‐being and a variety of organizational performance outcomes, organizations need to recognize gender differences in employee workplace experiences and the determinants of job satisfaction, particularly from a cross‐national perspective.

As there is a variety of ethical considerations related to gender differences in the workplace, as well as the fact that job satisfaction impacts a variety of societal outcomes, organizations need to recognize gender differences in job satisfaction, and its determinants cross‐nationally.

The main contribution of this paper is the re‐examination of the job satisfaction‐gender paradox by analyzing cross‐national gender differences in job satisfaction from 1989 to 2005, specifically as these changes relate to differences in the characteristics that men and women experience in the workplace.

The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral); the impact of authentic leadership on employees’ organizational commitment (OC); the impact of employees’ OC on their turnover intention (TI); and the indirect effect of authentic leadership on employees’ TI via OC.

The authors tested a sample of 236 students working as employees in hospitality in the USA, on the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior.

Results of structural equation modeling provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI.

The findings in the present study are extremely useful to managers, human resource managers, and organizations as a whole. Practitioners looking to increase employee OC and decrease TI can do so by augmenting the authentic leadership qualities of managers.

The results of this study suggests a variety of significant theoretical contributions as well as critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

Creating a logical and consistent picture of the state of leadership theory and research is a difficult task (Hernandez, Eberly, Avolio, & Johnson, 2011). Attempts to describe leadership studies occasionally include words such as “paradox,” “inconsistencies,” “contradictions,” and “messy” (Brungardt, 1996; Klenke, 1993). These adjectives flow from many diverse ways of thinking about leadership (Bass, 2008; Grint, 2000; Northouse, 2015; Ruben, 2012). This paper presents an alternative view of leadership theory providing practitioners, educators, and students with an additional-and perhaps a singular-conceptual framework for their toolbox. It also provides leadership studies students with a unifying perspective of leadership theory without taking anything away from individual theories.

This issue is a selected bibliography covering the subject of leadership.