Showing papers in "Human Resource Management in 2016"
TL;DR: In this article, the authors explore the impact of performance management and employee voice practices on employee well-being, as exemplifi ed by engagement and emotional exhaustion, in a large public-sector organization in Ireland.
Abstract: This article explores the ways in which employees may experience and respond to tensions inherent in the mix of potentially confl icting human resource (HR) practices that compose hybrid models of employment relations. By drawing on the job demands–resources (JD-R) literature and viewing HR practices as “demands” and “resources,” we explore the impact of performance manage-ment and employee voice practices on employee well-being, as exemplifi ed by engagement and emotional exhaustion, in a large public-sector organization in Ireland. Our fi ndings suggest that employee voice mechanisms may act as a resource in both enhancing engagement and in counterbalancing the demands presented by a performance management system, thus reducing the deleteri-ous effects of emotional exhaustion. Our study extends understanding of hybrid models of human resource management (HRM) and of the ways in which employ-ees manage the contradictory signals that such models may send in terms of performance expectations.
163 citations
TL;DR: In this paper, the authors investigated the relationship between different categories of international assignees and knowledge transfer in multinational corporations and found that expatriate presence in different functional areas is related to knowledge transfer from and to headquarters in these functions.
Abstract: Drawing on the knowledge-based view of the firm, this paper provides the first empirical study that explicitly investigates the relationship between different categories of international assignees and knowledge transfer in multinational corporations (MNCs). Specifically, we examine (1) the extent to which expatriate presence in different functional areas is related to knowledge transfer from and to headquarters in these functions; and (2) the extent to which different categories of international assignees (expatriates vs. inpatriates) contribute to knowledge transfer from and to headquarters.
We base our investigation on a large scale survey, encompassing data from more than 800 subsidiaries of MNCs in thirteen countries. By disaggregating the role of knowledge transfer across management functions, directions of knowledge transfer, and type of international assignees, we find that (1) expatriate presence generally increases function-specific knowledge transfer from and, to a lesser extent, to headquarters; and that (2) the relevance of expatriates and former inpatriates varies for knowledge flows between headquarters and subsidiaries. Additionally, we discuss implications for research and practice, in particular regarding different management functions and different forms of international assignments, and provide suggestions for future research.
155 citations
TL;DR: In this paper, the authors examined the commonly held assumption that a low level of work engagement leads to higher turnover intentions and employee deviant behavior and found that employee work engagement correlates negatively with lagged measures of turnover intention and deviant work behavior directed towards the organization.
Abstract: The present study examined the commonly held assumption that a low level of work engagement leads to higher turnover intentions and employee deviant behavior Employee survey results (n=175) from a manufacturing organization in the United Kingdom showed that employee work engagement correlates negatively with lagged measures of turnover intentions and deviant work behavior directed towards the organization The results suggest that perceived organizational support moderates the relationship between work engagement and turnover intentions and deviant behaviors directed towards the organization, such that perceived organizational support compensates for relatively low levels of work engagement
126 citations
TL;DR: In this paper, the authors studied whether high commitment human resource management (HC•HRM) is more effective when employees can make sense of HRM (attribute HRM to management) and found that the effect of HC-HRM on affective organizational commitment was stronger when employees understood HRM as was intended by management.
Abstract: In an experimental study and a field study, we studied whether high‐commitment human resource management (HC‐HRM) is more effective when employees can make sense of HRM (attribute HRM to management). In the experimental study (n = 354), employees’ HC‐HRM perceptions were evoked by a management case, and their attributions were manipulated with an information pattern based on the three dimensions of the covariation principle of the attribution theory: distinctiveness, consistency, and consensus. As expected, the results showed that the effect of HC‐HRM on affective organizational commitment was stronger when employees understood HRM as was intended by management. This experimental finding was confirmed in a cross‐level field study (n = 639 employees within 42 organizations): the relationship between HC‐HRM, on one hand, and affective organizational commitment and innovative behavior, on the other hand, was stronger under the condition that employees could make sense of HRM. © 2015 Wiley Periodicals, Inc.
109 citations
TL;DR: Results show employee flexibility fully mediates the relation between OLC and individual performance given the presence of environmental turbulence.
Abstract: Organizational learning capability (OLC) and employee flexibility help firms navigate the challenges faced by organizations operating in turbulent environments. OLC includes dimensions such as experimentation, risk taking, openness, dialogue, and participative decision making. Employee flexibility is considered a crucial tool for strategic human resource management in tackling environmental turbulence. Accordingly, we pose the following research question: how, and to what extent, is individual performance enhanced by OLC and employee flexibility in turbulent environments? The major impact that environmental turbulence has on change and flexibility requirements suggests that employee flexibility plays an important role in the impact OLC has on individual performance. However, we found no prior studies that explicitly analyzed this mediating function of employee flexibility. In this study, we tested three hypotheses that link OLC and individual performance, OLC and employee flexibility, and employee flexibility and individual performance. We applied a structural equation methodology, using partial least squares path modeling, to a sample of 174 academics at a Latin American university (a highly turbulent context). Our results show employee flexibility fully mediates the relation between OLC and individual performance given the presence of environmental turbulence.
87 citations
TL;DR: In this paper, a mixed-methods design using three studies was used to investigate whether organizational control facilitates or hinders employees' trust in their organization, based on a literature review and an open-response survey study.
Abstract: Do organizational controls facilitate or hinder employees’ trust in their organization? We addressed this question through a mixed-methods design using three studies. Based on a literature review and an open-response survey study (Study 1), we developed a theoretical model proposing that organizational control is positively related to employees’ trust in their organization, and that this relationship is mediated by procedural fairness and organizational prestige. This mediated model was tested and supported in a quantitative survey of 582 European managers and professional employees from a range of organizations (Study 2). A complementary, qualitative interview-based study (Study 3) confirmed that well-implemented controls facilitate trust in the organization; however, poorly implemented control systems that are inconsistent, overly rigid, or incentivize untrustworthy behavior can undermine trust in the organization.
71 citations
TL;DR: In this paper, the authors developed and tested a mediation model linking job insecurity to affective commitment and psychosomatic complaints via two distinct theoretical mechanisms: fairness and energy depletion, based on 6,268 Belgian bank employees facing organizational change.
Abstract: We develop and test a mediation model linking job insecurity to affective commitment and psychosomatic complaints via two distinct theoretical mechanisms: fairness and energy depletion. Analyses were based on 6,268 Belgian bank employees facing organizational change. Results from structural equation modeling showed that fairness and exhaustion partially mediated the association of job insecurity with affective commitment and psychosomatic complaints, respectively. Multiple group analysis showed that the relation between job insecurity and fairness gradually decreased across the three change stages, and that the exhaustion process was most prominent amid the change. Implications and directions for future research are discussed. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]
67 citations
TL;DR: In this paper, the authors examined the extent and way in which employees' HRM competences (i.e., knowledge, skills, and abilities) explain the variability in HRM service value.
Abstract: Recognizing the importance for companies of having high-quality employment relationships with employees, previous studies have sought to explain the variability in employees’ perceptions of HRM service value. However, most of these studies view employees as inactive in employment relationships and, therefore, do not consider whether employees’ own attributes affect their perceptions of HRM service value. In accepting the alternative notion that consumers create value “in use,” the current study regards employees as active consumers of HRM practices, and so examines the extent and way in which employees’ HRM competences (i.e., knowledge, skills, and abilities) explain the variability in HRM service value. Based on data collected from 2,002 employees in 19 companies in the Netherlands, a positive relationship has been found between employees’ HRM competences and their perception of HRM service value, albeit one that is mediated by the perceived quality and nonmonetary costs of HRM services. The main implication of our findings is that employees should be seen as active agents in employment relationships who, through coproducing and consuming HRM services as well as leveraging their knowledge and skills, influence the value of HRM services and have the potential to increase or undermine the outcomes of the employment relationship
65 citations
TL;DR: In this paper, the authors examined the development and impact of diversity and equality management systems (DEMS) and found that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff.
Abstract: This study examines the development and impact of diversity and equality management systems (DEMS). A national sample of human resource managers from 155 Canadian firms responded to surveys about their firm's diversity and equality management (DEM) practices. Cluster analysis and latent class modeling identified three distinct approaches to DEM: classical disparity DEMS showing limited development of DEM-related practices, institutional DEMS involving complex selection mechanisms and monitoring of employment statistics, and configurational DEMS linking diversity to business strategy. Hypothesis-testing analyses indicated that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff. Only configurational DEMS was predicted by inclusion of HRM in developing business strategy. Configurational DEMS positively predicted the employment of workers with disabilities and members of visible minority groups as well as ROA. These findings support the proposition based on strategic human resource management (SHRM) theory that DEM practices should be considered as bundles and that vertical linkage to strategy is important for DEM effectiveness. As such, SHRM theory explains how managers can structure strategic responses to institutional pressures that go beyond requirements to achieve strategic goals.
65 citations
TL;DR: In this article, the authors examine whether conscientiousness and emotional stability negatively relate to cyber-loafing and investigate how organizational justice perceptions and psychological empowerment moderate the negative relationship between these personality traits and cyber-leafing, finding that those high in conscientiousness cyberloaf less when they perceive greater levels of organizational justice.
Abstract: Cyberloafing-using the Internet for non-work-related activities-is a prevalent counterproductive work behavior in the workplace, but researchers have not yet paid sufficient attention to this issue, especially related to the role of personality in cyberloafing. Recognizing such a research gap, and using a trait activation theory framework, this study examines whether conscientiousness and emotional stability negatively relate to cyberloafing. We further investigate how organizational justice perceptions and psychological empowerment moderate the negative relationship between these personality traits and cyberloafing. Based on a sample of 247 employees, we find that those high in conscientiousness cyberloaf less when they perceive greater levels of organizational justice. In addition, highly conscientious individuals cyberloaf less when they have low, rather than high, levels of psychological empowerment. Implications for research and practice as well as future research directions are discussed. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]
57 citations
TL;DR: In this paper, the authors apply a differentiated approach that treats voice and silence as separate behaviors and considers their specific motivators, finding that even though employees use ESVPs and engage in voice, silence may still linger as a potential threat to performance and well-being.
Abstract: Employer-sponsored voice practices ( ESVPs) are a tool used by human resource management to increase voice behavior and fulfill legal requirements for employee participation and consultation. Conceptual papers question the usefulness of ESVPs, arguing that they may promote selective expression at work in the way that employees who use ESVPs suggest work-related process improvements (i.e., promotive voice) but still remain silent about issues that disturb smooth cooperation (i.e., cooperative silence). Prior research that treated voice and silence as being mutually exclusive cannot clarify how using ESVPs relates to voice and silence and under which conditions these links are particularly strong. Drawing from an employee survey in a UK branch of a multinational technology company, we apply a differentiated approach that treats voice and silence as separate behaviors and considers their specific motivators. Results from structural equation modeling show that even though employees use ESVPs and engage in voice, silence may still linger as a potential threat to performance and well-being. Moreover, moderator analyses revealed that affective attachment to the organization increased and job engagement decreased the occurrence of this potentially dangerous coincidence. Our findings provide evidence for the usefulness of more differentiated approaches to employee voice and silence and indicate that factors that facilitate voice, be they formal procedures or pro-organizational attitudes, might not suffice to overcome silence at work. We close with a discussion on ways to facilitate voice while reducing silence at the same time. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]
TL;DR: In this article, the problem of rating-level bias and rating accuracy among retail managers of a Fortune 500 retailer was studied, and the authors found that the most lenient raters are more agreeable, less assertive, and less competent in performance management.
Abstract: We studied the problem of rating-level bias and rating accuracy among retail managers of a Fortune 500 retailer. Hypotheses were tested regarding the relationship among managers’ Five-Factor Model (FFM) personality characteristics, their competence in performance management, and their levels of bias and accuracy in appraisals made in situations differing on levels of rater accountability. Associate store managers (N = 125) rated subordinates, peers and managers under conditions of high and low rater accountability. We found support for the stability of rating-level bias across rating situations. Raters’ levels of agreeableness and assertiveness were related to mean rating levels across situations, and U-shaped relationships were found in predicting one measure of rating accuracy such that high and low levels of these two traits were related to greater rating inaccuracy. Conscientiousness scores were significantly (and negatively) correlated with highly accountable mean ratings of subordinates. Performance management competence was related to rating-level bias in both high- and low-accountability conditions and contributed incremental validity in the prediction of rating level and rating accuracy. Our results indicate that the most lenient raters are more agreeable, less assertive, and less competent in performance management. These raters may also be less accurate.
TL;DR: In this paper, the authors consider the role of the top managers' beliefs concerning the financial payoffs from investments in HR (HR cause-effect belief) as well as their employee-centered value-based beliefs (labeled HPWS values).
Abstract: What explains why high-performance work systems (HPWSs) are not adopted more widely by firms that would appear to benefit economically by adopting them? We address this question by drawing on the upper-echelons perspective to consider the role of the top managers’ beliefs concerning the financial payoffs from investments in HR (“HR cause-effect belief”) as well as their employee-centered value-based beliefs (labeled “HPWS values”). We propose a conceptual model in which top management HPWS values moderate the relationship between HR cause-effect beliefs and the intensity of HPWS programs reported by managers as well as the relationship between HPWS programs and employees’ perceptions of implemented HPWS practices. We test our model using a unique multisource data set collected from 120 hotel franchisees that includes survey responses from 648 managers and 1,293 employees. We find that firms’ ability to translate top managers’ cause-effect beliefs about the economic value of HR investments into adoption of HPWS programs, as well as their ability to effectively implement these HPWS programs, is significantly affected by the value-based HR beliefs held by top managers.
TL;DR: In this paper, the authors investigated relationships between strategic approaches to staffing and small-firm performance using lagged survey data from 139 founders and owners of small firms and found that recruiting approaches imitating the practices (processes) of larger businesses are positively related to a perceptual measure of firm performance.
Abstract: Although staffing can be a critical determinant of whether small businesses succeed or fail, there has been less research in this area than might be expected, given the large numbers of such firms. While there has been some research on specific recruiting and selection practices, there has been little attention to the strategic aspects of staffing. We investigated relationships between strategic approaches to staffing and small-firm performance using lagged survey data from 139 founders and owners of small firms. Results indicate that recruiting approaches imitating the practices (processes) of larger businesses are positively related to a perceptual measure of firm performance. Selection approaches stressing a growth orientation are also positively related to firm performance. Finally, founders’ and owners’ perceptions of the strategic importance of human resources moderate the relationship of firm performance with imitative recruiting practices as well as with growth-oriented selection practices. An important contribution of this article is that contextual knowledge facilitates our understanding of the performance implications of staffing practices in small firms
TL;DR: In this paper, the authors explore which HR practices are most closely associated with better OP within the financial services industry in Jordan based on a survey of managers and the annual reports of the companies encompassed by the study.
Abstract: This is a study centred on the impact of the specific set of HRM practices on organisational performance (OP) within an emerging market setting. It seeks to explore which HR practices are most closely associated with better OP within the financial services industry in Jordan based on a survey of managers and the annual reports of the companies encompassed by the study. It was found that the only HR practice seen to consistently impact on OP was training; in other words, we did not encounter any recognisable ‘bundle’ of HR practices that optimised OP across the sector. We argue that this reflects the weaker and more partially coupled nature of institutions in many emerging markets, which makes it difficult to generate the type of complementarities associated between regulation and practice in mature markets. It also reflects the limited transferability of perceived best practice models in the context of emerging market settings. Although belied by objective firm performance data, many respondents believed that it was not only training but also the extensive usage of extrinsic incentives (pay and promotion) that would translate into superior results. This highlights the limitations of relying on managerial reported performance data in exploring the consequences of specific HR practices.
TL;DR: The authors examined line managers' rationales regarding reduced-load work (RLW), an emerging talent management practice allowing professionals to reduce their workload and take a pay cut, while actively remaining on a career path.
Abstract: This study examines line managers’ rationales regarding reduced-load work (RLW), an emerging talent management practice allowing professionals to reduce their workload and take a pay cut, while actively remaining on a career path. Unlike fl extime and telework, RLW addresses professionals’ core problems of rising work hours and workloads. Interviews with 42 managers in 20 North American employers suggested that managers were more likely to support RLW for employees whom they saw as (1) high-performers, (2) fl exible in their use of RLW, and (3) doing conducive jobs. Interviews with 20 HR experts and 24 senior executives revealed four dimensions of organizational support, two cultural (senior management support and discourse on career penalties) and two structural (adaptation of HR systems and organizational diffusion). In embracing organizations there was a higher frequency of more supportive managers than there was in ambivalent organizations. Managers’ rationales were connected to their organizational contexts, albeit loosely, suggesting managerial implementation agency. The same rationales were more likely to be used in supportive ways in embracing contexts and in less supportive ways in ambivalent contexts. This study suggests that managerial and organizational support for fl exible talent management practices dovetail in nuanced and important ways. © 2015 Wiley Periodicals, Inc.
TL;DR: An empirical example concerning complex cross-level mediated moderation is presented that will suffice to illustrate the principles and the procedures for implementing a multilevel analytical strategy in HRM research.
Abstract: Multilevel modeling is important for human resource management ( HRM) research in that it often analyzes and interprets hierarchal data residing at more than one level of analysis. However, HRM research in general lags behind other disciplines, such as education, health, marketing, and psychology in the use of a multilevel analytical strategy. This article integrates the most recent literature into the theoretical and applied basics of multilevel modeling applicable to HRM research. A range of multilevel modeling issues have been discussed and they include statistical logic underpinning multilevel modeling, level conceptualization of variables, data aggregation, hypothesis tests, reporting mediation paths, and cross-level interactions. An empirical example concerning complex cross-level mediated moderation is presented that will suffice to illustrate the principles and the procedures for implementing a multilevel analytical strategy in HRM research. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]
TL;DR: In this article, the authors investigated whether perceiving goals as invariable is negatively related to work performance and whether this relationship is mediated by perceived job autonomy and found a negative relationship between perceived goal invariability and work performance.
Abstract: In this study, we investigated whether perceiving goals as invariable is negatively related to work performance and whether this relationship is mediated by perceived job autonomy. Perceiving goals as invariable refers to the extent to which employees believe that the goals in a performance management system represent absolute standards that they must meet without exception, even if they think other factors are more important (e.g., situational factors or factors that are not associated with goals). In support of our hypotheses, we found a negative relationship between perceiving goals as invariable and work performance and that perceived job autonomy mediated this relationship. Theoretical and practical implications and directions for future research are discussed.
TL;DR: In this paper, the authors investigate the relationship between participative leadership and job performance within the internship setting and find that participative leaders have a positive relationship with job performance, and that affective trust mediates that relationship.
Abstract: In this article, we investigate the relationship between participative leadership and job performance within the internship setting. Based on two-waves of survey data obtained from 309 intern-supervisor dyads, we find that participative leadership has a positive relationship with job performance, and that affective trust mediates that relationship. We also find that although cognitive trust is not significantly related to intern job performance, it mediates the relationship between participative leadership and affective trust. Our findings contradict those of previous research which question the effectiveness of participative leadership in short-term employment situations such as internships. They also highlight the importance of designing internships to be reflective of typical performance situations, characterized by participative leadership practices, rather than more directive leadership practices.
TL;DR: In this article, the resilience of the 100 best companies to work for in America in times of financial crisis by analyzing their long-term financial performance was studied, and it was shown that the best workplaces are indeed resilient in crisis since neither their financial performance nor their systematic risk are affected during bear markets.
Abstract: We study the resilience of the “100 Best Companies to Work for in America” in times of financial crisis by analyzing their long-term financial performance. Apart from implementing methods that tackle the statistical problems of stock returns, we use a conditional model to measure financial performance in periods of market growth (bull markets) and market downturn (bear markets). We find that best places to work are indeed resilient in times of crisis since neither their financial performance nor their systematic risk are affected during bear markets: top companies continue to outperform the market during periods of crisis, and the performance of lower-ranked great workplaces does not deteriorate. Moreover, we find that previous studies were overestimating performance, and only great workplaces on the top half of the rankings exhibit positive excessive returns
TL;DR: This paper investigated the relative effects of three forms of pay-for-performance (PFP) plans on employees' job performance (incentive effects) and voluntary turnover (sorting effects) using two-year longitudinal data from a large sample of US employees.
Abstract: Using two-year longitudinal data from a large sample of US employees from a service-related organization, the present study investigates the relative effects of three forms of pay-for-performance (PFP) plans on employees’ job performance (incentive effects) and voluntary turnover (sorting effects) The study differentiates between three forms of pay: merit pay, individual-based bonuses, and long-term incentives By definition, these PFP plans have different structural elements that distinguish them from each other (ie, pay plan form) and different characteristics (functionality), such as the degree to which pay and performance are linked and the size of the rewards, which can vary both within and across plan types Our results provide evidence that merit raises have larger incentive and sorting effects than bonuses and long-term incentives in multi-PFP plan environments where the three PFP plans are operating simultaneously Only merit pay has both incentive and sorting effects among the three PFP plans The implications for the PFP-related theory, as well as for the design and implementation of PFP plans, are discussed © 2015 Wiley Periodicals, Inc
TL;DR: In this article, the authors compare the effect of developmental assignments on organizational commitment with that of other development practices: coaching, mentoring, training, and support from the direct superior and senior management.
Abstract: Social exchange theorists argue that organizations that provide developmental assignments raise employee commitment. But such assignments may also undermine commitment by increasing the recipients’ value in the external labor market. We compare the effect of developmental assignments on organizational commitment with that of other development practices: coaching, mentoring, training, and support from the direct superior and senior management. We also test whether synergies arise when developmental assignments are combined with the other development practices. Using a sample of 312 highly skilled professionals working in over sixty countries, in a variety of industries and firms of various sizes, we find that developmental assignments are the strongest driver of organizational commitment, together with support from senior management. The positive relationship between developmental assignments and organizational commitment is weaker in the presence of other development practices
TL;DR: In this article, the authors identify contrasting views between female assignees and their organizations with respect to the purpose of expatriation and the factors women take into consideration in their decision to undertake it.
Abstract: Women international assignees have historically been successful, but they make up a relatively low proportion of organizationally assigned expatriates. By appreciating the factors that encourage women to undertake internationally mobile careers, organizations can widen their talent pool. Using a triangulated, qualitative research approach set within two case study firms in the oil and gas exploration and production industry, this article identifies contrasting views between female assignees and their organizations with respect to the purpose of expatriation and the factors women take into consideration in their decision to undertake it. This research is based on analysis of organizational policy; a survey of 71 women expatriates and in-depth, semistructured interviews with 26 female assignees (selected from the survey returns using stratified sampling); and interviews with 14 human resource professionals responsible for international mobility policy design and implementation. Career, family, and financial precondition effects are identified. From these, a model is proposed to link stated organizational assignment purpose with women's participation rationales, and recommendations for practice to increase expatriate gender diversity are set out.
TL;DR: In this paper, the authors examined the social capital characteristics of HR professionals and the impact on the receipt of network benefits and career outcomes and found that HR professionals benefit from relationships with other HR professionals for career sponsorship and role-related benefits.
Abstract: HR professionals’ roles require them to be responsive to both employee needs and top management strategies. However, the need to respond to the often competing employee and strategic agendas makes relationship-building efforts challenging. This study examines the social capital characteristics of HR professionals and the impact on receipt of network benefits and career outcomes. Results indicate that HR professionals benefit from relationships with other HR professionals for career sponsorship and role-related benefits. However, it is contacts who are in higher positions or in other organizations that transfer the most influential benefits, which in turn relate to objective career outcomes. Few benefits are obtained from contacts in non-HR functions. The results illuminate relationship development opportunities for HR professionals
TL;DR: This paper examined the effect of reward for creativity on the relationship between creativity and performance, and found that high perceived reward enhances the relation between novelty and performance while diminishing the relationship of usefulness and performance.
Abstract: Researchers have argued that creativity is intrinsically motivated, and that rewarding creativity can stifle creativity. Using a sample of 310 employees reporting to 50 different supervisors, we instead show that rewarding creativity influences the relationship between creativity and performance by changing the nature of expressed creativity. We do this by examining novelty and usefulness as separate dimensions. High perceived reward enhances the relationship between novelty and performance while diminishing the relationship between usefulness and performance. The moderating effect of reward for creativity on the relationship between creativity and performance was not observed when we operationalized creativity as an integrated, unidimensional construct
TL;DR: In this article, the mediating role of top management team effectiveness and the moderation role of knowledge-sharing intensity from middle managers to top management teams was examined by integrating the resource-based view and information-processing theory.
Abstract: Despite a plethora of studies that demonstrate the positive impact of strategic human resource management on firm performance, existing knowledge of the processes through which such gains can be achieved remains limited. This study aims to extend our knowledge by investigating the mechanism through which a teamwork-oriented executive strategic human resource management system impacts organizational ambidexterity. Specifically, by integrating the resource-based view and information-processing theory, we examine the mediating role of top management team effectiveness and the moderating role of knowledge-sharing intensity from middle managers to top management teams. Drawing on a multiple-source and multiple-respondent survey from 144 manufacturing firms in China, we show that top management team effectiveness partially mediates the effect of the executive strategic human resource management system on organizational ambidexterity. Moreover, knowledge-sharing intensity from middle managers to top management teams strengthens the effect of the executive strategic human resource management system on organizational ambidexterity. © 2016 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]
TL;DR: In this paper, the authors examine the cross-cultural differences in human resource managers' beliefs in effective HR practices by surveying HR practitioners in Finland (N = 86), South Korea and Spain.
Abstract: In this study, we examine the cross-cultural differences in human resource (HR) managers’ beliefs in effective HR practices by surveying HR practitioners in Finland (N = 86), South Korea (N = 147), and Spain (N = 196). Similar to previous studies from the United States, the Netherlands, and Australia, there are large discrepancies between HR practitioner beliefs and research findings, particularly in the area of staffing. In addition, we find that interpersonal-oriented aspects of HR practices tend to be more culturally bound than technical-oriented aspects of HR practices. We interpret the differences using Hofstede's cultural dimensions (Power Distance, Individualism versus Collectivism, Masculinity versus Femininity, Long-Term Orientation versus Short-Term Orientation, and Uncertainty Avoidance). We discuss the overall nature of the science-practice gap in HR management, and the implications for evidence-based management.
TL;DR: This article found that the observable cue of umbilical waist circumference is negatively associated with evaluations of leaders across hierarchical levels, even after controlling for Body Mass Index, physical activity, personality, and demographic characteristics.
Abstract: Top executives hold positions that convey power, prestige, and competence as predicted by status characteristics theory. Nevertheless, the impressions generated through this status characteristic may be vulnerable when executives also possess characteristics that reflect a devalued social identity, such as obesity. Data from health examinations and multisource evaluation surveys of 757 CEOs, vice presidents, and upper managers suggest that the observable cue of umbilical waist circumference is negatively associated with evaluations of leaders across hierarchical levels, even after controlling for Body Mass Index, physical activity, personality, and demographic characteristics. Thus, hierarchically based status characteristics are insufficient in overcoming the stigma of obesity: even CEOs are subject to the pernicious effects of obesity stigma. © 2014 Wiley Periodicals, Inc.
TL;DR: For example, the authors found that individual-level perceptions of procedural justice, but not performance ratings, partially mediate the relationship between exchange quality and reactions to performance appraisals.
Abstract: Previous research has established that relationships with authority figures and procedural justice perceptions are important in terms of the way in which employees react to organizational procedures that affect them. What is less clear are the reasons why exchange quality with authorities is related to perceptions of process fairness and the role of procedural justice climate in this process. Results indicate that individual-level perceptions of procedural justice, but not performance ratings, partially mediate the relationship between exchange quality and reactions to performance appraisals, and that procedural justice climate is positively related to perceptions of procedural justice and appraisal reactions. These results support a more relational than instrumental view of justice perceptions in organizational procedures bound by exchange quality with an authority figure. Our study suggests that it is essential for managers to actively monitor and manage employee perceptions of process fairness at the group and individual levels.
TL;DR: In this article, the authors provide a theoretical model that bridges technology and employee attitudes (more specifically, work-related feelings of embeddedness) to understand how both areas can influence embeddedness in one's job, and discuss the implications of the model on both theory and practice.
Abstract: Technology continues to play an ever-increasing role in both our work and private lives. In parallel with this expanding reliance on technology has been a shift in how people now view their jobs. Therefore, the purpose of this article is to provide a theoretical model that bridges these two areas—technology and employee attitudes (more specifically, work-related feelings of embeddedness). Within our model, we consider aspects of common work-related technologies and key perceptual variables related to technology, and how both areas can influence embeddedness in one's job. We conclude the article by providing examples of how specific technologies that are commonly found in today's work environment may influence job embeddedness perceptions, and we discuss the implications of the model on both theory and practice