Showing papers in "Human Resource Management Review in 2010"

TL;DR: In this paper, the authors developed a framework for understanding knowledge sharing research and identified five areas of emphasis of knowledge sharing: organizational context, interpersonal and team characteristics, cultural characteristics, individual characteristics, and motivational factors.

TL;DR: The literature on narcissism in organizational contexts is reviewed in this paper, where the authors describe the context of narcissism and several relevant theoretical approaches to understand it and highlight several reoccurring themes involving the role of narcissistic individuals in organizational context, with an emphasis on articulating directions for future research.

TL;DR: The authors argued that normative commitment has a dual nature and that it manifests itself differently depending on the strength of other components in an employee's commitment profile, each having different implications for work behavior.

TL;DR: In this article, the authors proposed a model of managing diversity which draws on social psychology theories and showed that when these social psychological mechanisms are activated, diversity will lead to an increase in group performance, and collective identity is salient and when psychological safety climate are the psychological conditions that activate these mechanisms.

TL;DR: In this article, a conceptual model explaining what affects line manager WLB policy and practice behaviors and the consequent impact on employee WLB experience in their organizations is developed, and the implications for future research and practice are set out.

TL;DR: The misuse of information and communications technology (ICTs) in the workplace is a growing problem that is expected to continue to trend upward as mentioned in this paper, and the consequences of this form of behaviour range from minor outcomes with little impact, to more serious outcomes with significant negative impacts to individuals, groups, and even for entire organizations.

TL;DR: In this paper, a model is developed showing how different personality variables shown to relate to aggression and/or (CWB) might affect different steps in the process linking behavior to precipitating environmental conditions or events.

TL;DR: Three different theoretic approaches to synergy in HRM systems: virtuous overlaps, independent effects, and efficient complementarities are described, which are better fitted to some contingencies than to others and is operationalized by different methodologies.

TL;DR: Klandermans et al. as discussed by the authors suggest that counterproductive work behaviors can be viewed as a form of protest in which organizational members express dissatisfaction with or attempt to resolve injustice within the organization.

TL;DR: In this article, a critical examination of the meaning of organizational politics (OP) for human resource management (HRM) is provided, and a specific typology and model is proposed to better explain OP for HRM than current definitions.

TL;DR: In this article, the authors proposed a knowledge-based view of acquisitions and suggested that to enhance M&A performance acquirers must use human resources (HR) practices that develop integration capabilities during post-merger integration.

TL;DR: In this paper, an attribution-based explanation about how helpful organizational citizenship behavior (OCB) and harmful counterproductive work behavior (CWB) are positively related under some circumstances is presented.

TL;DR: In this paper, a definition of excessive entitlement is offered and a model describing how it is expressed and encouraged in organizational settings is proposed, and the implications of this work along with strategies for advancing the study of excessive entitled behavior in work settings are discussed.

TL;DR: In this paper, the authors argue that the field would benefit from the adoption of situation-specific counterproductive work behaviors (CWBs) measures that are tailored to the organization or occupation being studied, which would ensure that CWB measures include sample-relevant behaviors and exclude irrelevant behaviors.

TL;DR: In this paper, Cartwright et al. present sexual harassment as a counterproductive behavior and show how revealing the role of power as an underlying motive in SH and other counterproductive work behavior (CWB) incidents may help us to more fully understand these negative phenomena.

TL;DR: Feedforward Interview (FFI) as mentioned in this paper is an interview protocol designed to reveal new organizational knowledge both for managers and subordinates, which can lead to better alignment between employees' needs and organizational practices.

TL;DR: In this article, the authors examined the main effects and interaction effects of two situational variables, employee engagement and security control norms, on the relationship between integrity and counterproductive work behaviors (CWB).

TL;DR: A model is proposed that enables one to conceptualise the value created by an HRM SSM and that is contingent on thetypes of capabilities employed within it, the types of HRM services offered and the organisational model chosen.

TL;DR: In this article, the authors explored the implications of using narrative comments for the various stakeholders in the performance appraisal process, and discussed the processes related to the reception and the impact of receiving performance information in this format for evaluatees.

TL;DR: In this paper, the efficacy of five common pre-training interventions in promoting learning was explored and recommendations for interventions which are useful in promoting cognitive, skill-based, and affective learning gains were provided.

TL;DR: In this article, the conditions under which different observers will make positive versus negative attributions for organizational citizenship behavior (OCB) have been investigated, and it has been shown that high-quality LMX relationships are associated with positive attributions of OCB motives by the follower and the leader but negative attribution by coworkers.

TL;DR: In this article, the authors provide a theoretical framework derived from past research within which these joint effects are described, and offer hypotheses to guide future research, and a primary theme is that emotion and social influence, when considered at individual, dyadic and organizational levels, have a reciprocal causal relationship and jointly affect organizational behavior, especially behavior that is largely discretionary.

TL;DR: In this paper, the authors developed a model of time banditry, a variant of counterproductive work behavior, defined as the propensity of employees to engage in non-work related activities during work time.

TL;DR: In this article, the authors explain how well-intentioned HR practices associated with performance appraisal and compensation can be linked to employee misconduct and propose recommendations that are designed to promote both effective job performance and minimize problems of employee misconduct.

TL;DR: In this article, the meaning of work, employment relations, and strategic human resources management is discussed, and the transition of the HR profession from the traditional HR role to the new strategic human resource management role is discussed.

TL;DR: A review of the research on counterproductive work behavior (CWB) shows a gap between theory development and the development of procedures to address deviant behavior in the workplace as discussed by the authors.

TL;DR: In this paper, two studies were presented with the purpose of investigating teacher absences in Israel from the perspectives of organizational normative behavior (Study 1) and organizational ethical climate (Study 2).

TL;DR: In this article, the authors examined norms regarding displays of anger in interactions with different target persons in Israeli organizations and found that anger expression is influenced by the power of the target person. But they did not find that anger should be suppressed with managers rather than with coworkers and subordinates.

TL;DR: In this paper, the authors use agency theory to present a process of the dichotomization of the Israeli workforce into two structures, each representing distinct organizational cultures, and suggest a role for human resource management (HRM) in future developments.

TL;DR: In this paper, it is argued that these two configurations are exemplified in respectively the German Army and the US Army in World War II and that these configurations can be reasonably related to a relatively more effective battlefield performance of the German versus US Army, even in spite of final defeat.