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Rebecca Loudoun

‘No, I don’t have all the answers.’ This is the most common feedback I give to students in the first year of their doctorate. It is my experience that, until students take ownership of their doctorate (and I was certainly guilty of this as a student too), they think their supervisors have (or should have) all the answers. I sometimes thought my supervisors were simply hiding the answers from me because they wanted me to find them; I thought their feedback was largely intended to take me down a path to find that answer they already knew. I felt quite resentful at times about this, and I often get this feeling from my students when they receive feedback. It is as if they feel I am testing them or giving them unnecessary tasks or have changed my mind about something simply to add to their development as a student.

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Keith Townsend and Rebecca Loudoun

Events can be interpreted many ways, and sometimes we don’t always like the ways things are interpreted. This chapter tells of an attempt to design a longitudinal research project with qualitative data when the authors experimented in the quantifying of qualitative data – specifically, the use of key words, in an attempt to find a baseline for measuring differences in employee experiences at a multi-site organisation.

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Rebecca Loudoun and Keith Townsend

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Edited by Keith Townsend, Rebecca Loudoun and David Lewin

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Edited by Keith Townsend, Rebecca Loudoun and David Lewin

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Keith Townsend, Rebecca Loudoun and David Lewin

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Edited by Keith Townsend, Rebecca Loudoun and David Lewin

This Handbook explores the opportunities and challenges of new technologies for innovating data collection and data analysis in the context of human resource management. Written by some of the world’s leading researchers in their field, it comprehensively explores modern qualitative research methods from good project design, to innovations in data sources and data collection methods and, finally, to best-practice in data analysis.
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Amanda Roan, Rebecca Loudoun and George Lafferty

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Qian Yi Lee, Keith Townsend, Ashlea Troth and Rebecca Loudoun

All employees have a role or even multiple roles to play and in recent decades role theory has assisted a better understanding of how and why people behave in certain ways at work. In addition, their work role may potentially hold various ‘sub-roles’. This chapter explores the development of role theory as it pertains to organizational experiences for employees. Role theory literature in the workplace context is centred around some key concepts including role clarity, role conflict, role ambiguity, and role overload. Looking at the opportunities offered by role theory to address the guiding questions central to this chapter, the authors show that role theory helps understand the many and varied roles that employees play inside and outside the workplace and how interpretations and expectations around these roles influence individual and workplace outcomes.

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Edited by Keith Townsend, Mark N.K. Saunders, Rebecca Loudoun and Emily A. Morrison