Dr Mary Bambacas |
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| Position: | Lecturer |
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| Division/Portfolio: | University of South Australia Business School | |
| School/Unit: | International Graduate School Of Business | |
| Campus: | City West Campus | |
| Office: | WL5-36 | |
| Telephone: | +61 8 830 20301 | |
| Fax: | +61 8 830 20709 | |
| Email: | Mary_dot_Bambacas_at_unisa_dot_edu_dot_au | |
| URL for Business Card: | http://people.unisa.edu.au/Mary.Bambacas | |
I have been in business for many years and have now come to the university to research areas of interest
Links to other sites
Centre for Human Resource Management
Teaching interests
- Human Resource Management
- Organisational Behaviour
I teach the following courses
| BUSS 5246 | Leading and Managing People |
| BUSS 5244 | Contemporary Management Skills |
| BUSS 5302 | International Human Resource Management |
Professional associations
Australian Institute of Management
Academy of Management USA
Australian Human Resources Institute
International Employment Relations Association
Retail SA
Australia and New Zealand Academy of Management
Qualifications
Doctor of Philosophy
Research interests
- Employee retention using job embeddedness to enmesh employees in the organisation
- Employee career and life stage - how it affects work adjustment and mobility
- How can we engage and embed segments of the workforce that are difficult to retain? - women and racial minorities or other employees through acquisitions?
- Employee commitment to the organisation
Research publications
Bambacas, M. and G. Sanderson (2011) Instructional Preferences of Students in Transnational Chinese and English Language MBA Programs, Journal of University Teaching & Learning Practice Vol. 8, No. 1. http://ro.uow.edu.au/jutlp/vol8/iss1/2
Bambacas, M. (2010) Organizational handling of careers influences managers' organizational commitment, Journal of Management Development Vol. 29, No. 9, pp. 807-827.
Bambacas, M. and P. Bordia (2009) Predicting different commitment components: the relative effect of how career development HRM practices are perceived, Journal of Management and Organization, Volume 15 Issue 2, pp. 224-240.
Bambacas, Mary and M Patrickson (2009) Assessment of communication skills in manager selection: some evidence from Australia. Journal of Management Development, Vol. 28, No 2, pp. 109-120
Bambacas, M., G Sanderson, V Feast and S Yang (2008) Understanding transnational MBA students’ instructional communication preferences. Journal of International Education in Business, Vol. 1, No 1, pp. 15-28
Bambacas, Mary and M Patrickson (2008) Interpersonal communication skills that enhance organizational commitment. Journal of Communication Management, Vol. 12, No 1, 51-72 “Interpersonal communication skills that enhance organisational commitment” was chosen as an Outstanding Paper Award Winner at the Literati Network Awards for Excellence 2009.
Kee, Daisy, M Patrickson and M Bambacas (2008) Perceived Fairness and HRM: A Study of Management in the Australian Banking Industry. International Journal of Knowledge, Culture and Change Management, Vol. 8, No 3, pp.179-192
Hartmann, Linley C. and Mary Bambacas (2000) Organizational commitment: A multi method scale analysis and test of effects. International Journal of Organizational Analysis, Vol. 8, No 1, 89-108.
Community Service
| Organisation Name: | Government of SA |
| Section: | Minister of Education and Childrens Services |
| Level of involvement: | Deputy Chairperson |
| Year from: | 2005 |
| Year to: | 2011 |
Research Degree Supervisor
I am very interested in organisations retaining employees so organisational commitment and job embeddedness is a large part of my research. I am also interested in HR practices that foster organisational commitment and job embeddedness.Current Projects:
How can organizations retain their valuable staff?
| The aim of this project is twofold. 1. What organizational practices or factors are needed to implement an effective strategy for retaining highly skilled professionals? 2. Do job embeddedness, job satisfaction, organizational commitment and job alternatives mediate the effects of organizational practices or factors on turnover intentions? |
| It is important that high-potential employees experience different parts of the business in different geographic regions. This mobility can make it difficult for employees to embed in their local communities. In fact, employees who anticipate frequent mobility might not be motivated to invest in developing relationships outside of their work network. How can organisations increase retention through both on- and off-the-job embeddedness? |
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