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Publisher: Emerald   (Total: 312 journals)

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J. of Learning Disabilities and Offending Behaviour     Hybrid Journal   (Followers: 24)
J. of Management Development     Hybrid Journal   (Followers: 4, SJR: 0.318, h-index: 23)
J. of Management History     Hybrid Journal   (Followers: 1)
J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.759, h-index: 34)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.656, h-index: 35)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 8, SJR: 0.221, h-index: 2)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 375)
J. of Organizational Change Management     Hybrid Journal   (Followers: 20, SJR: 0.403, h-index: 37)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 1)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 5)
J. of Place Management and Development     Hybrid Journal   (Followers: 2, SJR: 0.419, h-index: 1)
J. of Product & Brand Management     Hybrid Journal   (Followers: 8, SJR: 0.383, h-index: 22)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 5, SJR: 0.474, h-index: 12)
J. of Public Mental Health     Hybrid Journal   (Followers: 20, SJR: 0.151, h-index: 3)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.851, h-index: 29)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6, SJR: 0.544, h-index: 8)
J. of Research in Marketing and Entrepreneurship     Hybrid Journal   (Followers: 12)
J. of Risk Finance, The     Hybrid Journal   (Followers: 8)
J. of Science and Technology Policy Management     Hybrid Journal   (Followers: 3, SJR: 0.249, h-index: 3)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 1.162, h-index: 14)
J. of Services Marketing     Hybrid Journal   (Followers: 13, SJR: 1.069, h-index: 31)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 12, SJR: 0.289, h-index: 20)
J. of Social Marketing     Hybrid Journal   (Followers: 9, SJR: 0.662, h-index: 7)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 3)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 9, SJR: 0.547, h-index: 18)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.298, h-index: 22)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 21, SJR: 0.521, h-index: 20)
Leadership in Health Services     Hybrid Journal   (Followers: 27, SJR: 0.319, h-index: 10)
Library Hi Tech     Hybrid Journal   (Followers: 1033, SJR: 0.926, h-index: 19)
Library Hi Tech News     Hybrid Journal   (Followers: 651, SJR: 0.442, h-index: 8)
Library Management     Hybrid Journal   (Followers: 750, SJR: 0.948, h-index: 12)
Library Review     Hybrid Journal   (Followers: 685, SJR: 0.573, h-index: 11)
Management Decision     Hybrid Journal   (Followers: 5, SJR: 1.423, h-index: 34)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 6, SJR: 0.265, h-index: 14)
Management Research : The J. of the Iberoamerican Academy of Management     Hybrid Journal   (Followers: 2)
Management Research News     Hybrid Journal   (Followers: 3)
Management Research Review     Hybrid Journal   (Followers: 6, SJR: 0.318, h-index: 13)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 19)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 8, SJR: 0.72, h-index: 28)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 9, SJR: 0.354, h-index: 24)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.438, h-index: 13)
Meditari Accountancy Research     Hybrid Journal   (Followers: 2)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 22, SJR: 0.211, h-index: 4)
Mental Health Review J.     Hybrid Journal   (Followers: 17, SJR: 0.191, h-index: 2)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.331, h-index: 14)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0.236, h-index: 5)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.245, h-index: 7)
Multinational Business Review     Hybrid Journal   (Followers: 2)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 535, SJR: 0.746, h-index: 13)
Nutrition & Food Science     Hybrid Journal   (Followers: 10, SJR: 0.183, h-index: 10)
OCLC Systems & Services     Hybrid Journal   (Followers: 75, SJR: 0.378, h-index: 12)
On the Horizon     Hybrid Journal   (SJR: 0.398, h-index: 12)
Online Information Review     Hybrid Journal   (Followers: 123, SJR: 0.712, h-index: 30)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 7, SJR: 0.387, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 12, SJR: 0.876, h-index: 36)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.322, h-index: 21)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 454, SJR: 0.486, h-index: 22)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 259, SJR: 0.554, h-index: 14)
Property Management     Hybrid Journal   (Followers: 2, SJR: 0.304, h-index: 9)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.365, h-index: 18)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 6, SJR: 0.254, h-index: 3)
Qualitative Research in Financial Markets     Hybrid Journal   (Followers: 3)
Qualitative Research in Organizations and Management: An Intl. J.     Hybrid Journal   (Followers: 5)
Quality Assurance in Education     Hybrid Journal   (Followers: 3, SJR: 0.665, h-index: 19)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 38, SJR: 0.239, h-index: 11)
Rapid Prototyping J.     Hybrid Journal   (Followers: 4, SJR: 0.928, h-index: 41)
Records Management J.     Hybrid Journal   (Followers: 17, SJR: 0.275, h-index: 9)
Reference Reviews     Hybrid Journal   (Followers: 11)
Reference Services Review     Hybrid Journal   (Followers: 31, SJR: 1.599, h-index: 16)
Research on Economic Inequality     Hybrid Journal   (Followers: 5, SJR: 0.232, h-index: 8)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.186, h-index: 6)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.125, h-index: 2)
Review of Marketing Research     Hybrid Journal   (Followers: 14, SJR: 0.518, h-index: 3)
Safer Communities     Hybrid Journal   (Followers: 42, SJR: 0.338, h-index: 4)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.257, h-index: 21)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 8)
Social Care and Neurodisability     Hybrid Journal   (Followers: 3)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 2, SJR: 0.228, h-index: 4)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 2, SJR: 0.303, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 4)
Strategic Direction     Hybrid Journal   (Followers: 1, SJR: 0.112, h-index: 4)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 21, SJR: 0.209, h-index: 15)
Structural Survey     Hybrid Journal   (SJR: 0.285, h-index: 9)
Studies in Economics and Finance     Hybrid Journal   (Followers: 1, SJR: 0.222, h-index: 5)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 1.628, h-index: 56)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.355, h-index: 4)
Team Performance Management     Hybrid Journal   (Followers: 9, SJR: 0.283, h-index: 11)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 79, SJR: 0.349, h-index: 6)
The Electronic Library     Hybrid Journal   (Followers: 840, SJR: 0.799, h-index: 23)

  First | 1 2 3 4 | Last   [Sort by followers]

Journal Cover Personnel Review
  [SJR: 0.876]   [H-I: 36]   [12 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [312 journals]
  • The surprisingly exclusive nature of medium- and low-skilled jobs:
           evidence from a Slovak job portal
    • Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose Learning more about demand for competences is crucial for revealing the complex relationship between employee selection, different strands of education and training, and labor market regulation. Design/methodology/approach Content analysis and statistics of job advertisements. Findings Employer skills requirements even for low- and medium-skilled jobs are highly specific. Formal education requirements are higher than they “should” be. No detectable “basic package” of general cognitive skills for low- and medium-skilled jobs was found. Employer demand focuses on non-cognitive skills and specific cognitive skills. Specificity of skill requirement across different sectors or occupation groups differs vastly between different types of low- and medium-skilled jobs and is linked to the interactive nature of the job, not to the qualifications or the experience required. Research limitations/implications The analysis can be considered an initial feasibility test for a larger comparative cross-country project that would aim to understand labor demand in different EU countries. Practical implications The analysis could be used as input in designing labor market policy and life-long learning programs to integrate low-skilled and unemployed. Originality/value This paper contributes to the HRM literature with a more demand-led approach to labor market policy. We reveal what role skills and upskilling can play in alleviating the problem of unemployment. The results can be useful for HR specialists and policy-makers.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:29:15Z
      DOI: 10.1108/PR-12-2014-0276
       
  • A multidimensional measure of managers’ contextual and task
           performance
    • Authors: Peter Hosie, Alan Nankervis
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose This paper reports the findings of an empirical study into managers’ job performance. A new measure was developed from the literature to test and establish the multidimensional structure of managers’ contextual and task performance. Design/methodology/approach Field ratings by executives explicitly and simultaneously measured both managers’ contextual and task performance. A cross-sectional questionnaire was administered to a variety of public and third sector managers from a range of private, public, and third sector occupations residing in (Western) Australia. A purposive sample yielded a response rate of 32%. Factor analysis was used to determine the items that constitute executives’ perceptions of managers’ performance using downward appraisal (i.e., by the person to whom a manager reports). Findings The construct ‘managers’ job performance’ was found to be multidimensional; consisting of four distinct contextual factors (Following, Persisting, Helping, Endorsing) and a further four distinct task factors (Delegating, Monitoring, Technical, Influencing). Originality/value Performance appraisals of managers represent new items and factors that more accurately reflect the nature of the broader roles undertaken by managers, including transformative and ethical leadership. Findings from this study assist in establishing the structure for the subsequent appraisal of managers’ contextual and task performance. Future researchers could test the applicability and replicability of this new instrument in more diverse industry contexts using confirmatory statistical analysis.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:29:13Z
      DOI: 10.1108/PR-02-2014-0038
       
  • An employee who was not there: a study of job boredom in white-collar work
    • Authors: Lotta Harju, Jari Hakanen
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose Job boredom is an amotivational state at work, when employees lack interest in their work activities and have difficulties concentrating on them. Although recent research suggests that job boredom may concern a wide range of industries, studies investigating the experience and its emergence in white-collar work are scarce. Thereby the present study aimed to contextualize job boredom by exploring the experience and its preconditions in white-collar work. Design/methodology/approach This inductive, exploratory study employed data from 13 focus group interviews (N = 72) in four organizations to investigate the emergence and experience of job boredom. Findings Three types of job boredom was found. Each type involved distinct temporal experiences: inertia, acceleration, and disrupted rhythm at work. The findings suggest that different types of job boredom involve specific conditions that hamper the activation of individual capabilities and disrupt temporal experience accordingly. Research limitations/implications Extending the conceptualization of job boredom may enable better understanding of the variety of consequences often associated with the phenomenon. Practical implications It is also important for organizations to recognize that there are different types and various preconditions of job boredom in white-collar work, as it may have negative impacts on employee well-being and performance. Originality/value The results indicate that job boredom is a more nuanced phenomenon than earlier believed. By identifying job boredom in white-collar work as an experience with various forms and respective preconditions, this study expands our understanding of the phenomenon and its emergence.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:29:12Z
      DOI: 10.1108/PR-05-2015-0125
       
  • Work-family balance and cultural dimensions: from a developing nation
           perspective
    • Authors: Farveh Farivar, Roslyn Cameron, Mohsen Yaghoubi
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose This study examined the relationship between cultural dimensions and the roots of work-family balance issues in a developing non-western cultural context. Drawing upon Hofstede’s cultural dimensions, the study suggests national cultural dimensions can shape the roots of work-family balance Design/methodology/approach A survey was distributed among employees of twelve companies operating in the health industry. The survey collected both quantitative and qualitative data through two separate approaches: 7-point Likert scales and open-ended questions. The data was analyzed via thematic exploratory analysis and fuzzy-set qualitative comparative analysis. Findings The quantitative data confirms the extant literature in relation to the negative effects of moonlighting, economic hardship and the absence of a comprehensive work-family balance strategy on employee work-family balance. The qualitative data proposes a new variable, weak social interaction, which becomes the most important roots of work-family imbalance at both work and family domain. Practical implications The present study suggests certain cultural dimensions such as high power distance hinders social interactions in the work and family domains, thereby increasing levels of work conflict, family conflict, and stress. Findings suggest organizations, especially multinationals, need to be cognizant of the role of cultural dimensions on human resource management practices related to work-family balance. Originality/value Very little literature addresses the impact of Hofstede’s cultural dimensions on work-family balance issues. The present study has contributed to the existing body of literature by introducing a new variable (weak social interaction) as an antecedent of work-family imbalance. Further, the study is the first in Iran that has collected qualitative data to investigate work-family balance issues.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:28:53Z
      DOI: 10.1108/PR-09-2014-0196
       
  • HRM in healthcare: the role of work engagement
    • Authors: Amanda Shantz, Kerstin Alfes, Lilith Arevshatian
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose Due to increasing cost pressures, and the necessity to ensure high quality patient care while maintaining a safe environment for patients and staff, interest in the capacity for HRM practices to make a difference has piqued the attention of healthcare professionals. The purpose of this study is to present and test a model whereby engagement mediates the relationship between four HRM practices and quality of care and safety in two different occupational groups in healthcare, namely, nurses and administrative support workers. Design/methodology/approach Structural equation modelling was used to analyze questionnaire data collected by the National Health Service in the United Kingdom as part of their 2011 Staff Survey (n=69,018). We tested the hypotheses for nurses and administrative support workers separately. Findings Training, participation in decision-making, opportunities for development, and communication were positively related to quality of care and safety via work engagement. The strength of the relationships was conditional on whether an employee was a nurse or administrative support worker. Originality/value This is the first paper to examine the mediating role of engagement on the relationship between four relevant HRM practices in the healthcare context, and outcomes important to healthcare practitioners. We also add value to the HRM literature by being among the first to use the Job Demands Resources Model to explain the impact of HRM practices on performance outcomes. Moreover, we provide insight into how HRM practices affect outcomes in the world’s largest publicly funded healthcare service.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:28:47Z
      DOI: 10.1108/PR-09-2014-0203
       
  • High performance work systems, employee well-being, and job involvement:
           an empirical study
    • Authors: Liang-Chih Huang, David Ahlstrom, Amber Yun-Ping Lee, Shu-Yuan Chen, Meng-Jung Hsieh
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose Given the importance of High Performance Work Systems (HPWS) with respect to firm competitive advantage, this paper holds that the contribution of HPWS to the desired outcomes for organizations may depend significantly on employee job involvement. Underpinning the argument of happy workers being productive, this study proposes the critical mediator of employee well-being to explain the hypothesized cross-level relationship between HPWS and job involvement. Design/methodology/approach We distributed questionnaires to the target participants. Data collected from 451 employees and 50 HR managers/professionals of 50 firms in the three major industrial categories of manufacturing, finance and service in Taiwan Findings This study identifies the significance of employee well-being by incorporating the theories of planned behavior and positive psychology and provides empirical evidences for the cross-level influence of High Performance Work Systems and the hypothesized outcome variables on employee well-being and job involvement. Originality/value This study incorporates perspective of positive psychology as an important addition to research on SHRM and performance by highlighting employee well-being as a key mediator of SHRM and job involvement.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:27:49Z
      DOI: 10.1108/PR-09-2014-0201
       
  • Recovery after work experiences, employee well-being and intent to quit
    • Authors: Parbudyal Singh, Ronald Burke, Janet A. Boekhorst
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose A growing body of research suggests that psychological experiences related to recovery after work may reduce employee fatigue and exhaustion and improve well-being. In this study, we extend this literature by examining several correlates and consequences of four recovery experiences: psychological detachment, relaxation, mastery, and control. Design/methodology/approach Data were collected from 290 nursing staff working in hospitals using a questionnaire study and well-established measures. Hierarchical regression analyses were used to test the hypotheses. Findings The results suggest that the four recovery experiences were, with one exception, positively and significantly correlated. Personal demographic variables (e.g., work status and level of education) had relationships with the use of particular recovery experiences. Passion was positively related to the use of mastery and control, while work intensity was negatively associated with the use of psychological detachment and relaxation. The use of particular recovery experiences was generally associated with lower intentions to quit and positive indicators of psychological well-being. Research limitations/implications There are several implications for research and practice. Scholars can use the results to extend the theories such as the job demands-resources model, including the role of work intensity as job demands. At the organizational level, managers and leaders should consider supporting strategies that help employees recover after work. Originality/value This study extends the empirical research on recovery after work using some variables not previously used. The theory on recovery after work is also extended.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:27:33Z
      DOI: 10.1108/PR-07-2014-0154
       
  • The effect of employer’s moral obligation violation on
           survivor’s commitment: the mediating role of justice climate
    • Authors: Jin Feng Uen, Shu-Yuan Chen, Hsien-Chun Chen, Chih-Tang Lin
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose The purpose of this study was to investigate the cross-level relationship between moral obligation violation, overall justice climate and survivors’ commitment. Design/methodology/approach Data were obtained from 25 companies with 261 individual employees’ cases from three main industries in Taiwan. (n=25/261). Findings Organizations which have moral obligation violation during layoff would directly influence survivors’ perceptions of justice and further affect survivors’ level of affective commitment. Originality/value This is one of the first studies to provide evidence of the relationship between moral obligation violation, overall justice climate and survivors’ affective commitment. Additionally, most studies of survivors’ attitude and behavior are based on the third party perspective, this study is the first to argue that survivors are also affected by employers’ layoff as well as victims. The influence of layoff will lead to survivors’ subsequent attitude and behavior.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:27:31Z
      DOI: 10.1108/PR-09-2014-0200
       
  • Effectiveness of performance appraisal: developing a conceptual framework
           using competing values approach
    • Authors: Malik Ikramullah, Jan-Willem Van Prooijen, Muhammad Zahid Iqbal, Faqir Sajjad Ul-Hassan
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose The paper aims to develop a conceptual framework for the effectiveness of performance appraisal systems by using a competing values approach. Design/methodology/approach The review employs a three-step approach: First, the paper discusses the existing criteria to determine the effectiveness of performance appraisal systems, and presents criticisms of these criteria. Second, the paper reviews the literature on the competing values model of organizational effectiveness. Third, the paper integrates the performance appraisal system in the competing values model to develop a comprehensive framework for the effectiveness of performance appraisal systems. Findings A practical model is developed, taking into account the processes and procedures involved in performance appraisal systems. Originality/value The paper is designed to provide a guideline for managers to consider the effectiveness of a performance appraisal system. The paper suggests that assessing the effectiveness of a performance appraisal system on any single criterion ignores various important aspects of the system. Moreover, the effectiveness of a performance appraisal system should be based on the values and preferences of all major stakeholders of the system, i.e., appraisers, appraisees and the organization.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:27:02Z
      DOI: 10.1108/PR-07-2014-0164
       
  • The role of privacy invasion and fairness in understanding job applicant
           
    • Authors: Khaldoun I Ababneh, Mohammed A. Al-Waqfi
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose Building on organizational justice and privacy literatures, this paper proposes and tests a model capturing the impacts of potentially inappropriate/discriminatory interview questions on job applicant perceptions and behavioral intentions in a developing economy context with a multicultural workforce. Design/methodology/approach An experimental design using senior undergraduate students (N = 221) seeking or about to seek jobs in the United Arab Emirates (UAE) was used to examine interviewees’ reactions to inappropriate/discriminatory interview questions. A questionnaire was used to collect the data. Structural equation modeling (SEM) and bootstrapping were used for data analysis and hypothesis testing. Findings This study demonstrates that inappropriate/discriminatory interview questions influence privacy invasion perceptions, which in turn influence job applicants’ fairness perceptions and behavioral intentions. This study also demonstrates that privacy invasion perceptions fully mediate the effect of inappropriate/discriminatory employment interview questions on fairness perceptions. Moreover, our findings show that privacy invasion directly and indirectly, via fairness perceptions, influence litigation intentions. On the other hand, findings of this study indicate that privacy invasion influence organizational attractiveness and recommendation intentions only indirectly, via fairness perceptions. Originality/value This is the first study to examine the impact of inappropriate/discriminatory interview questions on applicant reactions in a developing economy context with social, cultural, and legal environment that is different from those prevailing in developed Western societies. This study demonstrates that privacy invasion is an important mechanism to understand job applicant reactions to inappropriate interview questions.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:26:50Z
      DOI: 10.1108/PR-11-2014-0264
       
  • Strategic implications of HR role management in a dynamic environment
    • Authors: Cathy Robyn Sheehan, Helen DeCieri, Brian Cooper, Tracey Shea
      Abstract: Personnel Review, Volume 45, Issue 2, March 2016.
      Purpose The aims of the study are to consider the impact of HR role overload and HR role conflict on the HR function’s involvement in strategic decision-making and to examine whether conditions of environmental dynamism moderate the impact of HR role conflict and HR role overload in that relationship. Design/methodology/approach We collected data from two sources, senior HR and top management team (TMT) executives. A total of 180 HR executives and 109 TMT members completed the survey. In all, 102 organisations were included in the sample with matched HR executive and TMT responses. Findings Results did not support hypothesised negative relationships between HR role management and involvement in strategic decision-making but did establish the moderating effect of environmental dynamism, such that these associations were more negative at higher levels of dynamism. Research limitations/implications The cross-sectional nature of the study precludes making inferences about causality and would need to be replicated with a longitudinal design before stronger inferences could be drawn with regard to the relationships between the variables. A strength of the study however is the use of two sources of data to address the issue of common method variance. Practical implications The research has implications for the potential value that HR provides in dynamic environments and the risk that HR role conflict and overload pose to the contribution that HR can make during these periods. Originality/value The research shifts the focus away from the definition of HR roles to considering how these roles are enacted and kept in balance.
      Citation: Personnel Review
      PubDate: 2016-01-23T12:26:46Z
      DOI: 10.1108/PR-04-2014-0071
       
  • List of reviewers
    • Abstract: Personnel Review, Volume 45, Issue 1, February 2016.

      Citation: Personnel Review
      PubDate: 2016-01-15T08:53:53Z
      DOI: 10.1108/PR-02-2016-301
       
  • “Voice and Involvement at Work” including six lessons learned
           from “Experience with Non-Union Representation”
    • Pages: 201 - 204
      Abstract: Personnel Review, Volume 45, Issue 1, Page 201-204, February 2016.

      Citation: Personnel Review
      PubDate: 2016-01-15T08:55:02Z
      DOI: 10.1108/PR-08-2015-0210
       
  • For Ethnography
    • Pages: 204 - 205
      Abstract: Personnel Review, Volume 45, Issue 1, Page 204-205, February 2016.

      Citation: Personnel Review
      PubDate: 2016-01-15T08:55:09Z
      DOI: 10.1108/PR-08-2015-0211
       
  • Personnel Review: New Paths, Future Directions
    • Authors: Nelarine Cornelius, Eric Pezet
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.

      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:33Z
      DOI: 10.1108/PR-11-2015-0300
       
  • Exploring employees’ responses to unmet job expectations: the
           moderating role of future job expectations and efficacy beliefs
    • Authors: Ceyda Maden, Hakan Ozcelik, Gaye Karacay
      First page: 4
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose This paper aims to analyze the moderating roles of future job expectations and efficacy beliefs in employees’ responses to unmet job expectations, i.e. emotional exhaustion, job satisfaction, and turnover intention. It also investigates whether and how work experience influences the interactive effects of unmet job expectations and efficacy beliefs on employees’ responses. Design/methodology/approach Data were collected from 227 employees from a wide range of sectors. Hierarchical multiple regression analyses were used to test the hypotheses. Findings The results showed that the relationships between unmet job expectations and emotional exhaustion and job satisfaction were stronger for employees with more positive future job expectations. In addition, efficacy beliefs moderated the relationship between unmet job expectations and turnover intention. For employees with more work experience, efficacy beliefs had a stronger moderating role in the relationship between unmet job expectations and the employees’ responses. Research limitations/implications The common method variance might have inflated main effects at the expense of interaction effects. This study contributes to our understanding about the job expectations literature by demonstrating how individual-level factors moderate employees’ responses to unmet expectations. Practical implications The results suggest that organizations need to manage their employees’ future job expectations, especially when these employees have higher levels of self-efficacy and work experience. Originality/value This study is one of the first attempts to empirically explore how employees differ in their responses to unmet job expectations.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:32Z
      DOI: 10.1108/PR-07-2014-0156
       
  • Perceptions of time at work: why the clock ticks differently for men and
           women when they are not working at work
    • Authors: Aristides Ferreira, Joana Diniz Esteves
      First page: 29
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose Activities such as making personal phone calls, surfing on the Internet, booking personal appointments or chatting with colleagues may or may not deviate attentions from work. With this in mind, this study proposes to examine gender differences and motivations behind personal activities employees do at work, as well as individuals' perception of the time they spend doing these activities. Design/methodology/approach Data was obtained from 35 individuals (Mage = 37.06 years; SD = 7.80) from a Portuguese Information Technology company through an ethnographic method including a five-day non-participant direct observation (N = 175 observations) and a questionnaire with open-ended questions. . Findings Results revealed that during a five-working-day period of eight-hours per day, individuals spent around 58 minutes doing personal activities. During this time, individuals engaged mainly in socializing through conversation, Internet use, smoking and taking coffee breaks. Results revealed that employees did not perceive the time they spent on non-work realted activities accurately, as the values of these perceptions were lower than the actual time. Moreover, through HLM, our findings showed that the time spent on conversation and Internet use was moderated by the relationship between gender and the leisure vs. home-related motivations associated with each personal activity developed at work. Originality/value This study contributes to the literature on human resource management because it reveals how employees often perceive the time they spend on non-work related activities performed at work innaccurately. This study highlights the importance of including individual motivations when studying gender differences and personal activities performed at work. The current research discusses implications for practitioners and outlines suggestions for future studies.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:47Z
      DOI: 10.1108/PR-02-2014-0033
       
  • Tribe and village in African organizations and business
    • Authors: Simon Ulrik Kragh
      First page: 51
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose The paper aims to show that organizational behaviour and business relations in African countries reflect preindustrial social norms typical of kinship based, rural communities such as in-group/out-group differentiation, reliance on kinship and the use of gift exchange to create and strengthen social bonds. Design/methodology/approach Two books on African management are interpreted using anthropological and and sociological theory as the analytical perspective. Findings The analysis of the two works suggests that the preindustrial patterns described in the anthropological literature play a central role in African management and business. Practical implications The paper concludes that manager should recognize the negative effects that may follow from a rejection of these socio-cultural patterns of behaviour. Originality/value It introduces Marshall Sahlins' theory of social distance and reciprocity showing how this theory explains behaviours in and between African organizations.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:49Z
      DOI: 10.1108/PR-08-2012-0140
       
  • Publishing personal information online: how employers’ access,
           observe and utilise social networking sites within selection procedures
    • Authors: Janneke Ariela Hoek, Paula O'Kane, Martin McCracken
      First page: 67
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose This study examines employers’ use of Social Networking Sites (SNSs) within employee selection. Design/methodology/approach In-depth interviews were conducted with 15 organisations to gain an understanding of how they accessed, observed and utilised data from SNSs in their selection procedures, as well as gaining an insight into employers’ perceptions of candidate privacy and discrimination.n Findings SNS profiles were either accessed as part of an organisation’s official selection process, through integrating internet screening as part of the formal process and obtaining candidate permission, or through covert (without consent) observation. Facebook was primarily used to identify a candidate’s organisation fit and make assessment of their soft skills, whereas LinkedIn distinguished their professional attributes and their job fit. Problems were associated with the extent to which SNS were reflective of the person and whether a candidate’s personal life reflected their work persona. Respondents focussed more upon the legality, rather than the ethics, of accessing “private” information via SNSs Research limitations/implications Further research is needed to consider the content and predictive validity of SNSs as a selection tool before their utility can be ascertained. Practical implications Organisations should have a clear goal when utilising SNSs, be aware of the value of the information and consider how it compliments other selection tools. Selectors should have integrity throughout the selection process, view SNSs as a support tool and use their common sense. Originality/value e in-depth nature of this research enabled us to understand how and why organisations are currently utilising SNSs within selection.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:46Z
      DOI: 10.1108/PR-05-2014-0099
       
  • Employer’s investments in hospital workers’ employability and
           employment opportunities
    • Authors: Jasmijn van Harten, Eva Knies, Peter Leisink
      First page: 84
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose The purpose of this paper is to examine the relationship between employer’s investments (through job characteristics and managerial support) and employees’ employment opportunities, with employability, conceptualized as perceived up-to-date expertise and willingness to change, as a mediating variable. Design/methodology/approach Hypotheses are tested using structural equation modeling on survey data collected from 1626 employees of three Dutch hospitals. Findings Consistent with the hypotheses, the results indicate that job characteristics and managerial support are indirectly related to employees’ beliefs on employment opportunities, with the relationship mediated by up-to-date expertise and willingness to change. Further, managerial support is directly related to employees’ employment opportunities. Practical implications This paper shows that employers, by providing an attractive and challenging job in combination with adequate supervisory support, can enhance their employees’ employability and employment opportunities. Originality/value This paper contributes to the literature by elaborating a consistent conceptualization and measurement of employability, by incorporating as antecedents both job characteristics and managerial support, and by examining to what extent employability mediates between these antecedents and employment opportunities. Previous studies refer to the same definition of employability but conceptualize this in different ways, and focus on either job characteristics or managerial support, and so fail to provide a systematic and comprehensive examination.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:28Z
      DOI: 10.1108/PR-05-2014-0115
       
  • Does a balanced gender ratio improve performance? The case of Spanish
           banks (1999-2010)
    • First page: 103
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose This paper attempts to identify the dynamics of the gender diversity-to-performance relationship in the Spanish Banking sector in the period 1999-2010. Specifically we try to study how different proportions of men and women in banking institutions lead to different levels of Return on Assets and sales productivity. Design/methodology/approach We use conventional panel data methods to find an optimal mix of males and females which leads to higher levels of financial results. With the aim of controlling unobserved heterogeneity, equations are estimated using the random effects model. Findings Our findings show that the proportion of women in the workforce does not affect productivity but significantly explains ROA. In addition low-moderated levels (27%) of women in technical positions optimize ROA. Originality/value This research empirically explores the business case for gender diversity going beyond the upper echelons of organizations. We also study how the technical qualification of employees can determine the optimal proportion of gender groups
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:50Z
      DOI: 10.1108/PR-07-2014-0143
       
  • The effect of management and employee perspectives of high-performance
           work systems on employees’ discretionary behaviour
    • Authors: Unai Elorza, Christopher Harris, Aitor Aritzeta, Nekane Balluerka
      First page: 121
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose This study aims to understand how management and employee perspectives of high-performance work systems (HPWS) relate to employee discretionary behaviour. In addition, the paper examines to what extent the relationship between employees’ perception of the HPWS and discretionary behaviour varies among different organizations/groups. Design/methodology/approach Two samples were used in the study. The first sample included data from 51 managers and 1023 employees from 26 manufacturing companies. The second sample included 52 managers and 6382 employees from 42 manufacturing companies. Findings The study shows that employee rated HPWS mediates the relationship between management rated HPWS and individual level discretionary behaviour. Moreover, results showed that the effect of employee rated HPWS on discretionary behaviour varies among different organizations/groups. Practical implications Results show that employee perceptions of the HPWS more strongly predict employees’ discretionary behaviour than management rated HPWS. Moreover, it shows that employees’ perceptions of the same HPWS, but operating in different organizational contexts exhibit different levels of discretionary behaviour. Originality/value The study differentiates between management and employee perspectives of the HPWS. It also examines the variability of the relationship between HPWS and discretionary behaviour. Multilevel structural equation modelling is used to test the hypotheses.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:30Z
      DOI: 10.1108/PR-07-2014-0167
       
  • Dissemination of talent management in Germany: myth, facade or economic
           necessity?
    • First page: 142
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose Although talent management is increasingly being discussed by academics and practitioners, there are very few empirical studies to date concerning its dissemination and configuration in German companies. This paper reduces this research deficit . Design/methodology/approach In order to analyze the (causes of) the dissemination, configuration and influence factors of talent management in Germany, we collected data in two survey waves via an online survey. The sample consists of 313 completed questionnaires. The average size of the companies is 25,619 employees (median: 2,000 employees; spread 1 to 609,000). We analyze the data in different steps using a factor analysis, a regression analysis and a cluster analysis. Findings The paper provides evidence of the dissemination and configuration of talent management in Germany, as well as the reasons for its introduction in Germany. It also contributes to the (empirical) analysis of talent management and to the study of the dissemination of (human resource) management concepts. We find evidence that some companies in Germany have implemented talent management as a facade, while others have done so out of economic necessity. Originality/value Our analysis represents one of the first scientific studies in German-speaking countries that focuses on talent management configuration, the causes of its dissemination and the characteristics of companies using it. In combination with the current study of Festing et al. (2013) it draws an extensive picture of talent management in Germany.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:29Z
      DOI: 10.1108/PR-08-2014-0174
       
  • Factors influencing job performance of nursing staff: mediating role of
           affective commitment
    • Authors: JYOTI SHARMA, Rajib Lochan Dhar
      First page: 161
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose This study examined the factors that influence the affective commitment of nursing staff and its subsequent impact on their job performance. Design/methodology/approach A survey based study was performed among 349 nursing staff working in Uttarakhand, randomly selected from six public health care institutes, using a well-established questionnaire. Structural equation modeling was applied to study the mediating effect of affective commitment and its correlation with the constructs used in research. Findings The findings of the study revealed that the level of burnout is significantly higher among the nursing staff and had an inverse relation with affective commitment. Further, perceived organizational support and procedural justice showed a positive relation with affective commitment in contrast to burnout. Moreover, affective commitment had a strong impact on job performance of the nursing staff, indicated by direct relation with a value of 0.70 Research limitations/implications The findings contribute by recognizing the various factors affecting the performance of nursing staff specifically in developing country like India. Limited in geographical area, industry and a self-rated questionnaire are some of the limitations of the present study. Practical implications To conclude, this study revealed the vital significance of factors affecting the job performance of nursing staff through affective commitment. Based on the findings, healthcare institutions need to reduce the level of burnout, create and enhance a supportive and fair working environment to enhance the level of affective commitment and consequently the job performance of the nursing staff. Originality/value This study has extended the existing literature by identifying the mediating role of affective commitment on factors affecting job performance of nursing staff specifically in the Indian context.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:34Z
      DOI: 10.1108/PR-01-2014-0007
       
  • Job satisfaction: how crucial is participative decision making?
    • Authors: Gail Pacheco, Don Webber
      First page: 183
      Abstract: Personnel Review, Volume 45, Issue 1, February 2016.
      Purpose This paper empirically examines the role of perceived ability to participate in decision making in the workplace, with respect to job satisfaction. Design/methodology/approach Data from the 4th wave of the European Value Survey, is utilised, and a bivariate probit model is employed to account for unobserved heterogeneity. Findings Empirical analysis comparing univariate and bivariate probit models reveals that the results from the former are negatively biased; potentially indicating that prior research may have underestimated the impact of participative decision making on job satisfaction. Additionally, it appears clear that the magnitude of the marginal effects for both socio-demographic and work characteristics do not differ when comparing workers with above and below average participation. More importantly, we find a substantial negative marginal effect of below average participation on job satisfaction (close to three times the magnitude of the next largest marginal effect estimated in the model), indicating how crucial it is for employers to actively pursue programmes that enhance participative decision making. Originality/value This study contributes to the growing literature aimed at understanding drivers of satisfaction in the workplace. Adding to the scant empirical investigation of the influence of participative decision making on job satisfaction, we find strong evidence of a direct and positive impact, which is further amplified after controlling for unobserved heterogeneity.
      Citation: Personnel Review
      PubDate: 2015-12-18T12:42:35Z
      DOI: 10.1108/PR-04-2014-0088
       
 
 
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