Dr Mary Bambacas
|Division/Portfolio:||University of South Australia Business School|
|School/Unit:||School of Management|
|Campus:||City West Campus|
|Telephone:||+61 8 830 27337|
|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
- Human Resource Management
- Organisational Behaviour
|BUSS 5246||Leading and Managing People|
(This course is not currently being taught)
|BUSS 5244||Contemporary Management Skills|
|BUSS 5302||International Human Resource Management|
Australian Institute of Management
Academy of Management USA
Australian Human Resources Institute
International Employment Relations Association
Australia and New Zealand Academy of Management
Doctor of Philosophy
- 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
• Bambacas, M. and Kulik C. (2013) Job Embeddedness in China: How HR practices impact turnover intentions, International Journal of Human Resource Management, Vol. 24, No 10, pp. 1933-1952
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, Vol. 15, No. 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, pp.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, pp. 89-108.
|Organisation Name:||Government of SA|
|Section:||Minister of Education and Childrens Services|
|Level of involvement:||Deputy Chairperson|
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?
|The aims of the research are to:|
1. Investigate the frequency with which various methods are used to screen and select candidates in a recruitment process.
2. Compare the use of these methods to empirical (i.e. Schmidt & Hunter)and practical benchmarks (cost, time, market reputation).
3. Consider some of the best practice recommendations related to these methods at a high level.
|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?|
|To develop a reflective measure of job embeddness rather than the formative measure which is currently in use.|
Add to or change the current three dimensions of links, fit and sacrifice. In other words, what is missing that can be added to the scale?
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