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Publisher: Emerald   (Total: 335 journals)

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Journal Cover Personnel Review
  [SJR: 0.472]   [H-I: 46]   [12 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [335 journals]
  • Benefit flexibility and benefit satisfaction: does employee’s
           personality matter?
    • First page: 2
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose Although previous studies have analyzed the affective reaction of employees towards benefits, results remain inconclusive. In this paper, we pay specific attention to the flexibility of benefit systems and analyze whether the effect of this flexibility on employee’s benefit satisfaction is moderated by employees’ personality traits. Design/methodology/approach The data of this study have been collected from a sample of 874 employees working in Spanish firms, through survey. The data were analyzed using partial least squares modeling. Findings The results of this study show how self-efficacy has a negative moderating effect on the relation between benefit flexibility and benefit level satisfaction. Similarly, we find a negative moderating effect of internal locus of control on the relationship between benefit flexibility and benefit determination satisfaction. Research limitations/implications Future studies should consider other personality traits that have an even stronger moderating effect. Practical implications This paper sheds some light on how the flexibility of benefit systems can be an effective source of satisfaction and what kind of employees can be more satisfied with them. For human resource managers, it is necessary to know how differently employees react to human resource practices in order to be able to effectively adjust these practices to the appropriate employees. Originality/value This work contributes to human resource literature by analyzing some personality traits that may condition the effectiveness of benefit systems. In this sense, it responds to recent calls asking for more studies aimed at analyzing the role of the employees on the effectiveness of human resource practices.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:56Z
      DOI: 10.1108/PR-04-2015-0082
       
  • Perceived employability of Hong Kong employees: its antecedents, moderator
           and outcomes
    • First page: 17
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose The purpose of this paper is to develop and test a model that investigates volition and self-efficacy as antecedents, and work engagement and job satisfaction as outcomes of perceived employability. It also evaluates the moderating role of job insecurity on the relationships between perceived employability and the two employee outcomes. Design/methodology/approach The data were collected via a random sampling survey on living conditions of Hong Kong citizens in 2014. The final sample consists of 414 Chinese working adults. The authors employ structural equation modeling (SEM) and moderated regression analysis to test the hypotheses. Findings Results show that volition and self-efficacy are positively related to perceived employability, and perceived employability in turn positively relates to work engagement and job satisfaction. Besides, perceived employability fully mediates the effect of volition, and partially mediates the effect of self-efficacy, on the two outcome variables. The authors also find that job insecurity acts as a significant moderator on the relationships between perceived employability and the outcomes. Research limitations/implications Limitations of this study include self-reported data, cross-sectional research design, and selected respondents with a large proportion of recent immigrants. By delineating the process through which perceived employability affects employees’ work engagement and job satisfaction, this study provides some implications for research and practice. Originality/value This study introduces a conceptual model that includes both antecedents and consequences of perceived employability. It examines the relationships among volition, perceived employability and work engagement, which has not been studied before. By identifying job insecurity as an important moderator, it reveals a boundary condition of perceived employability on employee outcomes.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:33:01Z
      DOI: 10.1108/PR-01-2015-0015
       
  • Using situational judgment tests (SJTs) in training: development and
           evaluation of a structured, low-fidelity scenario-based training method
    • First page: 36
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose Situational judgment tests (SJTs) are widely used in personnel selection but have not been empirically explored as methods of training design. The purpose of this study was to evaluate SJT-based training as a workplace training design method which utilizes active learning and structured feedback to enhance learning of both procedural and declarative knowledge. Design/methodology/approach Volunteers (N=416) were randomly assigned to full-length lecture-based training or abbreviated lecture-based training followed by 15-minutes of SJT-based training. Knowledge of training content was assessed at pre-test and three weeks after training. Findings SJT-based trainees showed greater improvement on declarative and procedural knowledge than those in traditional training. Research limitations/implications Our results indicate that integrating the SJT methodology into training delivery may lead to greater mastery of declarative and procedural knowledge relative to exclusive use of lecture-based training methods. Practical implications Findings suggest that the relatively inexpensive, low-fidelity scenario-based training methodology we detail may increase retention of training material compared to more traditional training methods. Originality/value This is the first study to incorporate SJT-methodology into the design of training content and to demonstrate that such content can produce greater retention of both declarative and procedural content.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:58Z
      DOI: 10.1108/PR-05-2015-0137
       
  • Predicting top management approval and team performance in technology
           industry: moderating effects of work exhaustion
    • First page: 46
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose To complement previous research on team performance, this study analyzes the development of team performance and top management approval at the team level. In the proposed model, team performance and top management approval are influenced by the team leader’s charisma, teamwork exhaustion, and goal clarity via the full mediation of team planning. The effects of the leader’s charisma and goal clarity on team planning are moderated by teamwork exhaustion. Design/methodology/approach Empirical testing of this model based on hierarchical regression modeling, by investigating team personnel in high-tech firms, confirms the applicability of team planning among these firms’ work teams. Findings A team leader’s charisma and goal clarity positively relate to team planning, while teamwork exhaustion is not associated with team planning. Team planning further positively relates to team performance and top management approval respectively. A team leader’s charisma negatively moderates the relationship between teamwork exhaustion and team planning, while goal clarity positively moderates the relationship between teamwork exhaustion and team planning. Originality/value While previous literature has focused in depth on team planning and its antecedents and outcomes, there still exists an important gap regarding potential moderation in the formation of team planning. This study provides some important findings that complement previous literature by examining three fresh exogenous determinants for explaining team planning, their interaction effects, and how they indirectly relate to team performance and top management approval via the full mediation of team planning.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:53Z
      DOI: 10.1108/PR-01-2015-0007
       
  • Creative industries work across multiple contexts: common themes and
           challenges
    • First page: 68
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose This article examines the precarious nature of creative industries work in Australia, Canada and the Netherlands, with a focus on job security, initial and on-going training and education, and access to benefits and protection,. Design/methodology/approach The article reports from a largely qualitative study featuring an in-depth survey answered by 752 creative workers in the three locations. Findings Survey data identified common themes including an increase in non-standard forms of employment and the persistence of precarious work across the career lifespan; criticism of initial education and training with particular reference to business skills; the need for and challenges of lifelong professional learning; and lack of awareness about and access to benefits and protection. Respondents also reported multiple roles across and beyond the creative industries. Practical implications The presence of common themes suggests avenues for future, targeted creative workforce research and signals the need for change and action by creative industries educators, policy makers and representative organizations such as trade unions. Originality/value While precarious labour is common across the creative industries and has attracted the attention of researchers worldwide, a lack of comparative studies has made it difficult to identify themes or issues that are common across multiple locations.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:54Z
      DOI: 10.1108/PR-08-2015-0220
       
  • The unintended consequences of role modelling behaviour in female career
           progression
    • First page: 86
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose Much of the literature identifies the positive nature of role models in career progression. In this paper the authors take the contrary perspective and explore whether role modelling behaviour of senior female managers can be unintentionally interpreted as negative, with an associated negative impact on career progression decisions of female managers. Design/methodology/approach To address this issue the authors took a grounded theory approach and thirty in-depth interviews were conducted with female middle-level managers in a wide range of Irish organisations. Findings The results of the interviews illustrate that role-modelling behaviour has the potential to negatively, rather than positively affect female career progression choices. Practical implications The unintended consequences of role modelling behaviour of senior female managers both highlights the concept of negative role-modelling behaviour, and identifies its impact on female managerial career progression. Originality/value This paper offers new insights into the construction of the global role model by introducing two new elements – the realistic role model and the departed role model.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:59Z
      DOI: 10.1108/PR-06-2015-0177
       
  • Workplace bullying complaints: lessons for ‘good HR practice'
    • First page: 100
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose Current research provides an incomplete picture of the challenges facing Human Resource Personnel (HRP) tasked with managing a workplace bullying complaint. The purpose of this paper is to provide an holistic model of the complaint management process in order to advance the theorising of HRP’s role in this important process, and the challenges they face in undertaking it. Design/methodology/approach Cases of workplace bullying heard before the legal system were analysed – a novel data source in research on workplace bullying. Thematic analysis was undertaken on the case determinations to identify the challenges HRP faced that prevented the complaint’s resolution. Findings The analysis indicated two key phases in the complaints management process with five associated challenges. The first two challenges related to HRP’s ability to assess the complaint’s substance. HRP’s ability or inability to ‘sort out’ conflicting accounts and to follow process saw the complaint follow one of three ‘resolution pathways.’ Three further challenges were associated with HRP communicating the outcome to the complainant. Failure to overcome these challenges left the complainant aggrieved at the unfairness in which their complaint had been handled, triggering legal action. Originality/value This paper draws on a novel data source to provide an holistic model of the complaint management process related to workplace bullying which details the various components and challenges related to HRP throughout the process. Alongside advancing theory, this research has practical value for improving HR practice.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:59Z
      DOI: 10.1108/PR-04-2015-0107
       
  • Means, motive and opportunity: exploring board volunteering
    • First page: 115
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose This study investigates the factors that distinguish older volunteers who serve on nonprofit boards from those who only volunteer programmatically in order to better understand the conditions associated with serving on boards. Design/methodology/approach Surveys of 354 residents of southeastern North Carolina over age fifty. Measures include education, wealth, retirement status, Public Service Motivation (PSM), patterns of residential mobility, secular and religious organization meeting attendance, and volunteer activity in the past year. Data were analyzed using a Heckman Probit Selection Model. Findings Respondents who have higher levels of education, are retired, or have lived in the community for longer periods are more likely to report board volunteering, but are not any more likely to volunteer programmatically. Those with higher levels of PSM are more likely to report general volunteering, but are not any more likely to volunteer on boards. Two measures reveals divergent findings based on type of volunteering: moving frequently in one’s lifetime and attending weekly religious services are associated with a greater likelihood of programmatic volunteering but a reduced likelihood of serving as a board member. Research limitations/implications Limitations include self-reported, cross-sectional data, and a geographically restricted American sample that is older, more educated, and more likely to own a second home than average. Practical implications In order to better address board member recruitment, nonprofits should consider extending opportunities through strategies targeting retired community newcomers. Originality/value This study contributes an analysis of Public Service Motivation among nonprofit board members, and identifies factors that distinguish programmatic and board volunteers, in order to better understand the conditions associated with board service.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:33:00Z
      DOI: 10.1108/PR-01-2015-0012
       
  • The manager as employer agent: the role of manager personality and
           organizational context in psychological contracts
    • First page: 136
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose Managers develop psychological contracts (PCs) with staff as part of their people management responsibilities. A second-stage mediated moderation model explains how a manager’s personality influences the content and fulfillment of PCs in different organizational contexts. Design/methodology/approach Survey data from 749 managers at Australian organizations were collected and regression analyses were used to test the hypotheses. The Edwards and Lambert (2007) approach was used to analyze conditional indirect effects. Findings Managers high on Agreeableness, Conscientiousness and Extraversion are more likely to establish relational PCs with their staff than managers low on these personality traits. The effects of Agreeableness and Conscientiousness on the fulfillment of the PC occur through the ‘Relational PC’ variable. Once a relational PC is established, a manager’s ability to fulfill the PC is constrained by the extent to which polices and practices are formalized. Research limitations/implications Organizations may need to delegate more power and discretion to managers to enable them to fulfill employer obligations towards their staff, and/or clearly communicate to managers their boundaries in employment promises. In turn, managers need to be aware of personality’s influence on the creation and fulfillment of promises. Causality cannot be inferred because of the study’s cross-sectional data. Originality/value Research has focused on employees’ personality and perceptions of the PC. This study is the first to focus on managers’ personality and PC creation and fulfillment.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:56Z
      DOI: 10.1108/PR-04-2015-0087
       
  • What do we need for creativity? The interaction of perfectionism and
           overall justice on creativity
    • First page: 154
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.
      Purpose This study has two major research purposes, applying an interactive perspective. First, the authors examine the effects of perfectionism, specifically self-oriented and socially prescribed perfectionism on creativity. Understanding the distinctive effects of two dimensions of perfectionism (Leonard & Harvey, 2008), the authors propose the positive effect of self-oriented perfectionism on creativity while the negative effect of socially prescribed perfectionism on creativity. Second, the authors explore the role of overall justice by examining the direct and interacting effects of the two dimensions of perfectionism on creativity. Design/methodology/approach Data were collected using questionnaires distributed to employees and their direct supervisors located in South Korea. Hierarchal regression analyses were used to examine the main and moderating effects. Findings The authors' results demonstrated that self-oriented perfectionism was positively related to employee’s creativity; while, socially prescribed perfectionism was not significantly related to employee’s creativity. Furthermore, the study examined the critical context factor of overall justice in determining individual creativity. The result demonstrated that the positive relationship between self-oriented perfectionism and creativity was stronger when overall justice is low rather than high in line with trait activation theory. Research limitations/implications A cross-sectional design may be a concern. Future research needs to take a more careful approach to avoid this potential problem. Originality/value This study enriches our understanding of the two domains of perfectionism (self-oriented and social prescribed perfectionism) and overall justice as critical factors for creativity. Applying an interactive perspective, this study demonstrated how perfectionism and overall justice play important roles in influencing employees’ creativity independently and jointly.
      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:55Z
      DOI: 10.1108/PR-06-2015-0187
       
  • The rise of the global company, multinationals and the making of the
           modern world, by Robert Fitzgerald
    • First page: 168
      Abstract: Personnel Review, Volume 46, Issue 1, February 2017.

      Citation: Personnel Review
      PubDate: 2017-01-10T12:32:57Z
      DOI: 10.1108/PR-08-2016-0198
       
  • Personnel reviewers 2016
    • Pages: 171 - 180
      Abstract: Personnel Review, Volume 46, Issue 1, Page 171-180, February 2017.

      Citation: Personnel Review
      PubDate: 2017-01-20T11:18:46Z
      DOI: 10.1108/PR-02-2017-331
       
 
 
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