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Publisher: Emerald   (Total: 309 journals)

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J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.71, h-index: 28)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.691, h-index: 30)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 6, SJR: 0.124, h-index: 1)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 3)
J. of Organizational Change Management     Hybrid Journal   (Followers: 20, SJR: 0.426, h-index: 32)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 2)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 6)
J. of Place Management and Development     Hybrid Journal   (Followers: 2)
J. of Product & Brand Management     Hybrid Journal   (Followers: 6, SJR: 0.443, h-index: 18)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 4, SJR: 0.245, h-index: 11)
J. of Public Mental Health     Hybrid Journal   (Followers: 18, SJR: 0.469, h-index: 2)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.443, h-index: 27)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6)
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)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 0.971, h-index: 10)
J. of Services Marketing     Hybrid Journal   (Followers: 11, SJR: 0.613, h-index: 26)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 11, SJR: 0.331, h-index: 17)
J. of Social Marketing     Hybrid Journal   (Followers: 8)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0, h-index: 1)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 6, SJR: 0.419, h-index: 16)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.286, h-index: 20)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 19, SJR: 0.392, h-index: 16)
Leadership in Health Services     Hybrid Journal   (Followers: 21, SJR: 0.313, h-index: 8)
Library Hi Tech     Hybrid Journal   (Followers: 1110, SJR: 0.996, h-index: 15)
Library Hi Tech News     Hybrid Journal   (Followers: 750, SJR: 0.437, h-index: 7)
Library Management     Hybrid Journal   (Followers: 846, SJR: 0.646, h-index: 10)
Library Review     Hybrid Journal   (Followers: 753, SJR: 0.369, h-index: 10)
Management Decision     Hybrid Journal   (Followers: 6, SJR: 0.829, h-index: 26)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.189, h-index: 12)
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: 5, SJR: 0.288, h-index: 10)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.223, h-index: 15)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 7, SJR: 0.529, h-index: 23)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 12, SJR: 0.337, h-index: 20)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.254, h-index: 11)
Meditari Accountancy Research     Hybrid Journal   (Followers: 1)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 18, SJR: 0.19, h-index: 3)
Mental Health Review J.     Hybrid Journal   (Followers: 14, SJR: 0.126, h-index: 1)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.286, h-index: 13)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0, h-index: 2)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.208, h-index: 5)
Multinational Business Review     Hybrid Journal   (Followers: 1)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 670, SJR: 0.845, h-index: 11)
Nutrition & Food Science     Hybrid Journal   (Followers: 8, SJR: 0.198, h-index: 8)
OCLC Systems & Services     Hybrid Journal   (Followers: 250, SJR: 0.246, h-index: 10)
On the Horizon     Hybrid Journal   (SJR: 0.394, h-index: 10)
Online Information Review     Hybrid Journal   (Followers: 300, SJR: 0.589, h-index: 25)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 5, SJR: 0.492, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 8, SJR: 0.574, h-index: 31)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.318, h-index: 20)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 10, SJR: 0.524, h-index: 19)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 374, SJR: 0.657, h-index: 13)
Property Management     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 7)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.455, h-index: 14)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7, SJR: 0.126, h-index: 1)
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: 0.374, h-index: 16)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 30)
Rapid Prototyping J.     Hybrid Journal   (Followers: 2, SJR: 0.573, h-index: 36)
Records Management J.     Hybrid Journal   (Followers: 12, SJR: 0.281, h-index: 7)
Reference Reviews     Hybrid Journal   (Followers: 8)
Reference Services Review     Hybrid Journal   (Followers: 27, SJR: 1.546, h-index: 15)
Research on Economic Inequality     Hybrid Journal   (Followers: 4)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.119, h-index: 1)
Review of Marketing Research     Hybrid Journal   (Followers: 12)
Safer Communities     Hybrid Journal   (Followers: 1, SJR: 0.2, h-index: 2)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.314, h-index: 20)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 7)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 1, SJR: 0.136, h-index: 2)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 3, SJR: 0.454, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 5)
Strategic Direction     Hybrid Journal   (SJR: 0.102, h-index: 3)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 16, SJR: 0.256, h-index: 12)
Structural Survey     Hybrid Journal   (SJR: 0.272, h-index: 8)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.251, h-index: 3)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 8, SJR: 1.265, h-index: 50)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.206, h-index: 2)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.319, h-index: 9)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 207, SJR: 0.343, h-index: 5)
The Electronic Library     Hybrid Journal   (Followers: 896, SJR: 0.874, h-index: 18)
The Learning Organization     Hybrid Journal   (Followers: 6, SJR: 0.494, h-index: 18)
The TQM J.     Hybrid Journal   (Followers: 2, SJR: 0.634, h-index: 31)
Therapeutic Communities : The Intl. J. of Therapeutic Communities     Hybrid Journal   (SJR: 0.111, h-index: 9)

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Journal Cover   Personnel Review
  [SJR: 0.574]   [H-I: 31]   [10 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [309 journals]
  • Generational Diversity at Work: New Research Perspectives
    • Abstract: Personnel Review, Volume 44, Issue 1, Page 176-179, February 2015.
      PubDate: Thu, 05 Feb 2015 13:48:31 GMT
       
  • Knowledge sharing in projects: Does employment arrangement matter'
    • Authors: Torstein Nesheim et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose The core of project management is the management of a temporary task, often with a high degree of uniqueness. In this article we address project management issues where another type of temporality also prevails; when external consultants on short-term contracts cooperate with the employees of the focal firm. The research question is: Do external consultants and employees, working together on a project, engage in different or similar knowledge sharing behaviors' What are the impact of autonomous motivation, organizational support and trust on knowledge sharing' Design/methodology/approach The empirical setting of the study is subsea activities, which is part the oil and gas industry in Norway. The respondents are regular employees with a permanent contract and external consultants employed by a third party; which is the most common external work arrangement in the industry.The sample consists of a) employees of a focal firm, b) external consultants of the focal firm and c) external consultants identified by their employer (two firms). The survey was administered by email to 323 possible respondents. Of these, 268 were from the focal firm (194 employees and 74 external consultants), and 55 from the two consulting companies. After four weeks of collecting data, 138 responses had been registered. This is a response rate of 43 %. The response rates were similar in the three categories. The survey was designed using Qualtrics, an online survey software tool and was administered by email in the winter of 2012. Findings The regression analysis found that there was no difference in knowledge sharing between employees and external consulatnts. Thus the empirical analysis supports the "project identity" hypothesis, rather than the "employment matters" hypothes. Further, there were positive, significant impacts of autonomous motivation and perceived organizational support on knowledge sharing. The findings are similar across samples. R square is quite high in models B (,447) and D (,458), indicating that a large share of the variation in knowledge sharing is explained by our full model. Research limitations/implications Based on our empirical study here, the “employment arrangement” thesis was not supported. We believe, however, that combining the two types of temporality (work organization and employment arrangement) is a promising area of exploration and it is not given that further studies will provide similar empirical findings. Further research should explore under what conditions employment arrangements have an impact on knowledge sharing. Our research may be extended along three dimensions. (1) the study of knowledge sharing when employees and external consultants work together (on projects managed by the focal firm) should be extended to include other firms, other types of competence as well as economic sectors outside petroleum. (2) Research on employment arrangements in projects, should consider project contexts that are different from the type emphasized here, such as development projects and projects that have a fundamental inter-organizational character characterized by dual responsibility. (3) A number of others issues, in addition to knowledge sharing, are relevant. Combining the two aspects of temporality may provide opportunities for exploring the impact of organizational context in the field of leadership studies. Practical implications * Management should strive to increase autonomous motivation and provide organizational support for both employees and external consultants. * It is possible to use external consultants without negative effects on the level of knowledge sharing. * Managers should be aware of the challenges related to BOTH types of temporality. Originality/value In previous research, project organization and temporary employement relations are two distinct areas. This is one of the first empirical studies that have analyzed both aspects of temporailty. The paper contributes to the literature on antecedents of knowledge sharing in organizatons, and suggest avenues for further research in this issue. Further, in addressing both types of temporality, a number of other research themes are suggested.
      PubDate: Wed, 28 Jan 2015 01:13:28 GMT
       
  • Human Resource Management and Change: A Practising Manager’s Guide
    • Authors: Jennifer Ellen Allen et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015.
      PubDate: Wed, 28 Jan 2015 01:13:27 GMT
       
  • Speaking of Global Virtual Teams: Language Differences, Social
           Categorization and Media Choice
    • Authors: Anders Klitmøller et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose The aim of the paper is to explore the interrelation between language differences, media choice and social categorization in global virtual teams (GVTs). Design/methodology/approach An ethnographic field work was conducted in a Finnish multinational corporation (MNC). The study included interviews, observations, and language proficiency assessment of 27 GVT members located in five European countries. Findings In GVTs, the combination of language proficiency differences and verbal media (e.g. telephone) tends to lead to social categorization, while a similar effect was not found when GVT members chose written media (e.g. e-mail). Research limitations/implications The qualitative study only consisted of GVTs from one MNC, and thus the empirical findings might not be generalizable to other MNCs. Therefore, quantitative studies that can add to the robustness of the exploratory findings could be a worthwhile endeavor. Practical implications Language training should be provided to GVT members, and virtual policies should be implemented to ensure the use of written media in GVTs characterized by language proficiency differences. Originality/value Although it is well established in the literature that language differences are detrimental to co-located team effectiveness, no study has explored how the relationship between variation in language proficiency and media choice affects social categorization in GVTs.
      PubDate: Wed, 28 Jan 2015 01:13:25 GMT
       
  • Intent vs. Action: Talented Employees and Leadership Development
    • Authors: Violetta Khoreva et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose The purpose of this study is to investigate the responses of employees, who are identified as talents by their Multinational enterprises, in regards to leadership development activities. By applying social exchange and expectancy theories, we examine the association between talent identification, perceived effectiveness of leadership development activities, willingness to participate in those activities and actual participation in them. Design/methodology/approach The data were collected through a web-based questionnaire entitled ‘Leadership2020 Talent Survey’. Eight Multinational enterprises joined the survey and delivered a sample based on the target group definition. Findings Our analysis shows that perceived effectiveness of leadership development activities is positively associated with willingness of employees to undertake those activities. The results also reveal that there is no significant association between the employees’ willingness to participate in leadership development activities and their actual participation in those activities. Research limitations/implications Given its cross-sectional nature, we cannot completely exclude the possibility of common method bias having impact on the results of this study. We thus call for longitudinal research to examine the nature of causality within the relationships analyzed in this study. Practical implications Managers and practitioners should keep in mind that willingness to participate in leadership development activities does not always result in actual participation of employees in those activities. Symbolic representations may be very different from representations in real-life situations. Investigations that rely on the willingness as a proxy for actual behaviour must thus be interpreted with caution. Originality/value We found that employees often fail to act in accordance with their stated eagerness. According to our findings, there is a clear discrepancy between expressed willingness to implement certain behaviour and its actual implementation. This study poses a strong bias in overestimating the likelihood that an employee will engage in a desirable behaviour based on his/her willingness to do so.
      PubDate: Wed, 28 Jan 2015 01:13:23 GMT
       
  • A multi-dimensional approach to talent: an empirical analysis of the
           definition of talent in Dutch academia.
    • Authors: Marian Thunnissen et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose We aim to contribute to the development of a broader, multi-dimensional approach to talent that helps scholars and practitioners to fully understand the nuances and complexity of talent in the organizational context. Design/methodology/approach The data was collected in two complementary research projects on the definition and identification of talented academics in the early stages of their careers. The first study focused on defining and developing talent within university departments, in which the perspectives of management, policy-advisors and talented employees themselves were taken into account. The second study investigated talent selection in the specific context of grant allocation by the Dutch Research Council (NWO). Findings The results suggest that the conceptualization of talent cannot be disconnected from its context. In particular, the perceptions of the different stakeholder groups in an organizational context have a major impact. Although talent is generally perceived as a combination of multiple components, this general outcome conceals the unilateral approaches to talent of the separate stakeholder groups. These unilateral interpretations of talent also affect the design of the TM system. The article describes the difficulties organizations are confronted with in developing and implementing their talent programs. Originality/value This broader approach regards talent as a bundle of interrelated components, and takes the impact of the organizational context and its interrelated stakeholders into account.
      PubDate: Wed, 28 Jan 2015 01:13:17 GMT
       
  • THE DEVELOPMENT AND VALIDATION OF A MULTITARGET AFFECTIVE COMMITMENT SCALE
    • Authors: Kristina Schoemmel et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose In order to contribute to the understanding of affective commitment towards distinct workplace targets, we develop and validate a Multitarget Affective Commitment Scale (MACS) through two data collections. The MACS uses similarly worded items for distinct targets and reflects the most recent theoretical development of affective commitment. Design/methodology/approach In the first data collection, items from previous commitment scales were tested through the social network service Facebook (N = 305). The second data collection was conducted in the healthcare system of Denmark (N = 496) using survey questionnaires. Findings In Study 1, exploratory factor analyses were conducted to reduce the items based on the Facebook data. In Study 2, we confirm the findings of Study 1 and further reduce the items based on the healthcare sample. The healthcare sample is also used in Study 3, where we validate the MACS by investigating its relationship with predictors, correlates, and outcomes. Originality/value Our results suggest that the MACS are a reliable and valid measure of affective commitment compatible with the diverse targets to which affective commitment often occurs. Consequently, the MACS is applicable for research investigating multiply affective commitments, thereby advancing our understanding of interactions between affective commitments and diverse targets, among other applications.
      PubDate: Wed, 28 Jan 2015 01:13:15 GMT
       
  • Psychological contract breach, organizational justice and emotional
           well-being
    • Authors: Vincent Cassar et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose Psychological contract breach, which represents instances when organizations fail to fulfil their side of the employment bargain, has been associated with salient concepts in strategic human resources management. The purpose of this study is to investigate moderated mediated relationships involving breach, organizational (procedural and interactional) justice and emotional well-being. Design/methodology/approach The study draws upon quantitative data collected by means of a questionnaire that was administered to 620 full-time technical and shop-floor employees in an automobile-parts company in Malta. The questionnaire included psychometrically validated scales on breach, justice and well-being. Findings Breach partially mediated the relationship between justice and well-being while justice levels did not differentiate this mediating effect except for interactional justice. Finally, the interaction between procedural and interactional justice failed to explain the mediating role of breach over and above their single contributions although interactional justice seemed to make a bigger impact. Research limitations/implications This study contributes towards a better understanding of the relationships between breach, justice and well-being. The major limitation is that because of its cross-sectional nature, causality cannot be inferred. Practical implications Given that managing the employment relationship impacts on how people feel and hence perform, understanding how breach, justice and well-being are related, is strategically important to human resources management. Originality/value To the authors’ knowledge, there is no previous research that links breach, justice and well-being in one study.
      PubDate: Wed, 28 Jan 2015 01:13:13 GMT
       
  • The effects of perceived organizational support and job satisfaction on
           transfer of training
    • Authors: Abdul Rahim Zumrah et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose The role of perceived organizational support and job satisfaction on the effectiveness of transfer of training in the workplace has begun to receive attention among recent studies. However, there is still limited understanding of how these factors may work together to affect the transfer of training. This study addresses this gap by exploring the relationship between perceived organizational support, job satisfaction and transfer of training. Design/methodology/approach The data of this study have been collected from a group of employees, and their supervisors through survey. The data were analyzed using structural equation modelling. Findings The findings reveal that job satisfaction mediates the relationship between perceived organizational support and transfer of training. Originality/value This study suggests that perceived organizational support can improve employees’ job satisfaction, which in turn increase transfer of training in the workplace. The significant relationship between the factors (perceived organizational support—job satisfaction—transfer of training) is an important finding that has not been empirically determined previously, particularly in the transfer of training literature. The findings show that job satisfaction plays an essential role as a mediator in the relationship between perceived organizational support and transfer of training.
      PubDate: Wed, 28 Jan 2015 01:13:12 GMT
       
  • Role stressors and employee deviance: The moderating effect of social
           support
    • Authors: Su-Fen Chiu et al
      Abstract: Personnel Review, Volume 44, Issue 2, March 2015. Purpose This study aims to investigate the relationships among role stressors, social support, and employee deviance. Specifically, this study explores the relationships of role stressors (i.e., role conflict, role ambiguity, and role overload) to interpersonal and organisational employee deviance. Furthermore, this study examines the moderating role of social support (from supervisors and coworkers) on the above relationships. Design/methodology/approach Data were collected from 326 paired samples of sales and customer service employees as well as their immediate supervisors in Taiwan. Findings Role conflict had a positive relationship with both organisational and interpersonal deviance. Role ambiguity was positively, while role overload was negatively related to organisational deviance, respectively. Role ambiguity was more strongly related to organisational than to interpersonal deviance. Coworker support had a significant moderating effect on the role overload- interpersonal deviance relationship. Practical implications Organisations may implement policies and programs, such as clarification of job responsibility, provision of performance feedback and training in stress coping techniques, to lessen the negative effect of role conflict and role ambiguity on employee deviance. Originality/value This study contributes to the literature in several ways. First, this study extends prior research on stressor-performance relationship by investigating the effect of role stressors on two forms of employee deviance (interpersonal deviance and organisational deviance) in a collectivist cultural context (i.e., Taiwan). Second, this study demonstrates that work-related characteristics (e.g., role stressors) have different degrees of effect on interpersonal and organisational deviance. Third, this research offers explanations on why there is little support for the moderating effect of social support on the stressor-deviance relationship.
      PubDate: Wed, 28 Jan 2015 01:13:10 GMT
       
  • Multiple Sources of Support, Affective Commitment, and Citizenship
           Behaviors: The Moderating Role of Passive Leadership
    • Authors: Denis Chênevert et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015. Purpose This paper examines the moderating role of passive leadership in the relationships of perceived support from organization, coworkers, and physicians to affective commitment and organizational citizenship behavior (OCB) among hospital employees. Design/methodology/approach Using a sample of 182 hospital employees and a time-lagged design in which predictors and moderator were assessed at Time 1 and self-reported OCB was obtained 2.5 years later, we examined whether passive leadership moderates the relationships of perceived supports to commitment and their indirect effects on OCB. Findings Analyses indicate that at high levels of passive leadership, the relationship between support from organization and coworkers and commitment is less positive and the relationship between support from physicians and commitment is negative. Moreover, the indirect effect of perceived support from coworkers and physicians on OCB through affective commitment is weaker at high levels of passive leadership. Research limitations/implications Although the data used were self-reported, our analyses show that method variance accounted for only 9% of the variance among constructs at Time 1. Findings contribute to highlight the boundary conditions associated with perceived support and establish that passive leadership severely limits the beneficial effects expected from support available to employees. Practical implications Findings suggest that supervisors should be trained not only on improving positive leadership skills but also on reducing passive behaviors in the face of problems in their teams. Originality/value This study extends our understanding of social exchange processes in organizations and invites managers and researchers to look at factors that slow down the development of social exchange relationships with employees.
      PubDate: Wed, 07 Jan 2015 00:42:13 GMT
       
  • Contract moderation effects on temporary agency workers' affective
           organizational commitment and perceptions of support
    • Authors: Marianna Giunchi et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015. Purpose Temporary agency workers (TAWs) have a double employment relationship: one with the agency that hires them with a formal contract, either temporary or permanent; and another with the client organization where they actually perform their work. As the social-exchange theory assumes that temporary agency workers (TAWs) respond to the support they receive from both organizations with affective commitment toward the respective organization. This study proposes that the type of contract with the agency moderates these relationships, specifically that permanent TAWs present a stronger relationship between perceived organizational support (POS) and affective organizational commitment (AOC) toward the agency and, to the contrary, that temporary TAWs show a greater relationship between POS and AOC toward the client. Design/methodology/approach Our hypotheses were tested with a sample of 522 Portuguese TAWs, of which 265 were temporaries and 257 were permanents. Data were collected with a self-report questionnaire and analyzed with multigroup analysis using the AMOS program. Findings We verified that POS from both the employment agency and the client organization were related to the TAWs’ affective commitment to each respective organization. Furthermore, the relationship between POS from the employment agency and the affective commitment to this organization was stronger in permanent than in temporary TAWs. However, contrary to our expectations, the contract with the agency did not moderate the relationship with client organizations: temporary and permanent TAWs showed a similar relationship between POS from this organization and their affective commitment toward it. Practical implications These findings show the important organizational role of both the employment agency and the client in supporting their TAWs and attending to the type of contract they have with the employment agency. Originality/value This paper contributes to the analysis of the TAWs’ double employment relationship and highlights the role of the agency contract in the explanation of these relationships.
      PubDate: Wed, 07 Jan 2015 00:42:04 GMT
       
  • From value-based human resource practices to i-deals: Software companies
           in Vietnam
    • Authors: Tuan Trong Luu et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015. Purpose Idiosyncratic deals (i-deals) are employees’ proactive individualized negotiations with their employer for higher job autonomy corresponding to their competencies and values. The path to i-deals in the organization can commence with value-based human resource (HR) practices. This study investigates this path from value-based HR practices to i-deals through the mediating roles of corporate social responsibility (CSR), emotional intelligence, and upward influence behaviors. Design/methodology/approach The hypothesized model was verified through the structural equation modelling-based analysis of cross-sectional data from 362 respondents from Vietnam-based software companies. Findings Research findings found value-based HR practices as the starting point of the path to i-deals, in which consecutive crucial milestones are ethical CSR, emotional intelligence, and organizationally beneficial upward influence behaviors. Originality/value I-deals literature, through this empirical inquiry, is further extended by discovering the socialized driving forces, such as CSR and emotional intelligence, behind individualized i-deals.
      PubDate: Wed, 07 Jan 2015 00:40:58 GMT
       
  • My Lawfully Wedded Workplace: Identifying Relational Similarities of
           Marriage and Employment
    • Authors: Irit Alony et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015. Purpose This paper introduces a novel direction of enquiry into predictions of employee turnover through the application of a qualitative method adapted from marital research. This method focuses on diagnosing the relationship, and has been able to predict divorce with an accuracy of over 90%, as opposed to existing turnover prediction methods’ modest success of about 30%. By demonstrating that the method can be applied to turnover research, this study completes a seminal step in developing this promising direction of enquiry. Design/methodology/approach The Oral History Interview method for predicting divorce is adapted to employment settings, and tested on Australian legal and healthcare employees. A qualitative analysis of their responses maps the results from this inquiry onto separation-predicting processes identified in marital research. The results are compared to turnover data collected 2 years later. Findings Similar relational processes exist in marital and employment relationships when the marital relationship diagnostics method is applied to organisational settings, demonstrating the utility of this tool in the employment context. Preliminary turnover data indicate that some relational processes are significantly associated with employee turnover. Research limitations/implications Future research should examine the predictive power of this tool on a larger sample, and apply it to a wider range of professions, tenure, and positions. Practical implications The results indicate that it is viable to diagnose an employment relationship using this diagnostics method developed in marital research. Originality/value Researchers of employee turnover and practitioners seeking to understand and manage it can benefit from this novel and practical perspective on employment.
      PubDate: Wed, 07 Jan 2015 00:40:46 GMT
       
  • Being Pushed and Pulled: A Model of U.S. HR Professionals’ Roles in
           Bullying Situations
    • Authors: Renee Cowan et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015. Purpose The purpose of this research was to clarify how Human Resource Professionals (HRPs) in the United States (U.S.) understand their roles in bullying situations and how they perceive others (targeted employees and senior management) understand their roles. It is important to understand these role expectations as HRPs are integral actors in bullying situations and are often evaluated negatively by those in bullying situations. Design/methodology/approach Strauss & Corbin’s grounded theory approach was used to uncover HRPs role perceptions. Narrative and respondent in-depth interviews were conducted with HRPs and revealed an evolving HR role that clashed with perceived target and senior management role expectations. Findings This research has revealed a theoretical model of the progressive role HRPs play in bullying situations. We discovered HRPs play several important roles in bullying situations and they link these roles in a temporal and situational manner. They first play the role of 1) a trust listener, 2) an objective, neutral third party investigator, 3) a management advisor; and lastly 4) a mediator/ trainer/coach. Throughout this role execution they also became an emotional labourer. This model was often in contention with the HRP’s perceptions of targets and senior management expectations in bullying situations. Originality/value This research revealed a more detailed, nuanced view of the roles HRPs play in bullying situations and called existing research on U.S. HRPs and their roles in bullying situations into question. How HRPs view their roles and role expectations is revealing of why and how they deal with allegations of bullying the way they do. This research has practical value for HR, management, targets, and organizations in general.
      PubDate: Wed, 07 Jan 2015 00:40:33 GMT
       
  • Electronic Monitoring and Surveillance in the Workplace: The Effects on
           Trust in Management, and the Moderating Role of Occupational Type
    • Authors: Peter Jeffrey Holland et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015. Purpose Electronic monitoring and surveillance (EMS) practices provide new challenges in the workplace. We examine the relationship between EMS in the workplace on employees’ trust in management. Design/methodology/approach This paper is based upon data from the 2012 Australian Electronic Workplace Survey of 500 randomly sampled employees. Controlling for a range of personal, job and workplace characteristics, the data were analyzed using OLS and ordered probit regression. Findings The regression analyses identified that EMS has, on average, a negative relationship with trust in management. We further differentiated the sample to examine the potential impact of EMS on trust between manual and non-manual employees. The study found the relationship between EMS and trust in management was only evident for manual workers. Research limitations/implications Future research should investigate the extent to which employee attitudes, commitment and engagement are impacted, and the individual-level and organisational-level outcomes of EMS. Causal inferences are necessarily limited and the research does not address managers’ underlying motives. Although self-reported our data on EMS reflect objectively measured characteristics of the organisation. Practical implications EMS can have negative effects on the employment relationship through the loss of trust in management, especially for manual workers. Tangible effects may flow from this through withdrawal behaviour such as employee exit from the organisation. Originality/value Workplace surveillance is one of the most contentious issues facing employers, workers, unions, government and legal experts. However, little research has been undertaken on the effects of EMS on important job-related attitudes such as trust. The current paper remedies some of these deficits.
      PubDate: Wed, 07 Jan 2015 00:39:55 GMT
       
  • The new public service' Empirical research on job choice motivation in
           the nonprofit sector
    • Authors: Jessica Word et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015. Purpose The purpose of this research is to examine the factors influencing the decision of managers to work in the nonprofit sector and how these choices are shaped by intrinsic and extrinsic motivations. Additionally, this research examines the impact of job choice motivation on social, community and professional outcomes and the unique characteristics of managers in the nonprofit sector. Design/methodology/approach This research employed data from the NASP-III survey, which measured the mid- and upper-level managers working in nonprofit organizations in Illinois and Georgia. The survey measured the manager’s perceptions of various organizational issues, including work motivation, mentoring and communication, career histories, hiring practices, and organizational cultures and structures. The data was then analyzed using a hierarchical regression model. Findings The findings of this research support the idea that intrinsic motivation is an important aspect of job choice motivation for individuals in the nonprofit workforce. In addition, the findings suggest other characteristics, including policies that enhance work life balance, advancement, and job security, are important to understand the job choice motivations of nonprofit managers. This research also found not all types of nonprofit agencies attract similarly motivated individuals, or lead to equivalent community outcomes. Research limitations/implications The organizations represented in the NASP III sample included more membership and professional associations than the overall nonprofit sector. This over representation partially limits the generalizability of these findings but it also allows the research to more thoroughly understand this unique subset of organizations that serve predominantly the narrow interests of their members. Practical implications This research highlights the advantage nonprofit employers have over other organizations in terms of using intrinsic motivations to attract employees. However, the findings also suggest nonprofit organizations need to focus on human resource strategies including policies that enhance WLB, advancement, and job security to compete with other employers for talent. Finally, our research also suggests the need to tailor human resource strategies to groups of nonprofit employees based upon important employee characteristics such as gender, job type, and prior career experience. Originality/value This study extends a well developed body of knowledge on motivations and selection of career paths to individuals working in the nonprofit sector. It also suggests variations among employees and organizations matter in terms of the type of individuals attracted to particular career path in nonprofits. Additionally, this research suggests future research needs to include more nuanced examinations of the differences which exist among organizations in the nonprofit sector rather than simply focusing upon similarities across the most prevalent types of nonprofit organizations.
      PubDate: Wed, 07 Jan 2015 00:39:47 GMT
       
  • Book Review Editorial
    • Authors: Oliver Mallett et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015.
      PubDate: Wed, 07 Jan 2015 00:39:40 GMT
       
  • The influence of age-awareness versus general HRM practices on the
           retirement decision of older workers
    • Authors: Sophie Hennekam et al
      Abstract: Personnel Review, Volume 44, Issue 1, February 2015. Purpose This study examined the perception of HRM practices and the retirement decision of older workers with a low occupational status in the creative industry in the Netherlands using social identity theory. Design/methodology/approach 30 semi-structured in-depth interviews were conducted by telephone. The sample consisted of workers with a low occupational status, aged 50 or above, in the creative industry in the Netherlands, all member of the trade union of this industry. Findings The relationship between HRM practices and retirement decisions is complex and contradictory. In line with social identity theory, it was found that HRM practices designed for older workers were perceived as a stamp that they belonged to a devalued social group. However, they do want organizations to accommodate their needs, but in a way that they do not feel to require special attention. Originality/value The findings show that older workers want organizations to adapt the workplace to their needs, but that the provision of age-specific practices could prevent them from constructing a positive social identity. HR practices can only make older workers extend their working lives if they are provided to all workers regardless occupational status or age.
      PubDate: Wed, 07 Jan 2015 00:39:40 GMT
       
 
 
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