https://media.terry.uga.edu/socrates/publications/2013/05/Cropanzano__Mitchell_2005_SET_Review_JOM.pdf

Social Exchange Theory: An Interdisciplinary Review

The Role of Justice in Organizations: A Meta-Analysis

Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta-analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus financial performance measures, and (c) manufacturing versus service organizations. Statistical aggregation of 92 studies reveals an overall correlation that we estimate at .20. Also, the relationship is stronger when researchers examine systems of HPWPs and among manufacturers, but it appears invariant across performance measures. We use our findings as a basis to offer 4 suggestions intended to shape research practices such that future meta-analyses might answer today's emerging questions.

/pdf/how-much-do-high-performance-work-practices-matter-a-meta-4etlfdy6p4.pdf

How much do high-performance work practices matter? a meta-analysis of their effects on organizational performance

This article reviews the literature on organizational citizenship behavior (OCB) and its dimensions as proposed by D. W. Organ (1988) and other scholars. Although it is assumed that the behavioral dimensions of OCB are distinct from one another, past research has not assessed this assumption beyond factor analysis. Using meta-analysis, the authors demonstrate that there are strong relationships among most of the dimensions and that the dimensions have equivalent relationships with the predictors (job satisfaction, organizational commitment, fairness, trait conscientiousness, and leader support) most often considered by OCB scholars. Implications of these results are discussed with respect to how the OCB construct should be conceptualized and measured in the future.

The nature and dimensionality of organizational citizenship behavior: a critical review and meta-analysis.

Evidence from research conducted on corporate accounting indicates that the interaction of environmental factors influences disclosure practices. The purpose of this study is to examine the importance of various corporate governance and cultural (race and education) characteristics, in addition to firm-specific factors, as possible determinants of voluntary (non-mandatory accounting and non-accounting information) disclosures in the annual reports of Malaysian listed corporations. The results of the regression analysis indicate significant associations (at the 5 percent level) between two corporate governance variables (viz. chair who is a non-executive director and domination of family members on boards) and the extent of voluntary disclosure. This finding has implications for corporate governance policy formulation by the Malaysian Institute of Corporate Governance (MISG). One cultural factor (proportion of Malay directors on the board) is significantly associated (at the 5 percent level) with the extent of voluntary disclosure suggesting that governmental focus on culture may solicit a response to secrecy from those who feel threatened.

https://papers.ssrn.com/sol3/Delivery.cfm/ABAC112.pdf?abstractid=336822&mirid=1&type=2

Culture, Corporate Governance and Disclosure in Malaysian Corporations

This research examined the adoption of work-life programs and the impact of work-life programs on firm productivity. Human resource executives in a national sample of 658 organizations provided survey data on firm characteristics and work-life programs. In these 658 organizations, the percentage of professionals and the percentage of women employed were positively related to the development of more extensive work-life programs. Productivity data were obtained from CD Disclosure for 195 public, for-profit firms. Significant interaction effects indicated that in these 195 firms work-life programs had a stronger positive impact on productivity when women comprised a larger percentage of the workforce and when a higher percentage of professionals were employed. Copyright © 2000 John Wiley & Sons, Ltd.

The impact of work‐life programs on firm productivity

Economic control frameworks such as agency theory start with the assumption that employee and employer interests naturally diverge, whereas alternative control frameworks imply that employee and employer interests are often aligned. Integrating these literatures, we hypothesized that value alignment moderates the impact of pay for performance on extrarole behaviors. Our study of employees in the utility industry supported this hypothesis. Pay for performance had a negative impact on extrarole behaviors for employees low in value alignment but not for employees high in value alignment.

Getting More Than You Pay For: Organizational Citizenship Behavior and Pay-For-Performance Plans

Research Notes. Getting More Than You Pay For: Organizational Citizenship Behavior and Pay-For-Performance Plans

Concern over the continuing rise in executive compensation and lacklustre company performance has led to an increase in investor and board activity in corporate governance. Institutional investors are leading the new activity and changing the nature of the governance system in the United States. A model of the evolving governance system is presented and relevant characteristics of firm ownership structure and the CEO-board relationship are explored with regard to their impact on the pay-performance link. The results for ownership structure suggest that institutional investors do limit the payment of unearned compensation to the CEO, but that the presence of 5% equity owners has no significant impact. The results concerning the CEO-board relationship suggest that longer tenure as CEO leads to greater compensation, but neither the percentage of outside directors, the director retainer, nor the CEO's years of company service have a significant effect on compensation. Overall, the evidence supports t...

Ownership Structure, Board Relationships and CEO Compensation in Large US Corporations

Gainsharing is reported to greatly enhance organizational performance, but there is little empirical research that explains how gainsharing works and why companies adopt it. We employ a human resource control framework to examine the role gainsharing plays within the organization. Our analysis of 802 organizations suggests that gainsharing plans are used to enhance employee participation in organizations that employ marketbased control methods. Organizations that use bureaucratic or clan controls are not likely to adopt gainsharing; they are more likely to use participation initiatives that do not involve a group bonus.

Robert Mangel

Papers

The impact of work‐life programs on firm productivity

Getting More Than You Pay For: Organizational Citizenship Behavior and Pay-For-Performance Plans

Research Notes. Getting More Than You Pay For: Organizational Citizenship Behavior and Pay-For-Performance Plans

Ownership Structure, Board Relationships and CEO Compensation in Large US Corporations

The strategic role of gainsharing