Showing papers by "Deanne N. Den Hartog published in 2006"
Arizona State University1, University of Pennsylvania2, Complutense University of Madrid3, University of Illinois at Chicago4, Tripura University5, New Mexico State University6, Nagaland University7, Istanbul Technical University8, The Chinese University of Hong Kong9, Western Illinois University10, Pontifícia Universidade Católica de Minas Gerais11, Simmons College12, University of Amsterdam13, VU University Amsterdam14, Kaohsiung Medical University15, University of Ljubljana16, Chemnitz University of Technology17, National Pingtung University of Science and Technology18, Renmin University of China19, Universidad Francisco Marroquín20, Regent University21, Athens University of Economics and Business22, I-Shou University23, Texas A&M International University24, Villanova University25, Sultan Qaboos University26, Fundação Dom Cabral27, Tilburg University28, University of Twente29
TL;DR: In this paper, the cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making were examined, and the cultural dimensions of institutional collectivism and power distance were found to predict social responsibility value on the part of top management team members.
Abstract: This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.
668 citations
TL;DR: In this article, the authors examine the extent to which measures and operationalisations of intraorganisational trust reflect the essential elements of the existing conceptualisation of trust inside the workplace and present a framework of issues for researchers to consider when designing research based on trust.
Abstract: Purpose – The purpose of this paper is to examine the extent to which measures and operationalisations of intra‐organisational trust reflect the essential elements of the existing conceptualisation of trust inside the workplace.Design/methodology/approach – The paper provides an overview of the essential points from the rich variety of competing conceptualisations and definitions in the management and organisational literatures. It draws on this overview to present a framework of issues for researchers to consider when designing research based on trust. This framework is then used to analyse the content of 14 recently published empirical measures of intra‐organisational trust. It is noted for each measure the form that trust takes, the content, the sources of evidence and the identity of the recipient, as well as matters related to the wording of items.Findings – The paper highlights where existing measures match the theory, but also shows a number of “blind‐spots” or contradictions, particularly over the...
551 citations
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TL;DR: In this paper, the authors focus on the effectiveness of a high performance work system, which is comprised of practices in the areas of extensiveness of staffing, performance based pay, pay level, job rotation, training and participation.
Abstract: The research presented in this paper focuses on the effectiveness of a high performance work system. This system is comprised of practices in the areas of extensiveness of staffing, performance based pay, pay level, job rotation, training and participation. In particular, this study focuses on the effects of such a system on the performance of small and medium-sized enterprises. Results of our study, among small and medium size enterprises in the Netherlands, show that firms with such a system have higher labour productivity and are more innovative. However, no relationships are found with workforce turnover. These results suggest that high performance work systems are not only relevant in large corporations, but may also benefit small firms through a positive impact on performance and innovation. A new version of this paper is published on 5 december 2006 as a research report, H200621: 'Is human resource management profitable for small firms?'
31 citations
Posted Content•
TL;DR: In this article, the impact of high performance work systems on labour productivity and profit of small and medium-sized enterprises is investigated in the Netherlands, where the authors show that firms with such a system have higher labour productivity, are more innovative and generate higher profits.
Abstract: The impact of high performance work systems on labour productivity and profit of small and medium sized enterprises. Previous versions of this paper have been presented at the 2005 conference of the Dutch HRM Network on HRM and performance (held on 4 and 5 November of that year) and the invited workshop 'Entrepreneurship from the employee's perspective' at the Max Planck Institute of Economics in Jena (Februari 2006). The paper presented at the Mack Planck Institute has been published as EIM Scales Paper N200520. The research presented in this paper focuses on the effectiveness of a high performance work system. This system is comprised of practices in the areas of extensiveness of staffing, performance based pay, pay level, job rotation, training and participation. In particular, this study focuses on the effects of such a system on the performance of small and medium-sized enterprises. Results of our study, among small and medium size enterprises in the Netherlands, show that firms with such a system have higher labour productivity, are more innovative and generate higher profits. These results suggest that high performance work systems are not only relevant in large corporations, but may also benefit small firms.
6 citations
19 Jun 2006
TL;DR: The success of organizations is to a large extent dependent on the effort and performance of the people who work for them as mentioned in this paper and therefore treating people as valuable resources can quite literally "pay off".
Abstract: The success of organizations is to a large
extent dependent on the effort and performance of the people who work for them.
Having a knowledgeable, productive, and
flexible workforce can form a source of competitive advantage for firms. Top managers
increasingly realize that their people can
make a difference by creating value for the
organization and that therefore treating
people as valuable resources can quite literally “pay off.” As such, managing the employment relationship is a crucial challenge for
organizations and the design of strategies for
the optimal management of people hasbecome an issue on the agenda of many
boardrooms.
5 citations