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Showing papers in "Human Resource Management in 2013"


Journal ArticleDOI
TL;DR: In this paper, the authors examined the role played by line managers in the link between HRM practices and individual performance outcomes and found that perceived line manager behavior and perceived human resource management practices are linked with employee engagement.
Abstract: This article examines the role played by line managers in the link between HRM practices and individual performance outcomes. Drawing on social exchange theory, the authors test a mediated model linking perceived line manager behavior and perceived human resource management practices with employee engagement and individual performance. The study focuses on two self-report measures of individual performance; task performance and innovative work behavior. Two studies with a total of 1,796 participants were conducted in service-sector organizations in the United Kingdom and analyzed using structural equation modeling. The data reveal that perceived line manager behavior and perceived HRM practices are linked with employee engagement. In turn, employee engagement is strongly linked to individual performance and fully mediates the link between both perceived HRM practices and perceived line manager behavior and self-report task performance (study 1), as well as self-report innovative work behavior (study 2). The findings show the significance of the line manager in the HRM-performance link, and the mediating role played by employee engagement. © 2013 Wiley Periodicals, Inc.

312 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined whether leader supportive behaviors facilitate knowledge sharing and employee creative problem-solving capacity, thereby enhancing creative performance, and found that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality.
Abstract: This article presents two studies that examine whether leader supportive behaviors facilitate knowledge sharing and employee creative problem-solving capacity, thereby enhancing creative performance. The findings from both studies indicate that leader supportive behaviors are directly and indirectly related, through both internal and external knowledge sharing, to employee creative problem-solving capacity. In addition, creative problem solving was related to the two dimensions of creative performance—fluency and originality. However, a test of the mediation model indicated that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality. These findings highlight the complex process by which leaders facilitate both internal and external knowledge sharing and employee creative problem-solving capacity, thereby improving employee creative performance.

309 citations


Journal ArticleDOI
TL;DR: In this article, the authors predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect.
Abstract: Line managers are today seen as increasingly important in effectively implementing HRM practices. Based on the Ability-Motivation-Opportunity (AMO) theory, we predict that line managers' performance in this regard will depend on their ability to apply HRM practices, and that their motivation and the opportunity provided will enhance this effect. Through a survey of 174 line managers and 1,065 of their direct subordinates in two organizations, we found ability to be the best predictor of a line manager's HRM performance. Motivation did not moderate the effect of ability on performance as predicted, and our results suggest this relationship needs further attention. Opportunity did enhance the effect of ability on HRM implementation effectiveness. Therefore, HRM departments should aim to enhance line managers' abilities and provide adequate opportunities for them to carry out the expected HRM duties

242 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examined the effect of talent identification on employee attitudes by analyzing the association between employees' perceptions about whether or not they have been formally identified as "talent" and the following attitudinal outcomes: commitment to increasing performance demands, building skills, and supporting strategic priorities; identification with the unit and the multinational enterprise; and turnover intentions.
Abstract: In this article, we examine the effect of talent identification on employee attitudes. Building on social exchange theory, we analyze the association between employees' perceptions about whether or not they have been formally identified as “talent” and the following attitudinal outcomes: commitment to increasing performance demands, building skills, and supporting strategic priorities; identification with the unit and the multinational enterprise; and turnover intentions. Our analyses of 769 managers and professionals in nine Nordic multinational corporations reveal a number of differences between employees who perceive that they have been identified as “talent” and those who either perceive that they have not been identified or do not know whether they have been identified. We found only limited differences between the two latter categories.

208 citations


Journal ArticleDOI
TL;DR: In this article, a multilevel study of 1,149 employees and 144 managers from a 21-store Taiwanese retail home improvement chain demonstrated that individual and store-level factors were significantly associated with employee-turnover intention.
Abstract: Previous research on employee-turnover intention has focused mostly on a single level of analysis. This multilevel study of 1,149 employees and 144 managers from a 21-store Taiwanese retail home improvement chain demonstrated that individual and store-level factors were significantly associated with employee-turnover intention. Job characteristics explain within-store variance. In addition to age and tenure similarity among employees, transformational leadership and compensation explain between-store variance. Theoretical and practical implications of the research are also discussed.

156 citations


Journal ArticleDOI
TL;DR: In this article, an actionable, research-based framework for developing psychological contracts with employees that suit their organizational and human resource (HR) strategy is presented. But the authors do not address the role of managers' styles in the development of psychological contracts.
Abstract: This article offers line managers and HR professionals an actionable, research-based framework for developing psychological contracts with employees that suit their organizational and human resource (HR) strategy. Leadership styles supporting the firm's HR strategy are key to making psychological contracts that benefit both the firm and its members. When managers' styles are out of sync with HR strategy, this mismatch can lead to poorer performance through ineffective and unfulfilled psychological contracts with workers.

147 citations


Journal ArticleDOI
TL;DR: In this article, a person-environment relationship that takes place in the three dimensions of cognitions, feelings, and behaviors of a person is considered, and adjustment is viewed as a three-dimensional process.
Abstract: A narrow and partial theoretical base has limited current concepts of expatriate adjustment and the research based upon them. This conceptual article explores one of the less theorized aspects of expatriate adjustment: the fact that it has multiple dimensions. We conceive of adjustment as a person-environment relationship that takes place in the three dimensions of cognitions, feelings, and behaviors. Combining these elements takes us one step closer to a comprehensive and more realistic understanding of the nature of expatriate adjustment. We include suggestions for future research that follow from our reconceptualization.

141 citations


Journal ArticleDOI
TL;DR: In this article, a study of 625 employees and human resource records of subsequent absenteeism data for a three-month period supported their hypotheses that meaningful work increases engagement with work, and that engagement is associated with low levels of absenteeism.
Abstract: We theorized that absence from work is a resource-based process that is related to perceived meaningfulness of work, well-being, and engagement. Broaden-and-build theory (Fredrickson, 1998, 2001) and engagement theory (Bakker, Schaufeli, Leiter, & Taris, 2008; Kahn, 1990) were used to develop a framework for explaining absence. Results of a study of 625 employees and human resource records of subsequent absenteeism data for a three-month period supported our hypotheses that meaningful work increases engagement with work, and that engagement is associated with low levels of absenteeism. Furthermore, data showed that engagement fully mediated the relationship between meaningfulness and absence, and that well-being strengthened the relationship between meaningfulness and engagement. The results have implications for understanding the role of individual-level resources in the workplace, and how meaningfulness, well-being, and engagement influence absence.

136 citations


Journal ArticleDOI
TL;DR: The authors employed a mediated-moderation path model to extricate the relationships between the two HRM systems and found an attenuated interaction between them in predicting firm innovation and bottom-line performance.
Abstract: Complementing previous research that showed a positive effect of general human resource management (HRM) systems on general firm performance, this article undertakes an integrative approach to compare the main effects and examine the interaction effects of two particular HRM systems on influencing firm innovation and performance. Using data from 179 organizations in China, we found that both the commitment-oriented system, which emphasized internal cohesiveness, and the collaboration-oriented system, which was intended to build external connections, contributed to firm innovation and, subsequently, bottom-line performance. We also found an attenuated interaction between the two HRM systems in predicting firm innovation. We employed a mediated-moderation path model to extricate the relationships. Results suggested that organizations that implemented both HRM systems to promote innovation might face ambidexterity challenges. Ideas for future research and practical implications are discussed.

125 citations


Journal ArticleDOI
TL;DR: In this paper, the authors argue that HR professionals have often been plagued with self-doubts, repeatedly re-exploring HR's role, value, and competencies.
Abstract: We want to create a new narrative about the human resource (HR) profession. HR professionals have often been plagued with self-doubts, repeatedly re-exploring HR's role, value, and competencies. If HR is to fully (and finally) become a profession, these self-doubts need to be replaced with informed insights. These informed insights should be based more on global data than personal perceptions so that the emerging narrative for the HR profession has both substance and meaning.

122 citations


Journal ArticleDOI
TL;DR: This article investigated the impact of workplace ostracism as perceived by employees on their family satisfaction by examining the mediating role of work-to-family conflict and the moderating role for work-home segmentation preferences.
Abstract: This study considers workplace ostracism as a source of stress and examines its spillover effects on the family. By integrating the work-family interface model with boundary theory, we investigate the impact of workplace ostracism as perceived by employees on their family satisfaction by examining the mediating role of work-to-family conflict and the moderating role of work-home segmentation preferences. The results from a three-wave field survey of 233 employees in China indicate that workplace ostracism is negatively related to family satisfaction; this relationship is also mediated by work-to-family conflict. In addition, work-home segmentation preferences attenuate the mediating effect of work-to-family conflict on the relationship between workplace ostracism and family satisfaction. The theoretical and managerial implications of these findings are discussed.

Journal ArticleDOI
TL;DR: This paper explored the influence of employees' formal and informal workplace relationships on their turnover intentions and found that those who seek out advice as a form of social support embeds them into the organization and decreases intention to quit.
Abstract: Organizations are increasingly concerned about retaining human talent, particularly within knowledge-based industries where turnover is expensive. Our study employs a social network perspective to explore the influence of employees' formal and informal workplace relationships on their turnover intentions. We do this in a life sciences organization experiencing employee turnover at over twice the rate of the industry average. Drawing on extant work on the effects of distributive justice at work, we argue that employees who are heavily sought out for advice see themselves as being under-rewarded for the time and effort that goes into providing advice, thus increasing turnover intentions. Additionally, we argue that employees see the ability to seek out advice as a form of social support that embeds them into the organization and decreases intention to quit. By exploring the network positions of individuals in the workflow and advice networks, we demonstrate that when employees are either providing advice to someone they are obligated to work with or are able to seek out advice from others who are not required to work with them, the relationship with turnover intentions is most intense. We conclude by discussing contributions to the theory and practice of human resource management. © 2013 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the impact of a strategic role for human resource management (HRM) on organizational financial performance and found that the position of the HR professional as a strategic partner enhances the legitimacy of HR initiatives, as well as facilitating the resourcing and support for their implementation.
Abstract: This study investigates the impact of a strategic role for human resource management (HRM) on organizational financial performance. Survey data from 118 financial and manufacturing organizations in Jordan is analyzed to investigate a moderated mediated pathway between a strategic role for HRM and organizational financial performance. The first finding, that high-performance human resource practices (HPHRPs) mediate the relationship between the HR strategic role and performance, suggests that the position of the HR professional as a strategic partner enhances the legitimacy of HR initiatives, as well as facilitating the resourcing and support for their implementation. The second finding, that line management devolvement moderates the relationship between the HR strategic role and HPHRPs, suggests a trade-off between a strategic and operational focus for HR professionals, and also indicates the value of embedding HR practice execution in operational administration. © 2013 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this paper, the authors examined the effects of commitment-based human resource management practices on the performance of small businesses through mediators of employee involvement and quit rates, and found that human resource practices in small businesses that are based on leaders' views of employee commitment are positively related to revenue growth and perceptions of performance.
Abstract: In this study, the authors examine the effects of commitment-based human resource management practices on the performance of small businesses. These effects are examined through the mediators of employee involvement and quit rates. In addition, they contribute to arguments that the effect of human resource management practices on performance takes place through the establishment and support of exchange relationships with employees. Using responses from CEOs and employees of small businesses, their results indicate that human resource practices in small businesses that are based on leaders' views of employee commitment are positively related to revenue growth and perceptions of performance. Further, the authors found that employee involvement and quit rates mediate these relationships.

Journal ArticleDOI
TL;DR: In this article, social cognitive theory is used to understand cultural intelligence, metacognitive, cognitive, and motivational cultural intelligence for knowledge sharing in high-tech teams, and it is shown that knowledge sharing is directly influenced by metacognition, cognitive and motivational cognitive intelligence.
Abstract: Drawing upon social cognitive theory, this research postulates cultural intelligence as a key driver of knowledge sharing among culturally diverse teams. An empirical testing of the proposed model, by investigating team leaders from high-tech industries, reveals the applicability of social cognitive theory in understanding cultural intelligence, perceived team efficacy, and knowledge sharing. Specifically, the test results herein show that knowledge sharing is directly influenced by metacognitive, cognitive, and motivational cultural intelligence. At the same time, knowledge sharing is indirectly impacted by metacognitive and behavioral cultural intelligence through the mediation of perceived team efficacy. Lastly, this research provides managerial implications and limitations.

Journal ArticleDOI
TL;DR: In this article, a multilevel analysis of 4,422 employees across 22 business units was conducted to show that organizational units with high trust in senior management have higher levels of commitment and a stronger link between employee perceptions of fair treatment by their line manager during performance appraisal, and organizational commitment.
Abstract: Line managers play an important role as implementers of performance appraisal, enacting procedures designed by the HR function. However, the actual employee experience of these procedures (which may differ from how they were intended or enacted) in terms of perceptions of justice in the process is likely to have consequences for levels of organizational commitment. Furthermore, based on signaling theory, the broader organizational climate, measured here in terms of the level of trust employees have in the senior management, sets the context in which this experience takes shape. Presenting multilevel analysis of 4,422 employees across 22 business units, we show that organizational units with high trust in senior management have both higher levels of commitment, and show a stronger link between employee perceptions of fair treatment by their line manager during performance appraisal, and organizational commitment. This provides initial evidence that the impact of line manager actions is important for employee-level outcomes but is also constrained by the organizational climate. © 2013 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: The authors explored how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks, and found that minority opportunity-based DEM practices and manager accountability DEM practices positively relate to racial diversity, and these relationships are stronger in smaller companies than large ones.
Abstract: Invoking strategic human resource management (SHRM) theory and tenets of the resource-based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices–racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two-year period, our results suggest that minority opportunity-based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated.

Journal ArticleDOI
TL;DR: This article found that job seekers high in other-group orientation are more intent on pursuing employment with organizations deemed to value diversity because they feel that their salient identities are likely to be affirmed.
Abstract: Organizations must target talented applicants, who will often be demographically diverse, to attract the most competent and competitive workforce possible. Despite the bottom-line implications of attracting the best and brightest, surprisingly little is known about how and why diversity recruitment strategies affect recruitment outcomes (e.g., job-pursuit intentions). To gain insight into this question, we conducted an initial experimental study (N = 194) to test the premise that other-group orientation moderates the relationship between perceived organizational value of diversity and job-pursuit intentions. In a follow-up experiment (N = 255), identity affirmation was examined as the mediating mechanism for the interaction observed in the first study. Mediated moderation analyses supported the proposed model. Collectively, the studies indicate that job seekers high in other-group orientation are more intent on pursuing employment with organizations deemed to value diversity because they feel that their salient identities are likely to be affirmed. No such indirect effect is present for those lower in other-group orientation.

Journal ArticleDOI
TL;DR: In this paper, a model of relationships between these two facets of employee flexibility and the extent to which HR practices influence them is proposed, which is tested by estimating structural equation models on a sample of 226 commercial departments in Spanish companies.
Abstract: Current competitive environments have created a growing interest in employee flexibility in firms. Recently researchers have differentiated between two facets of employee flexibility: behavior flexibility and skill flexibility. This study proposes a model of relationships between these two facets of employee flexibility and the extent to which HR practices influence them. This model is tested by estimating structural equation models on a sample of 226 commercial departments in Spanish companies. The results of the study show that the two facets of employee flexibility are interrelated, in that skill flexibility influences behavior flexibility. Furthermore, findings confirm the influence of job enrichment on employee flexibility and the significant effect of the internal fit among HR practices on employee flexibility.

Journal ArticleDOI
TL;DR: In this paper, the authors examine changing employment brands in the context of a multinational acquisition, specifically the implications for current employees, and explore predictors of identification with the acquiring organization, intent to quit, and discretionary effort.
Abstract: This study examines changing employment brands in the context of a multinational acquisition, specifically the implications for current employees. Using a sample (N = 251) from both the acquired and acquiring workforces, employees are tracked across 12 months following acquisition. The study explores predictors of identification with the acquiring organization, intent to quit, and discretionary effort. We focus on employment brandrelated predictors, specifically perceptions linked to the provision of unique employment experiences, organizational identity strength, perceived prestige, and judgments of whether the acquiring organization acts in accordance with its corporate identity claims. The study showed that perceptions of prestige immediately after acquisition predict identification 12 months hence, as do judgments of whether the organization acts in accordance with its corporate social responsibilitybased corporate identity claims. These judgments also predict subsequent levels of discretionary effort and long-term intent to leave, as do perceptions linked to the provision of unique employment experiences. Perceived change in these unique employment experiences is also related to change in identification and intent to leave across time. Importantly, these elements have a varied effect on the adjustment outcomes when comparing the two workforces.

Journal ArticleDOI
TL;DR: In this paper, the authors employ an ethnographic, case-study approach to provide a more comprehensive assessment of fit and consider key contextual factors influencing HRM in the organization, concluding that the misalignment of HR practices can produce conflicting signals for employees, leading to reduced motivation and commitment.
Abstract: While strategic human resource management (SHRM) theory has largely supported the importance of “fit,” the empirical research evidence has been mixed. In this study, we employ an ethnographic, case-study approach to provide a more comprehensive assessment of fit and consider key contextual factors influencing HRM in the organization. Our findings suggest that the misalignment of HR practices can produce conflicting signals for employees, leading to reduced motivation and commitment. Furthermore, our study suggests that attempts to adopt isolated best practices without sufficient consideration of fit can have negative consequences. We conclude with a discussion of theoretical and practical implications.

Journal ArticleDOI
TL;DR: In this article, the authors examined the impact of work-family, diversity, and employee development policies on the job-pursuit intentions of working adults in the United States.
Abstract: Research on targeted recruitment has focused on targeting applicants with surface-level attributes such as underrepresented demographic groups. The present study extends targeted recruitment research by examining how advertising human resource policies might be useful for targeting both surface- and deep-level attributes. Specifically, the current study uses an experimental design to examine the impact of work-family, diversity, and employee development policies on the job-pursuit intentions of working adults in the United States. We examined surface- (demographic characteristics; e.g., race) and deep-level differences (attitudes or values; e.g., diversity values) as predictors of whether participants intend to pursue jobs with firms advertising these human resource (HR) policies. Deep-level differences consistently predicted job-pursuit intentions for all three HR policies, but only marginal support was obtained for surface-level variables as predictors. Findings suggest that targeted recruitment based on deep-level attributes may be more successful than targeted recruitment based on surface-level factors.

Journal ArticleDOI
TL;DR: In this article, the authors examined employee-involvement climate (i.e., information-sharing and decision-making climate) as a moderator of the relationship between pay-level satisfaction and employee outcomes (e.g., job satisfaction, affective commitment, and turnover intention).
Abstract: The present study examined employee-involvement climate (i.e., information-sharing and decision-making climate) as a moderator of the relationship between pay-level satisfaction and employee outcomes (i.e., job satisfaction, affective commitment, and turnover intention). Survey data were collected from 22,662 Belgian employees, representing 134 organizations. The hypotheses derived from distributive justice theory and from research on the meaning of pay received partial support. Multilevel analyses revealed that a decision-making climate buffered the negative effects of low pay-level satisfaction, and that an information-sharing climate exacerbated the negative effects of low pay-level satisfaction. Theoretical and practical implications of this differential moderating effect are discussed.


Journal ArticleDOI
TL;DR: In this article, the authors examine how outsourcing and devolvement of HR activities influence the strategic position of HR departments and find that the strategic positions of HR organizations are negatively influenced by devolvements to line management and positively influenced by outsourcing of noncore HR tasks.
Abstract: This article critically examines how outsourcing and devolvement of HR activities influence the strategic position of HR departments. Past research has offered conflicting predictions about their impact, ranging from a very positive move of HR departments to powerful strategic positions to a rather negative move toward marginality as their tasks are being taken over by either external providers or line managers. In an effort to resolve existing inconsistencies in the literature, we base our propositions on the strategic contingency theory of subunit power (Hickson, Hinings, Lee, Schneck, & Pennings, 1971). Our results suggest that the strategic position of HR departments is negatively influenced by devolvement to line management and positively influenced by outsourcing of noncore HR tasks. No significant effect of outsourcing core HR activities was found. © 2013 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this article, the performance effects of tournament compensation systems in a context of employee heterogeneity based on tournament and expectancy theory are analyzed in a company context using personnel records from incentive travel contests.
Abstract: Tournament compensation systems are widely used in practice and have been extensively analyzed theoretically. However, one major problem has hardly been studied in a company context so far: Although it is theoretically well understood that tournament compensation systems are only effective when employees are homogeneous, it has rarely been analyzed what companies can do when they are confronted with employee heterogeneity. In our article, we derive hypotheses on the performance effects of tournament compensation systems in a context of employee heterogeneity based on tournament and expectancy theory. Using personnel records from incentive travel contests, we are able to show that performance is lower in a situation with employee heterogeneity, but that in heterogeneous tournaments, incentives may still work for a subgroup of employees whom we term the “threshold group.” In addition, we also show how companies manage to design the information disclosure systems necessary to install effective “handicapping” or “league-building” systems in order to increase the effort-performance expectancy.

Journal ArticleDOI
TL;DR: In this paper, the authors argue that diversity training from an ethical perspective may enhance the effectiveness of traditional approaches to diversity training, to the degree that traditional bottom-line justifications are enhanced with social justice arguments, training effectiveness will increase.
Abstract: Extant literature on diversity training programs continues to yield little evidence of their overall effectiveness. Whereas the most common approach to diversity training entails justifying the value of diversity on the basis of its contribution to the organization's bottom line, we argue that approaching diversity training from an ethical perspective may bolster the effectiveness of traditional approaches. Specifically, to the degree that traditional bottom-line justifications are enhanced with social justice arguments, training effectiveness will increase. In the following article, we discuss traditional approaches to diversity training, provide a general overview of ethics, discuss how theory and research from behavioral ethics literature might help to address some of the challenges faced in diversity training, and draw from ethics literature to make specific, novel suggestions about the implementation and presentation of diversity training.

Journal ArticleDOI
TL;DR: The authors investigated how empowering leadership and overload affect the improvisation-performance relationship in the context of 48 work teams and found that empowering leadership positively moderates the relationship between improvisation and performance, while overload attenuates the same relationship.
Abstract: The notion of improvisation has recently emerged in managerial studies as a viable solution to flexibly dealing with unexpected occurrences in work environments. However, past research on team improvisation has overlooked the contingencies that allow teams to effectively improvise. Drawing upon demand-control theory, we investigate how empowering leadership and overload affect the improvisation-performance relationship in the context of 48 work teams. Our results suggest that empowering leadership positively moderates the relationship between improvisation and performance, while overload attenuates the same relationship. Moreover, we found a joint effect of overload and empowering leadership influencing the improvisation-performance link, such that improvisation is most positively related to performance when empowering leadership is high and overload is low. Conversely, we found that empowering leadership is particularly detrimental to the improvisation-performance relationship when team members perceive high degrees of overload. Our findings make important contributions to the extant team literature as well as to the emerging literature on team improvisation. We outline several significant insights for HR managers and team leaders who are responsible for supporting teams that face unexpected events in the work environment.

Journal ArticleDOI
TL;DR: A meta-analysis of the empirical literature concerning role breadth, defined as the degree to which employees consider organizational citizenship behavior (OCB) to be an inherent part of their job, was conducted by as mentioned in this paper.
Abstract: We provide a meta-analysis of the empirical literature concerning role breadth, defined as the degree to which employees consider organizational citizenship behavior (OCB) to be an inherent part of their job. Results based on a combined sample size of 9,222 showed: (a) Confucian Asians consider OCB as part of their job to a greater extent than do their Anglo counterparts; (b) affiliative kinds of OCB (e.g., helping, conscientiousness, and courtesy) are more likely to be considered part of one's job than are change-oriented OCB (e.g., voice, taking charge, and initiative); and (c) OCB-inclusive role breadth correlates strongly with OCB (rc = .43). The implications of these findings for human resources practice, such as competency modeling, employee selection and training, organizational rewards, and employee-employer/supervisor relations, are discussed.

Journal ArticleDOI
TL;DR: In this paper, the authors empirically examine the consequences of devolving HR responsibilities to first-line managers (FLMs) who make daily contacts with frontline workers, and they propose that FLMs' involvement in HR enhances HR effectiveness.
Abstract: In this study, we empirically examine the consequences of devolving HR responsibilities to first-line managers (FLMs) who make daily contacts with frontline workers. Drawing from HR strength theory, we propose that FLMs' involvement in HR enhances HR effectiveness. We also argue that the positive relationship between FLMs' HR involvement and HR effectiveness is compromised when a company employs an institutionally emerging HR system, and that this negative combinative effect will be alleviated by transferring HR knowledge to FLMs. We tested the hypothesized relationships using panel survey data from South Korea (N = 215). The results of our hierarchical regression analysis generally support our claims. Implications, limitations, and future research directions are also discussed. © 2013 Wiley Periodicals, Inc.