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Journal Cover Personnel Review
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [312 journals]
  • Organizational citizenship behaviors and employee depressed mood, burnout,
           and satisfaction with health and life: the mediating role of positive
           affect
    • First page: 626
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose Using mood regulation theories and the broaden-and-build theory of positive emotions, we hypothesized that the relationship between organizational citizenship behaviors aimed at individuals (OCB-Is) and depressed mood, burnout, and satisfaction with life and health would be mediated by positive affect. Design/methodology/approach Lagged data were collected from employee-supervisor dyads. Findings OCB-Is were related to positive affect, and positive affect was positively related to subsequent reports of life satisfaction and general health satisfaction, and negatively related to burnout and depressed mood. Positive affect mediated the relationship between OCB-Is and life satisfaction, general health satisfaction, and depressed mood but not burnout. An alternative reverse causality mediation model ruled out the possibility that OCB-Is mediated the relationship between positive affect and the employee outcomes. Originality/value These findings lend support for OCBs being an antecedent of mood, rather than vice versa.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:56Z
      DOI: 10.1108/PR-03-2014-0066
       
  • Spatially embedded inequality: exploring structure, agency, and ethnic
           minority strategies to navigate organizational opportunity structures
    • First page: 643
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose This paper applies a spatial approach to organizational inequality to explore why unequal opportunity structures persist in an organization despite its commitment to diversity and employing highly skilled ethnic minority employees. Design/methodology/approach The (re)production of inequality is explored by linking research on organizational space with HRM diversity management. Data from an ethnographic study undertaken in a Danish municipal center illustrates how a substructure of inequality is spatially upheld alongside a formal diversity policy. Archer’s distinction between structure and agency informs the analysis of how minority agency not only reproduces but also challenges organizational opportunity structures. Findings The analysis demonstrates how substructures of inequality stabilize in spatial routines enacted in an ethnic zoning of the workplace and ethnification of job categories. However, the same spatial structures allows for a variety of opposition and conciliation strategies among minority employees, even though the latter tend to prevail in a reproduction rather than a transformation of the organizational opportunity structures. Research limitations/implications The reliance on a single case study restricts the generalizability of the findings but highlights fruitful areas for future research. Practical implications The study sensitizes HRM practitioners to the situated quality of workplace diversity and to develop a broader scope of HRM practices to address the more subtle, spatially embedded forms of inequality. Originality/value Theoretical and empirical connections between research on organizational space and HRM diversity management have thus far not been systematically studied. This combination might advance knowledge on the persistence of micro-inequality even in organizations formally committed to diversity.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:47Z
      DOI: 10.1108/PR-08-2014-0182
       
  • An application of an extended Effort-Reward Imbalance model to police
           absenteeism behaviour
    • First page: 663
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The aim of this paper was to test the predictive capability of an expanded Effort-Reward Imbalance Model on employee absenteeism within the context of policing. Design/methodology/approach Three separate reward systems are identified by the Effort-Reward Imbalance model. In this study we assessed these individual components for their contribution to officer withdrawal behaviour in the form of absenteeism frequency. Data was gathered from a sample of operational officers (N = 553) within a large Australian police agency. Findings Findings indicate that there was a strong influence of social rewards such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism. Research limitations/implications Differential effects of occupational rewards were identified in the study, indicating that there are significant opportunities for expansion of the Effort-Reward Imbalance model along with opportunities for HRM practitioners in terms of employee recognition and remuneration programs. This research was focused on a specific sample of operational officers, therefore should be expanded to include multiple occupational groups. Originality/value This paper considers and expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:58Z
      DOI: 10.1108/PR-06-2014-0125
       
  • An empirical examination of the mediating influence of time management on
           the relationship between adult attention deficit and role stress
    • First page: 681
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose To conduct an empirical examination of the mediating influence of Time Management (TM) on relationship between adult attention deficit (AAD) and Role Stress (RS). Design/methodology/approach 117 actively employed business graduate students completed a self-report measure of role stress and identified two close associates, one of which completed an observer version of the Brown Attention Deficit Scale while the other complete an observer version of a time management measure. Product moment correlations were used to test the hypotheses that AAD, TM and RS were associated. The Sobel test of mediation was used to test the hypothesis that TM mediated the relationship between AAD and RS. Findings AAD, TM and RS are associated with each other and TM partially mediates the relationship between AAD and RS. Research limitations/implications Research study is limited by a measure of AAD that may not fully represent all the key symptom clusters and an indirect workplace sample. Further investigation of AAD symptoms, including potentially positive manifestations like entre/intrapreneurial cognition and behavior, is required to stabilize the content, structure and measurement of the construct. Practical implications Organizations wishing to ensure timely completion of tasks and limit disruptive role stress need to be aware of the influence of AAD. The provision of time management training, productivity management tools, and an organized work space free of distractions is suggested for disordered employees. Various forms of organizational coaching including a peer coaching system may help disordered employees better manage both their time and their role. The effective design and management of teams represents a significant opportunity for effectively distributing the potential benefits of the disorder while managing deficits like poor time management and increased role stress. Organizational development interventions that focus on time management and role (re)negotiation are suggested. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Originality/value This research study is the first empirical examination of the mediating influence of time management on the relationship between AAD and role stress. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:57Z
      DOI: 10.1108/PR-04-2015-0105
       
  • I will follow (when I need to). Followers’ responses to their team
           leader’s desire for control in conditions of high and low intergroup
           competition
    • First page: 707
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose This research investigates if the personality trait of desire for control over others matters to team leadership and performance, and how commitment to the leader mediates this relationship. Furthermore, we study whether intergroup competition moderates this indirect relationship. Design/methodology/approach We test hypotheses for mediation and moderation using a sample of 78 groups and their leaders. Commitment to the leader and intergroup competition were measured at the team member-level, while desire for control over others and team performance was rated by the team leader. Bootstrapping was used to assess the significance of the (conditional) indirect effects. Findings Our results show that leader’s desire for control over others does not relate to team performance through commitment to the leader. Leader’s desire for control over others only relates negatively to team performance through commitment to the leader when the team operates in a context with little or moderate intergroup competition. In a highly competitive environment, however, leader’s desire for control over others does little damage to team performance. Originality/value This research is the first study to focus on desire for control over others as a personality trait of a group leader. In doing so, it adds to the continuing debate about leader personality and context, as well as the ongoing study on how subordinates respond to different levels of control over decisions in groups.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:45Z
      DOI: 10.1108/PR-12-2014-0273
       
  • Probing the interactive effects of career commitment and emotional
           intelligence on perceived objective/subjective career success
    • First page: 724
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose This research study aims to find out the moderating role of EI in the relationship between career commitment and career success of the bank employees working in Pakistan. Design/methodology/approach The study used ex post facto method where200 middle level managerial bank employees were surveyed by means of a close ended questionnaire. Moderated multiple regression was run to test the hypotheses. Findings As expected, the research findings confirmed our expectation of significant relationship between career commitment and objective/subjective career success. Further, the research findings bolstered one of the research postulates that EI will moderate career commitment-objective career success relationship. However the argument of EI’s moderation between career commitment – subjective career success relationship was not supported by the findings. Originality/value This paper adds value to the existing body of knowledge by augmenting the need of understanding the distinctiveness of objective and subjective career success. The study unveils the importance of devising separate mechanisms to cater both the objective and subjective career success needs of the employees and enhances the scope of career literature in South Asian settings.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:37Z
      DOI: 10.1108/PR-11-2014-0265
       
  • Organizational socialization tactics and newcomer information seeking in
           the contingent workforce
    • First page: 743
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose The aims of this study are to compare newcomers’ perceptions on how employers structure the socialization process in the core and peripheral workforce and to explore the proactivity of these new hires in form of information seeking behaviour. Design/methodology/approach The data of this study were collected from a German sample with 359 contingent and permanent new hires in skilled jobs. Findings The employment type was linked to both socialization tactics firms provided during organizational entry as well as information seeking of permanent and contingent newcomers. In addition, organizational tenure was positively linked with information seeking of both newly hired temporary agency workers and newcomers holding fixed-term contracts. Research limitations/implications Since most of the participants worked for different employers, differences in socialization might also be caused by different organizational cultures. Future studies should compare the socialization of new permanent and new temporary workers on an inter-organizational and intra-organizational level. Practical implications For skilled jobs firms should offer long-term assignments for temporary agency workers, as they are associated with higher proactivity. Further, firms should intensify the socialization of newcomers holding longer-term work contracts, as these employees may tend to show lower proactivity. Originality/value This is the first study that examines employment characteristics as potential determinants of organizational socialization tactics. In addition, the study uses a German sample and therefore, follows recent calls for more research on organizational socialization in non-Anglo-Saxon work contexts.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:46Z
      DOI: 10.1108/PR-06-2014-0131
       
  • A question of identity: understanding managers’ receptivity to
           learning
    • First page: 764
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose The purpose of this exploratory article is to develop understanding of the theory of identity-work and to then deploy this understanding in examining managers’ identity-work. These understandings provide a basis for appreciating managers’ receptivity to learning and, in turn, for considering the likely efficacy of management development. Design/methodology/approach A qualitative, photo-elicitation interview research study is detailed in which managers’ accounts of being a manager were generated. Findings The accounts of a sample of managers are analysed through the lens of identity-work using a range of narrative analysis techniques. The findings of the study reveal the use of six distinct types of identity-work that have potential for explicating managers’ receptivity for learning. Research limitations/implications The strengths of the qualitative research approach are expounded but certain limitations are acknowledged and therefore opportunities for extending the research trajectory are proposed. Specific implications for training and development practice are developed. Originality/value The study contributes to the literature of workplace learning and HRD by showing the potential of understanding identity for appreciating managers’ receptivity to learning and, thereby, the efficacy of management development activity.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:11:01Z
      DOI: 10.1108/PR-11-2014-0258
       
  • Relationships between superior support, work role stressors and work-life
           experience
    • First page: 782
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose The paper examines the effect of superior support, in the presence of a range of work role stressors, on both conflict and enrichment aspects of work-life interface simultaneously. The paper frames the research narrative of superior support by contextualizing it within superior’s dichotomous and opposing roles of organizational performance driver and support provider. Design/methodology/approach Survey data was collected from Malaysian work adults. Drawing on a sample of 1051 cases, structural equation modeling technique is used to examine the effect of superior support, with the presence of work role stressors, on individuals’ work-life experience. Three alternate models are compared: (1) superior support as moderator of stressors-strain relationship, (2) both superior support and work stressors as direct antecedents of work-life experience, (3) superior support as indirect antecedent (mediated by work role stressors) of work-life experience. Findings Findings evidence the favorable model of superior support as indirect antecedent (mediated by work role stressors) of work-life experience. In addition, superior support has significant impact on work role ambiguity and work-life enrichment, however, its effect on work role conflict, work role overload and work-life conflict is not significant. Findings of the study also demonstrate the distinct effect of work role stressors on work-life experience in terms of direction and strength of impact. Practical implications While superior support promotes greater work-life enrichment, its effect on work-life conflict is limited. Therefore, instead of superior support, employers have to identify alternate resources to assist employees to deal with conflict and interference of work-life interface. Distinctiveness of various work role stressors and interaction between these work role stressors offer practical implications to employer that all stressors at workplace should not be treated as identical and common to each other. Distinct effort should be taken to address different forms of work role stressors so that work-life conflict (resource depletion) can be minimized while work-life enrichment (resource gaining) can be enhanced. Originality/value The research investigates superior support in relation to work stressor and work-life experience by scrutinizing the role of supervisors from the vantage point of supervisors as performance drivers as well as support providers. This provides a balanced narrative as compared to previous research focusing solely on either the support perspective or the employee effort extraction perspective. In its execution, the research incorporates enrichment aspect of work-life experience, in addition to the conflict and negative effect. Drawing on the Conservation of Resources Theory, the study teases out important implication for employers and researchers to show that superior support and work role stressors come together to shape individuals’ work-life experience by depleting resources (work-life conflict) and gaining resources (work-life enrichment) simultaneously, as well as drawing out the dilemma of supervisors as performance drivers and support providers at the same time.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:11:13Z
      DOI: 10.1108/PR-08-2014-0175
       
  • Special issue on Human Resources & Workplace Innovations: Practices,
           Perspectives and Paradigms
    • Abstract: Personnel Review, Volume 45, Issue 3, April 2016.

      Citation: Personnel Review
      PubDate: 2016-03-23T02:11:43Z
      DOI: 10.1108/PR-04-2016-330
       
  • The Late Professor Tom Redman, Editor of Personnel Review 1995-2006: A
           Tribute
    • Authors: Greg Bamber, Ed Snape
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.

      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:37Z
      DOI: 10.1108/PR-02-2016-0027
       
  • How transformational leadership facilitates innovative behavior of Korean
           workers: examining mediating and moderating processes
    • Authors: Suk Bong Choi, Kiwhan Kim, S. M. Ebrahim Ullah, Seung-Wan Kang
      First page: 459
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose The aim of this article is to investigate the relationship between transformational leadership (TL) and the innovative behavior of Korean workers. To this end, this article also examines whether knowledge sharing and perceived organizational support (POS) influence the above causal relationship. Design/methodology/approach The paper used a cross-sectional design, with questionnaires administered to 356 employees working in Korea manufacturing firms to test the relationship between TL and innovative behavior through knowledge sharing and the moderating role of POS. Findings TL was significantly related to both employee innovative behavior and knowledge sharing. The results also shown that knowledge sharing mediated and POS positively moderated the relationship between TL and innovative behavior of employees. Research limitations/implications Future research should examine antecedents of knowledge sharing and measure the effect of TL in other level such as team-level, to enhance generalizability. Data should be also collected longitudinally, to extend the current cross-sectional design. Practical implications Understanding the link between TL and innovative behavior with mediating and moderating factors can provide useful information to increase positive leadership outcomes and innovation performance. Originality/value The findings point toward a positive relationship between TL and innovative behavior with mediating and moderating factors. In doing so, the paper adds to a body of work where innovative behavior was connected with leaders’ behavior and organizational level predictors.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:28Z
      DOI: 10.1108/PR-03-2014-0058
       
  • Varieties of capitalism in Europe. An inter-temporal comparison of HR
           policies
    • Authors: Giulio Pedrini
      First page: 480
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose This paper analyses the attitude of European firms towards HRM configuration and HRM practices on a country-level basis. Assuming the persistent relevance of institutional framework, the paper investigates the applicability of the varieties of capitalism (VoC) theory to these domains in European countries and their evolution between 1999 and 2005. Design/methodology/approach The paper selects and groups together variables that are related to both HRM configuration and HRM practices using data coming from the survey performed in 2005 by the Cranfield Network on International Human Resource Management. Then, a hierarchical cluster analysis among 16 European countries is performed. Relevant varieties are obtained through the combined application of two stopping rules. Findings Evidence shows that the evolution of HR policies over time is in line with an extended VoC approach that divides Europe in four varieties of capitalism. One of these varieties (the “State” model), however, is not validated after a robustness check. Practical implications For HR managers, the implementation of common personnel policies within the same variety of capitalism could represent a potential fertile ground for beneficial interactions and mutual learning among HR functions. In particular, the classification suggested in the paper does matter if an intervention on HRM practices is accompanied by a change in the participation of the HR department to the decision making process and/or in the delegation of responsibilities between the HR department and the line management. Originality/value My results contribute to the debate on the relationship between HRM and institutional context in two ways. First, they show that an extended VoC framework can explain the differentiation among European countries with regard to HRM domains. Notably, the correlation between the structure of the HR function and the intensity of HRM practices generates a clusterization of European countries based on at least three models of capitalism. Second, it emerges from the analysis that a substantial shift occurred with respect to the previous wave of the survey together with an increase of similarities between countries.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:34Z
      DOI: 10.1108/PR-04-2014-0069
       
  • Job-related antecedents of team resilience and improved team performance
    • First page: 505
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose For organizations is getting more important to respond effectively and promote positive outcomes under adverse and unstable conditions. Resilience is salient because reflects the dynamic process that enables successful results under stressful conditions. The purpose of this study is to investigate the potential role of team resilience as the psychological mechanism that explains how job demands and job social resources are related to and enhance team performance. Design/methodology/approach Self-reported questionnaires were distributed to 1633 employees, nested in 275 teams from 52 Spanish SMEs. Aggregated scores were employed for a team-level SEM analysis. Findings Results support a partial mediation model in which job social resources affect team resilience, and in turn impact team performance. No significant effects were found for job demands affecting team resilience. However, the demands × resources interaction influences team resilience, and thus the impact of resources on team resilience was attenuated by demands. In the same way, the demands × resources interaction influences team performance. Research limitations/implications Job social resources are related to team performance, but team resilience is a significant mediator. Further research should investigate the effects of different job demands on team resilience. Practical implications The results suggest that managers should focus on developing job social resources to augment team resilience and team performance. Originality/value Managers could benefit from understanding how team resilience could be developed, given that team resilience aids to achieve positive team outcomes.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:27Z
      DOI: 10.1108/PR-04-2014-0094
       
  • How to make a knowledge-sharing group: a group social capital perspective
    • Authors: Wei-Li Wu, Yi-Chih Lee
      First page: 523
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose Although the work group is the main context for knowledge exchange and combination in today’s organizations, few knowledge sharing studies have been conducted at the group level. This study applied the concept of group social capital to determine how to promote knowledge sharing at the group level. We divided group social capital into two segments, conduits and resources, and argue that different group social capital conduits (i.e., work design in this study) lead to varied resources, which subsequently influence group knowledge sharing. Design/methodology/approach In this study, group social capital conduits included social interaction and task interdependence, and group social capital resources included group trust and a supportive climate for knowledge sharing. We conducted a survey on work groups in the high-tech industry using a sample of 86 work groups. Findings The results indicated that social interaction in a work group was positively related to group trust and that task interdependence was positively related to group trust and a supportive climate for knowledge sharing. Furthermore, group trust and a supportive climate for knowledge sharing were both found to have an influence on knowledge sharing. Originality/value Applying the concept of group social capital, this paper is the first research to discuss how group social capital conduits and resources influence knowledge sharing. The results of this study lead us to a better understand the relationship between group social capital and knowledge sharing.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:35Z
      DOI: 10.1108/PR-12-2013-0227
       
  • Modes of integration of human resource management practices in
           multinationals
    • Authors: Maria Jesus Belizon, Michael Morley, Patrick Gunnigle
      First page: 539
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose This paper examines variations in the use of international integration mechanisms across individual human resource management (HRM) practices in MNCs. Design/methodology/approach Drawing upon data from a sample of over 450 MNC subsidiaries located in Ireland and Spain and an ordinal regression methodology, several models were tested. Findings Our findings provide evidence that people, information and formalized-based mechanisms are positively related to the use of centralization-based integration processes. Our results also demonstrate that the use of personal-based integration mechanisms is uniform across the suite of individual HRM practices among those MNCs where an international HRM committee is present, while the deployment of expatriates does not prove to be particularly significant in achieving integration across the range of HRM practices examined in our model. Information- and formalisation-based mechanisms hold explanatory power in relation to performance appraisal systems and compensation practices. Research limitations/implications Broadening the scope of the analysis we offer here, drawn from just two institutional environments, to a broader set of locations may contribute to future research in this area. Further analysis using longitudinal and quantitative methodologies may also prove important in unearthing integration patterns in HRM domain areas. Originality/value This article offers a comprehensive analysis of the preferred modes of integration across HRM practices in MNC subsidiaries located in two different institutional environments. We reveal how modes of integration vary for different HR domain areas and we provide explanations for this variation.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:31Z
      DOI: 10.1108/PR-09-2014-0207
       
  • Job burnout of security guards of aviation company
    • Authors: Tova Rosenbloom, Yoav Malka, Shay Israel
      First page: 557
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose This paper is focused on a unique population of airport security guards who work for a specific airline and are frequently sent abroad with short advance notice. The current study deals with the job burnout of these employees. Design/methodology/approach One-hundred airport security guards, employees of a specific airline completed the Attachment Style Questionnaire, the Burnout Questionnaire and Demographic questions. Findings Results indicated that the employees with the preoccupied style suffered more burnout than did those with secure and dismissive-avoidant styles. One of the possible explanations is that people with dismissive-avoidant style enjoy these multiple travels which enable them to be uninvolved with people surrounding them. Research limitations/implications This study was based mainly on self-report of both the independent and the dependent variables, with all the disadvantages known to self-report methods. Practical implications Points for practitioners are: 1. It is recommended to use a selection tool for airport security guards in line with the results of this study; and 2. People with avoidance attachment style should potentially be suitable employees for short and multiple travel abroad. Originality/value Theoretically, this study contributes a new perspective of the JD-R model, that is, the notion that in certain jobs and in specific situations (job demands) insecure attachment style may serve as a job resource rather than as an obstacle.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:24Z
      DOI: 10.1108/PR-07-2014-0161
       
  • Self-rated and peer-rated organizational citizenship behavior, affective
           commitment, and intention to leave in a Malaysian context
    • Authors: Patricia Yin Yin Lau, Gary N. McLean, Bella Ya-Hui Lien, Yen-Chen Hsu
      First page: 569
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose The study determined if self-rated and peer-rated organizational citizenship behavior mediated the relationship between affective commitment and intention to leave in Malaysia. Design/methodology/approach A survey yielded 516 responses from multiple locations in Malaysia across varied industries for a response rate of 64.5%. Validity based on confirmatory factor analysis and reliability were confirmed. Findings Affective commitment influenced self- and peer-rated organizational citizenship behavior and intention to leave. Only self-rated organizational citizenship behavior partially mediated affective commitment and intention to leave. While self-rated organizational citizenship behavior increased intention to leave positively, peer-rated organizational citizenship behavior did not influence intention to leave. Practical implications The findings confirm earlier research that self-ratings and peer-ratings are different, and, surprisingly, organizational citizenship behavior is not a factor supporting talent retention. Human resource practitioners need to shift their focus to affective commitment that reduces intention to leave and increases organizational citizenship behavior. Originality/value Past studies on organizational citizenship behavior relied on self-ratings, supervisor-ratings, or both ratings used in western contexts. Little was known about the assessment of organizational citizenship behavior from peer perspectives and its relationship between affective commitment and intention to leave. Moreover, the relationships between affective commitment and self-rated and peer-rated organizational citizenship behavior were inconsistent. This study responded to those gaps by integrating affective commitment, self-rated and peer-rated organizational citizenship behavior, and intention to leave into a single hypothesized model.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:30Z
      DOI: 10.1108/PR-04-2014-0083
       
  • An examination of the associations among cultural dimensions, relational
           silence and stress
    • Authors: Alisher Tohirovich Dedahanov, Do Hyung Lee, Jaehoon Rhee, Sardorbek Yusupov
      First page: 593
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose This study aims to examine the relationship between power distance, collectivism and relational silence; the associations between relational silence and stress; and the mediating role of relational silence in the link between power distance, collectivism and stress. Design/methodology/approach We conducted a survey among 1,153 highly skilled employees using a self-administered questionnaire. We received 813 responses from a total of 1,153 individuals. Among the 813 responses, we excluded 81 due to incomplete data, and thus analyzed a total of 732 responses. The overall response rate was 63.4%. Confirmatory factor analysis and structural equation modelling were utilized for the analyses. Findings The findings suggest that power distance and collectivism induce relational silence; relational silence increases stress and mediates the associations between power distance, collectivism and stress. Originality/value The present study is the first to provide empirical evidence of a link between power distance, collectivism and relational silence; the relationship between relational silence and stress; and the role of relational silence in mediating the associations between power distance, collectivism and stress.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:40Z
      DOI: 10.1108/PR-08-2014-0189
       
  • LMX and employee voice: a moderated mediation model of psychological
           empowerment and role clarity
    • Authors: Duanxu Wang, Chenjing Gan, Chaoyan Wu
      First page: 605
      Abstract: Personnel Review, Volume 45, Issue 3, April 2016.
      Purpose The purpose of this paper is to examine the mediating effect of employee psychological empowerment in the LMX-employee voice relationship, and whether role clarity moderated the effect. Design/methodology/approach A paired questionnaire survey was used to collect data by 295 employees and their supervisors from nine firms in the People’s Republic of China. Findings The hypothesized moderated mediation model used in this study was supported. Psychological empowerment mediated the positive relationship between LMX and employee voice, and stronger role clarity tends to strengthen this indirect relationship. Originality/value Few studies have explored the mediating mechanism in the relationship between LMX and employee voice. Based on role theory, this study broadens the research on the LMX-employee voice relationship by introducing employee psychological empowerment as the mediator. This study further explores role clarity as the boundary condition for this indirect relationship.
      Citation: Personnel Review
      PubDate: 2016-02-18T12:24:33Z
      DOI: 10.1108/PR-11-2014-0255
       
  • Do We Need HR? Repositioning People Management for Success
    • Pages: 616 - 618
      Abstract: Personnel Review, Volume 45, Issue 3, Page 616-618, April 2016.

      Citation: Personnel Review
      PubDate: 2016-03-23T02:12:14Z
      DOI: 10.1108/PR-09-2015-0239
       
  • The Public Sector, Managing the Unmanageable
    • Pages: 618 - 621
      Abstract: Personnel Review, Volume 45, Issue 3, Page 618-621, April 2016.

      Citation: Personnel Review
      PubDate: 2016-03-23T02:11:42Z
      DOI: 10.1108/PR-08-2015-0213
       
 
 
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