Showing papers in "Human Resource Management in 2008"
TL;DR: In this paper, the authors present the experience of 19 U.S. universities, funded by the National Science Foundation's ADVANCE Institutional Transformation program, that have embraced comprehensive transformation for improved gender representation and inclusion in science and engineering disciplines.
Abstract: To increase the representation and participation of women and other minorities in organizations, workplaces must become more inclusive. For such change to be successful and sustainable, organizations must systematically break down the barriers constraining women's participation and effectiveness; improve their prevailing structures, policies, and practices; and engender transformation in their climates. This article presents the experience of 19 U.S. universities, funded by the National Science Foundation's ADVANCE Institutional Transformation program, that have embraced comprehensive transformation for improved gender representation and inclusion in science and engineering disciplines. It describes the facilitating factors, program initiatives, institutionalization, and outcomes of their transformation, and suggests a transformation model that all organizations can use to create an inclusive and productive workplace for a diverse workforce. © 2008 Wiley Periodicals, Inc.
263 citations
TL;DR: In this article, the authors discuss four ways in which work-life policies are implemented (the level of supervisor support for use, universality of availability, negotiability, and quality of communication) and show how these affect the degree to which policies are seen as promoting inclusion or exclusion.
Abstract: Although many employers have adopted policies to supportthe integration of work with personal and family life, expected positive gains are not always real-ized. One reason for this gap is that practitioners and researchers often overlook how variation in policy implementation and use by different employee stake-holder groups fosters a culture of inclusiveness. We discuss four ways in which work-life policies are implemented (the level of supervisor support for use, universality of availability, negotiability, and quality of communication) and show how these affect the degree to which policies are seen as promoting inclusion or exclusion.These implementation attributes affect whether an adopted policy is perceived to fulfill work-life needs and act to signal the organization's support for individual differences in work identities and life circumstances. Implications for HR practitioners are discussed. © 2008 Wiley Periodicals, Inc.
252 citations
TL;DR: This article examined the factorial validity of strategic human resource management practices and their effects on company performance in a sample of Chinese enterprises and found that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both product/service performance and financial performance.
Abstract: This study examined the factorial validity of strategic human resource management practices and their effects on company performance in a sample of 465 Chinese enterprises Data were collected through two questionnaire surveys among general managers and HRM directors on product/service performance of their companies and a range of strategic HRM practices Our findings indicate that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both product/service performance and financial performance Employment security and job descriptions contribute uniquely to product/service performance, whereas profit sharing contributes uniquely to financial performance © 2008 Wiley Periodicals, Inc
239 citations
Abstract: Given the assumption that most employers would like to gain the trust of their employees, what would initiate this trust? This study explores the joint role of the employee-organization relationship (EOR) and supervisory support in initiating trust among middle managers. The results from a study of 545 middle managers in China show that both EOR and supervisory support are important in creating trust, with supervisory support having a stronger influence than EOR. Further, supervisors play a synergistic role by accentuating the positive influence of the mutual investment EOR approach and attenuating the negative influence of the quasi-spot contract EOR with the managers. Results reinforce the importance of both formal structure and social processes in cultivating employee trust in the organization. We discuss implications of these findings for future research and human resource management practices. © 2008 Wiley Periodicals, Inc.
225 citations
TL;DR: In this paper, the role of information sharing and involvement in decision making as ways to lessen employee reports of organizational change cynicism is examined, and it is found that an active orientation toward involvement plays a significant role as a moderator in reducing employee report of OCC.
Abstract: Organizational change efforts can bring about a range of outcomes: some intended, such as organizational survival and profitability, and some unintended, such as heightened levels of organizational change cynicism (OCC) among employees. This article focuses on processes for managing OCC: we examine the role of information sharing and involvement in decision making as ways to lessen employee reports of OCC. While both of these strategies have the potential to be effective, they rest on a significant assumption—namely, that employees will enthusiastically embrace any opportunities to become involved. In this research, we investigate this assumption through an analysis of the relationship between an employee's willingness to become involved (”active orientation”) on employee reports of their OCC. We find, using data from 1,214 public-sector employees, that an active orientation toward involvement plays a significant role as a moderator in reducing employee reports of OCC. The findings suggest that HR practitioners concerned about OCC should encourage their line managers to adopt a participatory style of management (information sharing, involvement in decision making), especially in those workplaces where employees are more likely to embrace the opportunities for involvement. © 2008 Wiley Periodicals, Inc.
225 citations
TL;DR: Results show that most employers are not very proactive in hiring PWDs and thatmost employers hold stereotypical beliefs not supported by research evidence.
Abstract: The retirement of baby boomers along with a smaller cohort group of young people replacing them poses a challenge for employers in the future—where will they find the workers they need? One largely untapped source of human resources is people with disabilities (PWDs). Why have employers mostly ignored this large labor pool? This research used a semistructured interview approach with 38 executives across a broad array of industries and geographic regions to examine why employers don't hire PWDs and what they believe can be done to change this situation. Results show that most employers are not very proactive in hiring PWDs and that most employers hold stereotypical beliefs not supported by research evidence. © 2008 Wiley Periodicals, Inc.
224 citations
TL;DR: In this paper, the authors examined the impact of human resource management practices on firm performance and the employee relations climate in the People's Republic of China and found that the levels of adoption of SHRM and HR practices were lower in state-owned enterprises (SOEs) than in foreign-invested enterprises (FIEs) and privately owned enterprises (POEs).
Abstract: We examined strategic human resource management (SHRM) and human resource practices in the People's Republic of China to assess the impact of these practices on firm performance and the employee relations climate. We also tested whether firm ownership moderates the above relationships. Empirical results from a sample of Chinese firms from various industries and regions showed that the levels of adoption of SHRM and HR practices were lower in state-owned enterprises (SOEs) than in foreign-invested enterprises (FIEs) and privately owned enterprises (POEs). Both SHRM and HR practices were found to have direct and positive effects on financial performance, operational performance, and the employee relations climate. However, the moderating effect of ownership type was significant for financial performance only. © 2008 Wiley Periodicals, Inc.
191 citations
TL;DR: In this paper, the authors examined differences in type of support (i.e., supervisor, coworker, organizational) received by lesbian, gay, and bisexual (LGB) employees and the relationship between type of Support and relevant outcomes (job and life satisfaction, outness of sexual orientation).
Abstract: We examine differences in type of support (i.e., supervisor, coworker, organizational) received by lesbian, gay, and bisexual (LGB) employees and the relationship between type of support and relevant outcomes (job and life satisfaction, outness of sexual orientation). Surveys were administered to 99 LGB individuals, and results indicate that support is best viewed as a multi-dimensional construct composed of supervisor, coworker, and organizational support for LGB employees. Overall, supervisor support was related to job satisfaction, coworker support was related to life satisfaction, and organizational support for LGB employees was related to outness.Thus, support for LGB employees isrelated to important outcomes. Practical suggestions for increasing organizational support for LGB employees are offered. © 2008 Wiley Periodicals, Inc.
184 citations
TL;DR: In this paper, the authors examine the next evolution for how HR department organization structure can deliver value based on two premises: (1) HR organization should be structurally aligned with the organization structure of the business and (2) because diversified/allied business models prevail, it is important to lay out the five roles and responsibilities of HR that respond to this organization model.
Abstract: Like any value-creating staff function, HR departments should operate as a business within a business. Others have focused on the strategy and direction of HR departments. This article examines the next evolution for how HR department organization structure can deliver value based on two premises: (1) HR organization should be structurally aligned with the organization structure of the business and (2) because diversified/allied business models prevail, it is important to lay out the five roles and responsibilities of HR that respond to this organization model: service centers, corporate, centers of expertise, embedded HR, and operational HR. The article lays out the duties of each role, the relationship among these roles, and suggestions for implementing this new HR structure. © 2008 Wiley Periodicals, Inc.
168 citations
TL;DR: A review of women's progress into management and specifically into the world of expatriates is presented in this paper, highlighting the emerging themes and changes in the tone of dis-course: from when organizations were debating whether to "give women a chance" through attempts to identify and remove "blockages", to, most recently, structural changes in expatriate assignment and claims for women's superior affinity to operating internationally.
Abstract: Women's progress into management and, more specifically, into the world of expatriates, is the subject of this review. Despite advances in equal opportunities legislation, women failed to embark on expatriate missions in significant numbers during the 1980s. In the 1990s, more women were offered international assignment opportunities but they remained a negligible minority compared to men. The first decade of the twenty-first century has witnessed a gradual increase in the number and visibility of women in international assignments. Through a comprehensive review of the literature over the period from 1980 to now, this article charts the emerging themes and changes in the tone of dis-course: from when organizations were debating whether to “give women a chance” through attempts to identify and remove “blockages” to women's progress to, most recently, structural changes in the expatriate assignment and claims for women's superior affinity to operating internationally. We highlight gaps in the current literature and propose a platform for future research. We conclude with recommendations for practice.
138 citations
TL;DR: In this article, the authors introduce an alternative, strategic approach to organizational diversity designed to create a more inclusive "culture of diversity" by moving away from managing diversity toward managing for diversity.
Abstract: Contemporary organizations, in an effort to reap the benefits of a diverse workforce, continue to spend millions of dollars on diversity training despite the tendency of such training to either fail or result in less than desired outcomes. We introduce an alternative, strategic approach to organizational diversity designed to create a more inclusive “culture of diversity.”This long-term, relational approach emphasizes an attitudinal and cultural transformation, requiring managers to “break barriers” by moving away from “managing diversity” toward “managing for diversity” to capitalize on the unique perspectives of a diverse workforce. © 2008 Wiley Periodicals, Inc.
TL;DR: In this article, the authors present the results of an empirical investigation into the associations between the use of information technology and the roles and effectiveness of the human resource function, and support relationships between information technology use and greater involvement in the strategic HR roles of business partner and change agent.
Abstract: The human resource function has undergone dramatic change, owing, it would seem, to greater use of rapidly evolving information technology. This study presents the results of an empirical investigation into the associations between the use of information technology and the roles and effectiveness of the human resource function. The results support relationships between information technology use and greater involvement in the strategic HR roles of business partner and change agent. Positive associations between information technology use and technical and strategic effectiveness also revealed the transformational potential of information technology–supported human resource management applications. © 2008 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors compared career experiences and perceptions of South Asian women in the U.S. IT workforce with those of American women IT professionals and found that while most women from South Asia did not identify career genderization in the workplace, American IT professionals perceived greater stereotyping and discrimination.
Abstract: A growing minority representation in the information technology (IT) workforce coupled with a “youth bulge” in developing Asian countries are indicative of increasing diversity in the U.S. IT workforce. For researchers and practitioners, this diversity raises new management concerns. To better comprehend these emerging issues, this study compares career experiences and perceptions of South Asian women in the U.S. IT workforce with those of American women IT professionals. In doing so, it contrasts social, cultural, and individual factors that impact these career experiences. Interviews revealed that while most women from South Asia did not identify career genderization in the workplace, American IT professionals perceived greater stereotyping and discrimination. Although both groups equally felt the pressures of worklife balance, the impact of these pressures on long-term commitment to IT careers was felt differently across the two groups. Differences also are evident in perceptions of IT work, mentoring relationships, and coping mechanisms relied upon by the two groups. The article concludes with recommendations for improved diversity integration in the workforce and provides suggestions for future research in multicultural settings. © 2008 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors adopt a configuration approach to identify unique patterns of HR practices and business strategy that are posited to be maximally effective, and empirically test the proposed relationships were empirically tested by surveying with a sample of 241 business firms in Guangzhou, South China, to find out the extent that four HR configurations could be successfully adopted in the Chinese context.
Abstract: The strategic HR literature suggests that a firm will perform better through internal appropriate fit among HRM practices (the configuration fit) and through external appropriate fit between a firm's HRM practices and business strategy. The present study adopts a configuration approach to identify unique patterns of HR practices and business strategy that are posited to be maximally effective. The proposed relationships were empirically tested by surveying with a sample of 241 business firms in Guangzhou, South China, to find out the extent that four HR configurations could be successfully adopted in the Chinese context. The results revealed that HR configurations are significantly related to effect in predicting overall outcome performance and turnover, but not significantly related to effect on sales growth and profit growth rates. Research findings showed not only competitive strategies are significantly related to effect on HR configurations. The results also showed significant interaction effects between HR configurations and business strategy in their effect on profit and sales growth. These results further extended support for a contingency perspective in strategic HRM to the Chinese context, with significant practical implications for managing HRM in China. © 2008 Wiley Periodicals, Inc.
TL;DR: This article explored the effect of devolving people-management activities to line managers on HR managers' construed image, i.e., their perceptions of the internal reputation of the HR unit, and found that devolution increased HR's involvement in the operation of business units and in the organization's strategic planning.
Abstract: This research explores the possibility that devolving people-management activities to line managers might transform an HR unit and improve its reputation within its organization. We examined the effect of devolving people-management responsibilities to line managers on HR managers' construed image—their perceptions of the internal reputation of the HR unit. Results revealed that a devolution strategy had a positive effect on HR managers' perceptions of their unit's reputation among line managers and that this effect was partially mediated by changes in the HR function. Specifically, devolution increased HR's involvement in the operation of business units and in the organization's strategic planning. In turn, this change in HR's strategic role resulted in a more positive construed image for members of the HR unit. © 2008 Wiley Periodicals, Inc.
TL;DR: In this article, the authors present findings from an interview study of 83 cases of reduced-load professionals in 43 organizations in the United States and Canada in order to identify five clusters of behaviors and five groups of dispositions that capture the nature of managerial support in implementing part-time work.
Abstract: Increased interest in reduced-load (part-time) work among professionals who want to have a life beyond work has led to new challenges for managers who must sustain productivity while also supporting employees. However, to date, little attention has been focused on exactly how managers facilitate effective implementation of these alternative work arrangements. This study presents findings from an interview study of 83 cases of reduced-load professionals in 43 organizations in the United States and Canada. Analysis of the interviews with both professionals and their managers surfaced recurrent themes that led to identification of five clusters of behaviors and five clusters of dispositions that capture the nature of managerial support in implementing reduced-load work. The ten categories of behaviors and dispositions expand on existing notions of supervisory support and provide new insight into the role of managers in fostering inclusiveness. Additional quantitative analyses found significant relationships between the success of the reduced-load arrangements and specific managerial behaviors and dispositions. © 2008 Wiley Periodicals, Inc.
TL;DR: In this article, the authors examined the provision of employment security and career advancement opportunities in firms of diverse institutional ownership and the impact of such practices on employee and firm outcomes in the People's Republic of China.
Abstract: In this study, we examine the provision of employment security and career advancement opportunities in firms of diverse institutional ownership and the impact of such practices on employee and firm outcomes. The sample included 478 state-owned and non-state-owned firms (i.e., domestic private firms, Sino-foreign joint ventures, and wholly-foreign-owned firms) in the People's Republic of China. We found that the provision of employment security was greater in state-owned than in non-state-owned firms. The provision of career advancement opportunities in domestic private firms and Sino-foreign joint ventures was similar to that in wholly foreign-owned firms, but greater than that in state-owned firms. The provision of career advancement opportunities was positively related to employee organizational commitment, citizenship behaviors, and firm performance. The provision of employment security was positively related to employee organizational commitment, but not to citizenship behaviors or firm performance. © 2008 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors make the case that to be competitive in the labor market and maximize the customer base, inclusiveness may be a requirement and present best practices and recommendations for creating and maintaining an inclusive workforce.
Abstract: In the 14 years since the Society for Human Resource Management added sexual orientation to its nondiscrimination statement, many organizations, including a large majority of Fortune 500 companies, have become more accepting of gay and lesbian workers. However, both small and large organizations may not have decided if this diversity is a type they wish to address. This article makes the case that to be competitive in the labor market and maximize the customer base, inclusiveness may be a requirement. We make this point by first describing current practices that create inclusive environments. To explore differences between small and large employers, we then present an exploratory study that shows that small firms may already have advantages in establishing inclusiveness. Interviews are presented that further investigate how work climates may exist for gay and lesbian employees in small and large organizations. Best practices and recommendations for creating and maintaining an inclusive workforce are then presented. © 2008 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors examined the role of corporate culture in the adoption and implementation process of strategic human resource management (SHRM) and found that corporate culture has an impact on the adoption of SHRM, and that different types of culture affect the SHRM process differently.
Abstract: Extant research on strategic human resource management (SHRM) has primarily focused on the content of SHRM (best practices, bundles of practices, etc.) and its effect on firm performance. Little research has examined the SHRM process so as to better understand how SHRM is adopted and implemented and what impact it has on organizational processes and outcomes. This article examines the role of corporate culture in the SHRM adoption and implementation process. Empirical results from a sample of 223 Chinese enterprises indicate that corporate culture has an impact on the adoption of SHRM, and that different types of culture affect the SHRM process differently. Specifically, group and developmental cultures have positive effects on the adoption of SHRM, but the effect of hierarchical culture is not significant. Developmental culture is also found to have a direct effect on firm performance. This study offers significant implications for HRM in China and other dynamic and emerging economies. © 2008 Wiley Periodicals, Inc.
TL;DR: This study is the first to link relational job design to relational outcomes such as coordination and has practical implications for job design in professional service settings such as education, consulting, and health care.
Abstract: When designing jobs, the degree of specialization is a key consideration. Though functional specialization allows workers to develop deep areas of expertise, it also increases the challenge of coordinating their work. In this article, we propose the concepts of stage- and site-based specialization and posit that together they can counteract the divisive effects of functional specialization. Taking advantage of a natural experiment in physician job design at a Massachusetts hospital, we explore the impact of stage- and site-based specialization on coordination and performance outcomes. Building on recent interest in relational approaches to job design, this study is the first to link relational job design to relational outcomes such as coordination. Our findings have practical implications for job design in professional service settings such as education, consulting, and health care. © 2008 Wiley Periodicals, Inc.
TL;DR: In this article, the authors examined the impact of web site design and content characteristics on applicants' intentions to pursue employment, the mediating effects of engagement with the web site and attitude toward the organization, and the moderating effect of applicant race on these relationships.
Abstract: Based on signaling theory, this study examines the impact of Web-site design and content characteristics on applicants' intentions to pursue employment, the mediating effects of engagement with the Web site and attitude toward the organization, and the moderating effects of applicant race on these relationships. The design characteristics of ease of use and usefulness impact attraction indirectly through Web-site engagement and attitude toward the organization. Further, Web sites' parasocial interaction (allowance for two-way communication) predicts intentions to pursue both directly and indirectly through engagement and attitude toward the organization. Unexpectedly, diversity statements did not impact attraction in the full sample. Multigroup analyses revealed that many of the paths between the predictors of parasocial interaction and (to a lesser extent) diversity statements and the outcomes differed by race, with stronger effects observed for blacks than whites. Theoretical and practical implications are discussed. © 2008 Wiley Periodicals, Inc.
TL;DR: Based on an extensive review and analysis of 182 articles published in the field of human resource management that focus on China since its economic reform, the authors discusses the major reasons for the growth in this area of research.
Abstract: Based on an extensive review and analysis of 182 articles published in the field of human resource management that focus on China since its economic reform, this article discusses the major reasons for the growth in this area of research. We identify five major categories spanning research and practice, ownership type, and research method. Further, we examine issues and deficiencies in the research literature. Based on our analysis of each research category, we present a substantial series of research questions and implications for future research on HRM in China. © 2008 Wiley Periodicals, Inc.
TL;DR: This paper found that women in HR are more likely to be concentrated in lower-level managerial positions in organizations that emphasize employee involvement (because of a related emphasis on stereotypically feminine managerial abilities).
Abstract: Research on sex stereotypes suggests that gender bias is an invisible barrier—the so-called glass ceiling—preventing women from breaking into the highest levels of management in business organizations. Using data from a state-based professional HR organization, we investigated this phenomenon in the field of HR management. Building on the lack of fit model of gender discrimination and previous research, we tested two hypotheses: that women in HR are more likely to be concentrated in lower-level managerial positions in organizations that emphasize employee involvement (because of a related emphasis on stereotypically feminine managerial abilities) and that women in HR also are more likely to be concentrated in lower-level managerial positions in organizations that emphasize strategic human resource management (because of a related emphasis on stereotypically masculine characteristics). Our results support the first but not the second hypothesis. Theoretical and practical implications related to the glass ceiling are discussed. © 2008 Wiley Periodicals, Inc.
TL;DR: In this article, the authors explored the relationship between new forms of ownership and how enterprises structure their human resource management and found that certain practices are now more prevalent in particular types of enterprises.
Abstract: In 1986, the government of Vietnam commenced the move from a centrally planned system to a market-oriented economy with a multisectoral economic structure and a multiownership system. This process, known as Doi Moi, has had a major effect on the economic and social fabric of Vietnam. Although the body of research on this topic has grown, few studies have explored the effect of these economic changes on the internal operations of enterprises. In particular, little is known about the relationship between these new forms of ownership and how enterprises structure their human resource management. This article seeks to explore this relationship through detailed case studies of 32 enterprises covering the range of ownership types. The findings reveal a diversity of human resource management practices, but certain practices are now more prevalent in particular types of enterprises; human resource management remains the overall exception. The article concludes by considering the theoretical and practical implications of these results for economies undergoing transition
TL;DR: In this article, the authors offer an overview of how human resource management in Asian countries and corporations is evolving in the face of rapid business growth and integration into the global economy and describe how the articles in this special issue contribute to new knowledge and insights regarding key issues, challenges, and evolution in the field of HRM in Asia.
Abstract: In this introductory note, we offer an overview of how human resource management in Asian countries and corporations is evolving in the face of rapid business growth and integration into the global economy and we describe how the articles in this Special Issue contribute to new knowledge and insights regarding key issues, challenges, and evolution in the field of HRM in Asia. Driven by the combined forces of rapid gross domestic product growth in many Asian economies and their further integration into the global business arena, firms in Asia are in constant flux, no matter whether they are developed economies like Japan, Korea, andTaiwan; developing economies like Malaysia andThailand; or transitional economies like China and Vietnam. How will HRM systems in these countries evolve and transform under the combined forces of growth and globalization? We argue that HRM systems in these Asian firms most likely will evolve toward “bounded convergence.” The demands and expectations of the HR function to take on strategic roles (versus administrative roles) and address critical HR issues like attracting and retaining key talent, building talent pipelines, and creating high-performing cultures are greater than ever. We conclude with a high-level summary of the key contribution of the eight articles covered in this Special Issue.
TL;DR: Based on a survey of EMBA students in China and South Korea, this article examined how two sensitive but potentially salient criteria (race and gender) affect the selection of an executive to head the (a) foreign operations of a U.S. multinational in China, and (b) newly acquired U.K. operations of Korean multinationals.
Abstract: Based on a survey of EMBA students in China and South Korea, this article examines how two sensitive but potentially salient criteria—race and gender—affect the selection of an executive to head the (a) foreign operations of a U.S. multinational in China and South Korea and (b) newly acquired U.S. operations of a Korean multinational. The results reveal a fairly complex picture of how gender, race, and the interplay of these two factors might affect these decisions. In the Korean sample, competencies mattered more than race and gender in a senior executive appointment to the U.S. operations of Korean multinationals. Also in the Korean sample, race and gender outweighed competencies in assignments to Korea. In the Chinese sample, competencies outweighed race and gender in a senior executive appointment in China. Overall, Koreans had a more positive attitude toward foreign-born Koreans than the Chinese toward foreign-born Chinese for senior executive appointments. Implications for international human resource management and diversity management, both theoretical and applied, are discussed. © 2008 Wiley Periodicals, Inc.
TL;DR: In this article, the authors discuss practices and competencies for incorporating diversity with succession planning and identify methods for developing women and minorities as successors for key positions and suggest improvements in strategy, leadership, planning, development, and program management processes.
Abstract: Although practitioners and academics alike have argued for succession planning practices that facilitate better talent identification and creation of stronger “bench strength,” there has been little attention to the incorporation of gender and racial diversity with succession planning.We discuss practices and competencies for incorporating diversity with succession planning and identify methods for developing women and minorities as successors for key positions. Improvements in strategy, leadership, planning, development, and program management processes are suggested. Recommendations for process improvement are developed from the diversity and succession planning literatures and interviews of 27 human resource professionals from a broad range of industries. © 2008 Wiley Periodicals, Inc.
TL;DR: This article explored the idea that formal mentoring relationships that cut across traditional organizational boundaries may facilitate positive interactions among an increasingly diverse workforce and found that the benefits and challenges of this approach to mentoring and diversity are examined.
Abstract: Our research explores the idea that formal mentoring relationships that cut across traditional organizational boundaries may facilitate positive interactions among an increasingly diverse workforce. We present interview, Web-survey, and focus-group data across an eight-month period from a pilot test of an interorganizational formal mentoring (IOFM) program sponsored by the Executive Leadership Council (ELC). Results indicate that IOFM provides valuable access to mentoring relationships that include trust and psychosocial support, access to legitimate organizational power, and the sharing of social capital across traditional organizational boundaries. The benefits and challenges of this approach to mentoring and diversity are examined. © 2008 Wiley Periodicals, Inc.
TL;DR: This article examined how the language used to describe diversity practices in employee recruitment advertisements influenced the organizational attractiveness perceptions of white, black, and Asian prospective applicants, and found that prospective applicants' reactions to advertised support for identity-conscious diversity practices were moderated by applicants' race, applicants' previous discrimination experiences, and the type of explanation a firm used to support its use of diversity practices.
Abstract: Drawing on the recruitment, marketing, and explanation literatures, we examine how the language used to describe diversity practices in employee recruitment advertisements influences the organizational attractiveness perceptions of white, black, and Asian prospective applicants. Results show that prospective applicants' reactions to advertised support for identity-conscious diversity practices were moderated by applicants' race, applicants' previous discrimination experiences, and the type of explanation a firm used to support its use of diversity practices. The results of this article provide new insights into how firms can effectively attract a diverse applicant pool. © 2008 Wiley Periodicals, Inc.
TL;DR: In this paper, the authors identify the outsourcing-related challenges facing HR professionals in both the service provider and client organizations as they strive to attract, motivate, and retain highperforming employees and explore HR practices that may help achieve organizational goals.
Abstract: As the use of outsourcing as a staffing strategy continues, it is important to understand how the landscape of human resource management shifts in response to this strategy. Much of the existing outsourcing research in human resource management and organizational behavior has examined individuallevel responses. In this article, we use this research to identify the outsourcing-related challenges facing HR professionals in both the service provider and client organizations as they strive to attract, motivate, and retain high-performing employees and explore HR practices that may help achieve organizational goals. Areas in need of additional research are also identified. © 2008 Wiley Periodicals, Inc.