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Publisher: Emerald   (Total: 311 journals)

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J. of Management Development     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 23)
J. of Management History     Hybrid Journal   (Followers: 1)
J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.759, h-index: 34)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.656, h-index: 35)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 8, SJR: 0.221, h-index: 2)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 7)
J. of Organizational Change Management     Hybrid Journal   (Followers: 22, SJR: 0.403, h-index: 37)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 1)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 7)
J. of Place Management and Development     Hybrid Journal   (Followers: 2, SJR: 0.419, h-index: 1)
J. of Product & Brand Management     Hybrid Journal   (Followers: 7, SJR: 0.383, h-index: 22)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 5, SJR: 0.474, h-index: 12)
J. of Public Mental Health     Hybrid Journal   (Followers: 19, SJR: 0.151, h-index: 3)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.851, h-index: 29)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6, SJR: 0.544, h-index: 8)
J. of Research in Marketing and Entrepreneurship     Hybrid Journal   (Followers: 11)
J. of Risk Finance, The     Hybrid Journal   (Followers: 9)
J. of Science and Technology Policy Management     Hybrid Journal   (Followers: 2, SJR: 0.249, h-index: 3)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 1.162, h-index: 14)
J. of Services Marketing     Hybrid Journal   (Followers: 12, SJR: 1.069, h-index: 31)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 14, SJR: 0.289, h-index: 20)
J. of Social Marketing     Hybrid Journal   (Followers: 9, SJR: 0.662, h-index: 7)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 3)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 8, SJR: 0.547, h-index: 18)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.298, h-index: 22)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 21, SJR: 0.521, h-index: 20)
Leadership in Health Services     Hybrid Journal   (Followers: 21, SJR: 0.319, h-index: 10)
Library Hi Tech     Hybrid Journal   (Followers: 979, SJR: 0.926, h-index: 19)
Library Hi Tech News     Hybrid Journal   (Followers: 630, SJR: 0.442, h-index: 8)
Library Management     Hybrid Journal   (Followers: 727, SJR: 0.948, h-index: 12)
Library Review     Hybrid Journal   (Followers: 660, SJR: 0.573, h-index: 11)
Management Decision     Hybrid Journal   (Followers: 5, SJR: 1.423, h-index: 34)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 14)
Management Research : The J. of the Iberoamerican Academy of Management     Hybrid Journal   (Followers: 3)
Management Research News     Hybrid Journal   (Followers: 3)
Management Research Review     Hybrid Journal   (Followers: 6, SJR: 0.318, h-index: 13)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 19)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 8, SJR: 0.72, h-index: 28)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 12, SJR: 0.354, h-index: 24)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.438, h-index: 13)
Meditari Accountancy Research     Hybrid Journal   (Followers: 2)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 21, SJR: 0.211, h-index: 4)
Mental Health Review J.     Hybrid Journal   (Followers: 16, SJR: 0.191, h-index: 2)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.331, h-index: 14)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0.236, h-index: 5)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.245, h-index: 7)
Multinational Business Review     Hybrid Journal   (Followers: 1)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 555, SJR: 0.746, h-index: 13)
Nutrition & Food Science     Hybrid Journal   (Followers: 8, SJR: 0.183, h-index: 10)
OCLC Systems & Services     Hybrid Journal   (Followers: 87, SJR: 0.378, h-index: 12)
On the Horizon     Hybrid Journal   (SJR: 0.398, h-index: 12)
Online Information Review     Hybrid Journal   (Followers: 160, SJR: 0.712, h-index: 30)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 6, SJR: 0.387, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 10, SJR: 0.876, h-index: 36)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.322, h-index: 21)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 75, SJR: 0.486, h-index: 22)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 267, SJR: 0.554, h-index: 14)
Property Management     Hybrid Journal   (Followers: 2, SJR: 0.304, h-index: 9)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.365, h-index: 18)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7, SJR: 0.254, h-index: 3)
Qualitative Research in Financial Markets     Hybrid Journal   (Followers: 4)
Qualitative Research in Organizations and Management: An Intl. J.     Hybrid Journal   (Followers: 6)
Quality Assurance in Education     Hybrid Journal   (Followers: 4, SJR: 0.665, h-index: 19)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 33, SJR: 0.239, h-index: 11)
Rapid Prototyping J.     Hybrid Journal   (Followers: 4, SJR: 0.928, h-index: 41)
Records Management J.     Hybrid Journal   (Followers: 13, SJR: 0.275, h-index: 9)
Reference Reviews     Hybrid Journal   (Followers: 12)
Reference Services Review     Hybrid Journal   (Followers: 29, SJR: 1.599, h-index: 16)
Research on Economic Inequality     Hybrid Journal   (Followers: 4, SJR: 0.232, h-index: 8)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.186, h-index: 6)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.125, h-index: 2)
Review of Marketing Research     Hybrid Journal   (Followers: 14, SJR: 0.518, h-index: 3)
Safer Communities     Hybrid Journal   (Followers: 39, SJR: 0.338, h-index: 4)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.257, h-index: 21)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 8)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 2, SJR: 0.228, h-index: 4)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 2, SJR: 0.303, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 4)
Strategic Direction     Hybrid Journal   (Followers: 1, SJR: 0.112, h-index: 4)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 19, SJR: 0.209, h-index: 15)
Structural Survey     Hybrid Journal   (SJR: 0.285, h-index: 9)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 5)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 1.628, h-index: 56)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.355, h-index: 4)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.283, h-index: 11)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 91, SJR: 0.349, h-index: 6)
The Electronic Library     Hybrid Journal   (Followers: 810, SJR: 0.799, h-index: 23)
The Learning Organization     Hybrid Journal   (Followers: 7, SJR: 0.433, h-index: 20)

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Journal Cover   Personnel Review
  [SJR: 0.876]   [H-I: 36]   [10 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [311 journals]
  • Employment relations in the UK civil service
    • Authors: Andy Hodder
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose The purpose of this paper is to bring together two separate strands of the literature (politics and industrial relations) on civil service management and reform to enable consideration of the industrial relations implications of these changes. Design/methodology/approach This paper is conceptual and has no empirical base. The paper is a general review of existing literature on the subject. Findings The paper identifies the importance of historical legacy in both management and union behaviour in the civil service. By revisiting earlier civil service reforms, the reader is able to gain an understanding of the rationale for much of the current restructuring of the civil service. Additionally, any discussion of trade union behaviour should be located in the context of union tradition and evolution. Research limitations/implications In being a general review, the paper does not report empirical evidence but instead provides the background for future research into civil service industrial relations and management. Originality/value This paper is the first to provide a systematic review of management restructuring in the civil service whilst at the same time considering union responses. As such, the paper is of interest to academics and practitioners in the areas of both management and politics.
      Citation: Personnel Review
      PubDate: 2015-07-23T12:20:30Z
      DOI: 10.1108/PR-09-2013-0160
       
  • Devolving people management to the line: how different rationales for
           devolution influence people management effectiveness
    • Authors: Hugh Bainbridge
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This study focuses on the different rationales for devolving people management responsibilities to the line and examines their consequences for the HR function and HR’s interactions with line managers and employees. Design/methodology/approach A model was developed and tested that describes how the rationale for devolving people management to the line influences the HR function, HR’s interactions with line managers, and the quality of people management. Survey data was collected from 446 managers who reported that their organisations had devolved people management to the line. Findings Results indicate that devolution rationales are associated with distinct changes to the HR function’s strategic integration and size. These changes in the HR function are in turn associated with utilisation of line manager focused HR practices, HR’s business partner orientation and people management effectiveness. Practical implications The HR function should consider changes that refine job descriptions to include a clear statement of people management responsibilities, ensure performance appraisals incorporate an assessment of people management effectiveness, and prioritise line manager training and rewards in an environment where line managers may be less than enthusiastic about their newly acquired people management responsibilities. Originality/value The study contributes to the devolution literature by outlining how the effects of devolution are tied to the rationale underlying devolution efforts. It suggests that the tendency to conceptualise devolution without reference to the reason why it is pursued may be contributing to the controversy over its consequences.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:26Z
      DOI: 10.1108/PR-10-2013-0193
       
  • The impact of work-life culture on organizational productivity
    • Authors: Isabel de Sivatte, Judith R. Gordon, Pilar Rojo, Ricardo Olmos
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose We aim to test the relationship of work-life culture and organizational productivity and determine if it is mediated by the availability of work-life programs. Design/methodology/approach Quantitative data for the study were collected using three sources: an original survey completed by managers of 195 different companies, archival data from two databases, and archival data published in three national surveys. Hypotheses were tested using path analyses. Findings Our data reveal that work-life culture has no direct effect on labor productivity but does have an indirect effect on it, through the availability of work-life programs. Research limitations/implications One of our study’s limitations is that its design is cross-sectional. We suggest that future longitudinal studies examine the impact of work-life culture on organizational outcomes. Practical implications Practitioners should note the importance of promoting a favorable work-life culture and offering work-life programs as they enhance labor productivity. Originality/value We examine the impact of work-life culture on organizational productivity, a relatively understudied relationship at the organizational level.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:24Z
      DOI: 10.1108/PR-12-2013-0226
       
  • New evidence of the relationship between employee satisfaction and firm
           economic performance
    • Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose Employee satisfaction appears in any discussion about how employees can contribute to organizational performance. This study aims to test the relationship between employee satisfaction and organizational performance; this later measured with three firm-level performance outcomes (ROA, operating margin, and revenue per employee). Design/methodology/approach At different times and from two independent sources we obtained firms’ data about worker attitudes and financial and productivity performance, respectively. The analysed sample of 475 firms is the biggest among the studies that analyze performance and employee satisfaction at the firm level. The impact of employee satisfaction over firm performance was assessed. Findings Overall satisfaction and satisfaction with senior leadership, compensation, and work/life balance, respectively impact firm performance. Research limitations/implications The ratings come from both employees and ex-employees and the individual characteristics were unknown. Additionally as an Internet-based sample there has been a lack of control over the individuals’ response process. Practical implications Managers have evidence about the importance of their employees’ satisfaction on firm performance, and on how the facets involved on worker satisfaction impact the performance. Originality/value Hitherto there is only one empirical evidence about the positive role of worker satisfaction in objective and financial firm level performance. That was based in best-firms type data. The current study draws in a big sample independent of this kind of rankings. Additionally, the job facet satisfaction conceptualization considered demonstrates the usefulness of this way to understand the employee satisfaction.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:23Z
      DOI: 10.1108/PR-01-2014-0023
       
  • Enhancing perceived employability: an interactionist perspective on
           responsibilities of organizations and employees
    • Authors: Monique Veld, Judith Semeijn, Tinka van Vuuren
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose The aim of this study is investigating the moderating role of employees’ willingness to invest in training and development and willingness for mobility on the relationship between human resource management practices and employability. As such, the study takes an interactionist perspective, building on human capital theory and Social Exchange Theory. Investigating possible interaction effects is highly relevant as little is known yet on how organizational efforts (i.e. policies and activities) and individual effort of employees might strengthen each other in their aim of enhancing employability. Design/methodology/approach Analyses were based on a sample of 1346 respondents from 91 primary school locations in the Netherlands. Hypotheses were tested using regression analyses controlling for nesting of the data. Findings The results indicate that HR activities and employees’ willingness are positively related to employability. Furthermore, only employees’ willingness for mobility strengthens this relationship, not their willingness for training and development. These results indicate that both organizations and employees are responsible for enhancing employability. Practical implications Both HR activities and employee willingness appear to play a significant and interactive role for enhancing employability. Therefore, explicit cooperation between employee and organization in light of optimizing employability seems warranted. Originality/value This study extends current research on enhancing employability, by theorizing and testing the combined efforts of organizations and employees from an interactionist perspective.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:21Z
      DOI: 10.1108/PR-05-2014-0100
       
  • Availability and use of work-life benefits. What’s in between?
    • Authors: Susana Pasamar
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This paper aims to explore the relationship between the availability and the real use of work-life (WL) benefits by employees. Most research focuses on adoption, and some studies have analyzed the levels of use. However, it is yet to be explained why some firms offer formal WL benefits, which ultimately are not used by employees. Design/methodology/approach The hypotheses developed here are tested using data from a sample of 146 Spanish private firms, which is very relevant because findings from research developed in Anglo-Saxon contexts cannot necessarily be extended elsewhere. Findings The results reveal that availability significantly influences the level of use of WL programs. Both the proportion of women employees in the organization and the formalization of the work-life balance culture moderate the relationship between availability and use. Practical implications These findings hold lessons for practitioners and researchers interested in WL balance and its actual diffusion among employees. Practitioners should consider WL balance in an unrestrictive way, thinking about different kinds of employees and not only women with caring responsibilities. The mere provision of benefits to a small part of the workforce does not guarantee any of the positive outcomes related to WL balance. Originality/value Aside from exploring the availability-use gap, this research was conducted in a non-Anglo-Saxon context.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:15Z
      DOI: 10.1108/PR-03-2014-0054
       
  • Vicarious experience of justice: when unfair treatment of one’s
           colleague matters
    • Authors: Jason L. Huang, Ann Marie Ryan, Bahaudin G. Mujtaba
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This paper examines the extent to which perceptions of one’s colleague’s fair treatment by an authority, termed vicarious justice, can affect an individual’s satisfaction with and cooperation towards the authority, after controlling one’s personal justice experience from the same authority figure. Design/methodology/approach In Study 1, 172 employees filled out a survey about personal and vicarious justice experience at work. In Study 2, 208 undergraduate students participated in an online scenario experiment that manipulated vicarious justice experience. Findings Across both studies, results indicated that, controlling for personal justice perceptions, vicarious justice perceptions positively influenced individuals’ satisfaction with the authority; the effect on satisfaction was stronger for individuals who saw themselves as more similar to the colleague. Results of the experiment also suggested that vicarious justice led to higher cooperation intentions, and such effect was moderated by similarity as well. Research limitations/implications The current studies demonstrate that vicarious justice perceptions can influence individuals beyond the effects of their own treatment, and such influence depends on perceived similarity between the focal individual and the colleague. Practical implications The paper highlights the importance of managers’ treatment of other employees, especially when managing employees that are homogeneous in various characteristics. Originality/value The studies extend the current understanding on vicarious justice effects and underscore the role of similarity in moderating such effects. The combination of field survey and online experiment provides evidence for causal inference for the findings.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:13Z
      DOI: 10.1108/PR-02-2013-0026
       
  • Explaining the black box: HPWS and organisational climate
    • Authors: Kenneth Cafferkey, Tony Dundon
      First page: 666
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The purpose of this paper is to test the relationship between human resource practices and employee outcomes at two distinct levels of analysis. While significant evidence exists as to the occurrence of a relationship, the mechanisms and process through which this happens remain largely unexplored. This paper aims to test the impact of organisational climate as a mediating mechanism between HR practices and employees’ outcomes as the expected routed to organisational performance. Design/methodology/approach The paper uses two related surveys to test the research propositions at two different levels. Firstly a macro management based survey of multiple top performing organisations provides the basis for locating a suitable case organisation to test the same propositions using an employee based survey. Findings The findings indicate that organisational climate is shown to be an important and neglected mediating factor in the causal relationship between HR and employee outcomes. The findings also indicate that the strength of the relationship is dependent on the level of analysis employed. Originality/value The originality/ value of the findings argue that employees are better placed to report on items such as the impact of human recourse management practice and organisational climate outcomes on performance indicators over and above their managerial counterparts.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:18Z
      DOI: 10.1108/PR-12-2012-0209
       
  • Fulfill psychological contract promises to manage in-demand employees
    • Authors: John Rodwell, Julia Ellershaw, Rebecca Flower
      First page: 689
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose This study explores the impact of three components of the psychological contract (i.e. obligations, fulfillment, and breach) and the individual characteristic negative affectivity (NA) onto three key outcomes, namely job satisfaction, organizational identification and psychological distress. Design/methodology/approach Questionnaires were completed by 222 Australian nurses and midwives from a medium-sized metropolitan Australian hospital. The response rate for the study was 39%. Findings Structural equation modeling revealed that perceptions of psychological contract fulfillment were positively linked to organizational identification and job satisfaction, while psychological contract breach was negatively linked to these outcomes. NA was negatively linked to job satisfaction and positively linked to psychological distress. Psychological contract obligations were not associated with any of the employee outcomes. Research limitations/implications Psychological contract fulfillment is an important driver of employee satisfaction and organizational identification and the findings highlight the importance of including NA in psychological contract research. The occupation and context, being in-demand employees, appeared to neutralize the impact of one dimension of the psychological contract, employer promises and obligations. Practical implications Explicitly managing employees’ psychological contracts by focusing on fulfilling realistic promises will enable managers to improve employee outcomes and facilitate employees embracing their organization. Originality/value This study is one of the first to explore all three components of the psychological contract. These results may assist in the development of strategies to retain in-demand employees such as nurses, particularly highlighting the need to make and fulfill realistic promises.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:41Z
      DOI: 10.1108/PR-12-2013-0224
       
  • Empowering and trustful leadership: impact on nurses’ commitment
    • Authors: Carla Maria Freitas da Costa Freire, Ricardo Manuel Machado Azevedo
      First page: 702
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The present study aims to analyze the impact of workplace empowerment and staff nurses´ perceptions of trustworthiness in their supervisor as determinators of organizational commitment. Design/methodology/approach Data was collected from 189 nurses working at Portuguese public hospitals. Findings Results indicate that an empowering work context was significantly predictive of nurses´ affective commitment and on the perceptions of trustworthiness of the supervisor. The employees who understand that they have access to factors of empowerment (formal power, informal power, resources, opportunity, support and information), and feel that they can influence the organisation where they work, are in a better position to establish affective connections with the organisation, as well as to perceive their supervisor as trustworthy. Research limitations/implications One limitation relates to the generalization of the study’s findings outside the national context. Practical implications Organizations must meet the conditions that contribute to increasing the organizational commitment of healthcare professionals when developing policies for human resources since the emotional bond with the organization seems to provide the strength to withstand moments of great difficulties. Originality/value This research contributes to our understanding of how fostering empowering and trustful leadership will generate positive effects on job attitudes, even in a particularly difficult context of austerity.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:24Z
      DOI: 10.1108/PR-01-2014-0021
       
  • Linking high involvement human resource practices to employee proactivity:
           the role of work engagement and learning goal orientation
    • Authors: Ceyda Maden
      First page: 720
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The purpose of this paper is to examine the relationships between employees’ perceptions of high-involvement human resource (HR) practices, their levels of work engagement and learning goal orientation, and their proactive behaviors. Design/methodology/approach The sample of the study included 240 employees who work in Istanbul, Turkey, chosen from the major industries that represent the economic profile of this city. The hypotheses were tested with structural equation modeling procedure. Findings The results revealed that apart from perceived recognition, all the perceived high-involvement HR practices were positively related to employees’ work engagement, which in turn predicted their learning goal orientation. Besides, the results indicated that work engagement affected both individual innovation and feedback inquiry significantly, whereas learning goal orientation predicted only feedback inquiry. Finally, the findings revealed that only perceived empowerment and competency development practices were linked to feedback inquiry through work engagement and learning goal orientation. Research limitations/implications The generalizability of the findings is limited. The data is based on self-report and the use of cross-sectional data does not allow any definite conclusions to be drawn about causality. Practical implications Organizations that aim to increase employee proactivity need first to identify the means of increasing work engagement. One way of increasing engagement levels among employees is to invest in various kinds of supportive, high-involvement HR practices, such as competence development and information sharing. Originality/value This study explores the notion of high-involvement HR practices with employee proactivity in an integrative way by viewing work engagement as a latent mechanism that links high-involvement HR practices to proactive behaviors both directly and indirectly via increased learning goal orientation.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:27:59Z
      DOI: 10.1108/PR-01-2014-0030
       
  • Do employees high in general human capital tend to have higher turnover
           intention? The moderating role of high-performance HR practices and
           P-O fit
    • Authors: Yu-Chen Wei
      First page: 739
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose This study examines how high-performance HR practices and Person-Organization Fit (P-O Fit) affect general human capital and turnover intention. We introduce and test a multilevel model to measure the relationship. Design/methodology/approach A longitudinal research study was conducted using survey data collected from 456 engineers and their immediate supervisors in 31 Taiwanese high-technology companies. Findings The findings show: (1) general human capital can positively predict turnover intention. (2) the Person-Organization Fit moderates the positive relationship between general human capital and turnover intention since the stronger the P-O fit, the weaker this relationship. (3) the P-O Fit can negatively predict turnover intention. (4) high-performance HR practices are positively related to general human capital and weaken the relationship between general human capital and turnover intention. Practical implications Companies should ensure employees are a good match with their organizations to reduce the negative impact of the loss of talented employees on the organization. In addition, organizations should build HR systems that attract and retain outstanding employees. Originality/value This study integrates a strategic perspective and a person-environment fit perspective to understand the impact of general human capital on individual leaving attitudes. This paper contributes to the literature because, to our knowledge, it is the first study to examine the effects of high-performance HR practices and P-O fit on talented employee retention.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:08Z
      DOI: 10.1108/PR-07-2013-0137
       
  • Diversity management for all? An empirical analysis of diversity
           management outcomes across groups.
    • Authors: Tanachia Ashikali, Sandra Groeneveld
      First page: 757
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The purpose of this paper is to examine if and how diversity management outcomes differ across non-native and native Dutch groups within public sector organizations. The effects of diversity management on the extent employees feel their organizational environment is inclusive and on their attitudes and behaviour, are expected to be dependent on how diversity management is perceived by non-native and native Dutch employees in the organization. Drawing on social exchange theory, we expect that employees who positively value diversity management practices will reciprocate through showing attitudes and behaviours that are valued by the organization. Since social exchange refers to a social relationship between the employee and the organization that goes beyond the formal contract alone, we analyse affective commitment and organizational citizenship behaviour as employee outcomes. Design/methodology/approach We analyse data from a quantitative survey of a sample of Dutch central government employees and use structural equation modelling to analyse the consequences of diversity management across non-native and native Dutch employee groups. Findings Results show that diversity management is associated with higher levels of inclusion which in turn boosts affective commitment and OCB of both non-native and native Dutch employees. Practical implications The findings show that higher levels of diversity management is associated with an increased inclusive environment, which in turn boosts employees’ affective commitment and OCB. This effect is equal for social-demographic diverse groups. Public managers should therefore implement diversity management that focus on creating an environment that is inclusive for all employees. The positive employee attitudes and behaviour resulting from this can contribute to achieving organizational goals. Originality/value This paper combines theory on diversity management outcomes and social exchange to empirically explore and explain group differences by testing these linkages using structural equation modelling.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:27:51Z
      DOI: 10.1108/PR-10-2014-0216
       
  • Making the right move. Investigating employers’ recruitment
           strategies
    • First page: 781
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose This study investigates employers’ recruitment strategies to address distinct job-related agency problems before establishing an employment relationship. Insights from agency theory and the social embeddedness perspective are combined to hypothesize whether and why employers adapt their recruitment strategies to the job type (differing in level of discretion) for which they are externally hiring. Design/methodology/approach The hypotheses are empirically tested using data from a survey of 288 Dutch employers. Questions were asked about the two types of jobs. Multilevel logistic regression analysis is applied to investigate the effect of social context on the choice of recruitment strategy. In addition to that, separate analyses are conducted for the two job types, using logistic regression analysis. Findings As predicted, employers have the tendency to use informal recruitment channels more often for jobs with high degree of discretion (i.e., managerial, professional and specialists jobs) than for jobs with low degree of discretion (i.e., administrative and supporting jobs). In addition, the type of information transmitted through employers’ social contacts matters for their recruitment strategies. In particular, the reliable and trustworthy information from contacts with friends and family is more important for managerial, professional and specialists jobs. This seems to be the way employers deal with the high agency costs characterizing this type of jobs. Originality/value This study extend prior research as follows. First, while earlier studies more closely looked at why organizations use formal or informal recruitment, this study specifically focuses on the role the job type plays in the hiring process. Secondly, it provides an extension of agency theory by including job-type in the analyses. And, thirdly, the study examines how the networks of employers, rather than employees, affect the hiring process.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:31Z
      DOI: 10.1108/PR-12-2013-0229
       
  • Perceived qualities of older workers and age management in companies: does
           the age of HR managers matter?
    • Authors: Andrea Principi, Paolo Fabbietti, Giovanni Lamura
      First page: 801
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The aim of this study is to explore whether human resources (HR) managers’ age has an impact on their perceptions of the qualities/characteristics of older and younger workers (i.e. attitudes) and on the implementation of age management initiatives to the benefit of older workers (i.e. behaviors). Design/methodology/approach Based on theories concerning the origins of stereotypes according to “ingroup bias”, the hypotheses of this study have been tested on a sample of managers from 516 Italian companies extracted from the Gfk Eurisko database, by using factor analyses, bivariate and multivariate tools (i.e. OLS and multiple logistic regressions). Findings The age of HR managers seems to play a role in their perception of (i.e. attitudes towards) older and younger workers, in that workers are judged more positively by managers of similar age. On the contrary, HR managers’ age does not seem to have a particular influence on the implementation of age management initiatives in companies. However, companies with younger managers in particular, tend to use early retirement schemes, while large companies have a greater tendency to implement age management initiatives and show a greater appreciation of the role of older workers. Practical implications Our results suggest that to increase both the job performance of older workers and improve managers’ perception of the positive qualities of older workers, companies should implement age management initiatives to the benefit of older workers. Furthermore, specific training may help them, to recognize that both younger and older workers have useful albeit different strengths. Originality/value While previous studies have dealt generically with managers’ attitudes and/or behaviors towards older workers, very few have considered the role played by managers’ age in this regard, particularly with respect to organizational behaviors concerning age management policies.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:49Z
      DOI: 10.1108/PR-09-2013-0158
       
  • The Power of Feedback
    • Pages: 821 - 822
      Abstract: Personnel Review, Volume 44, Issue 5, Page 821-822, August 2015.

      Citation: Personnel Review
      PubDate: 2015-07-28T08:27:01Z
      DOI: 10.1108/PR-02-2015-0040
       
  • Untold Stories in Organizations
    • Pages: 823 - 824
      Abstract: Personnel Review, Volume 44, Issue 5, Page 823-824, August 2015.

      Citation: Personnel Review
      PubDate: 2015-07-28T08:27:30Z
      DOI: 10.1108/PR-03-2015-0054
       
 
 
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