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Publisher: Emerald   (Total: 312 journals)

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Journal Cover Personnel Review
  [SJR: 0.876]   [H-I: 36]   [11 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [312 journals]
  • Emotional intelligence as a buffer of occupational stress
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose The purpose of this paper is to examine the role of emotional intelligence (EI) as a buffer to job stressors on employee adjustment. Design/methodology/approach Based on the Job Demands Resources Model, this study examined 306 nurses in the healthcare sector to test a model of job stressors, EI, and their interactions nursing adjustment outcomes (i.e., job satisfaction and psychological health). The hypothesized model predicted that higher trait emotional intelligence would act as a buffer to the potential negative effects of stressors on employee adjustment. Two-way moderated hierarchical multiple regression analyses was used to test the model in addition to interaction effects. Findings The results of this study revealed mixed results in terms of the expected main effects of EI and the five significant moderating effects. While some interactions support a buffering hypothesis; contrary to expectations, a buffering effect was also found for those with low EI. Research limitations/implications The findings enable a better understanding how EI moderates the effects of stressors on important work outcomes in healthcare. Additionally, the implications from this study allows healthcare administrators and managers to improve staffing and work outcomes through identifying and selecting staff who are characterised by higher trait EI or alternatively, train staff in self-awareness and dealing with emotional behaviours. Practical implications HR managers could focus on selecting staff, who possessed higher trait EI for roles where overload and ambiguity are endemic to the job performed. Training could also be used to enhance EI among managers to focus on self-awareness and dealing with emotional behaviors. Originality/value This study makes several contributions to understanding how EI moderates the relationships between work stressors and workplace adjustment and wellbeing.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:35:06Z
      DOI: 10.1108/PR-11-2014-0271
       
  • Psycho-social work dependency: a dualistic model and profile
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose Many people feel a connection to their work that could best be described as a dependency, due to its intensity and importance to their overall self-concept. It is likely that psychological and social needs play a profound role in the connection people feel to their work; however, the explanatory power of these factors has been neglected in the literature, particularly with regard to cultural perspectives. Design/methodology/approach To address this deficiency, the authors propose a profile multidimensional construct referred to as psycho-social work dependency, drawing on the Mandala Model of Self (Hwang, 2011) and the Chinese Composite Self (Lu, 2003). We also developed a psychometrically sound 16-item questionnaire, the Psycho-social Work Dependency Scale, to measure this construct. A total of 1,314 valid questionnaires were obtained from employees in Taiwan to verify the reliability and validity of the instrument. Cross-validation was conducted using an independent sample of 278 valid questionnaires. Findings The results indicate good reliability and validity. What follows is a discussion of four types of psycho-social work dependency: strong, loose, direct, and indirect. Implications and suggestions for future research are also presented. Originality/value A cultural-inclusive construct─psycho-social work dependency was developed to best delineate the connections between Chinese employees and their work. This study expounded the definition, structure, measurement scale, and profile of psycho-social work dependency. These results could help OB researchers and practitioners to know more about the connections between employees and their work, especially for Chinese workers. This new construct may also stir up more studies to investigate the role of psycho-social work dependency in the workplace.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:35:04Z
      DOI: 10.1108/PR-10-2013-0173
       
  • Choosing performance measures for incentive compensation: experimental
           evidence
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose The purpose of this paper is to explain how two task characteristics and two individual differences influence which heuristics individuals use, and as a results explain their decision performance when choosing Performance Measures (PMs) for incentive compensation. Design/methodology/approach Seventysix MS Accounting students volunteered to participate in an experiment. A between-subjects experimental design was used to test the hypotheses. Findings The experimental evidence suggests that individuals, while using high-complexity heuristics, can chose an incorrect PM when PM attribute conflict is present and the difference between PM attribute differences is small. Individuals with high goal commitment are more likely to make the correct choice than individuals with low goal commitment, because they focus more on the PMs’ goal congruence than on the PMs’ noise when making tradeoffs between the conflicting PMs’ attributes. Research limitations/implications The social context can stimulate individuals’ empathic concern and/or goal commitment and thus explain individuals’ performance when PM attribute conflict is present and the difference between PM attribute differences is small. Practical implications The results of this study are important to those responsible for designing incentive systems give greater importance to considering not just congruency attributes in PM but precision attributes as well. Originality/value This paper develops predictions and provides experimental evidence on two task characteristics that influence individuals’ use of heuristics when choosing PMs for incentive compensation. In addition, it provides evidence that individual differences can affect individuals’ PM choice performance when tradeoffs between PMs’ congruity and precision are required.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:35:02Z
      DOI: 10.1108/PR-12-2014-0287
       
  • Structural determinants of psychological well-being for knowledge workers
           in South Korea
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose Employee well-being has been an under-researched area in the field of human resources and organizational behavior. This study investigates personal (learning goal orientation: LGO), contextual (empowering leadership), and job-related (psychological empowerment) antecedents of psychological well-being (PWB). Design/methodology/approach Individual perceptions of knowledge workers in nine Korean consulting firms in South Korea were obtained using a cross-sectional survey. Human resource managers distributed paper versions of a survey questionnaire to 400 employees, and 334 usable questionnaires were collected, giving us a final response rate of 83.5%. Findings As a result of structural equation modeling analysis, the level of employees’ psychological empowerment turned out to partially mediate the relationship between LGO and PWB, while fully mediating the relationship between empowering leadership and PWB. LGO and perceived empowering leadership accounted for 54% of the variance in psychological empowerment and the three antecedents explained 47% of the variance in PWB. Research limitations/implications This study relied on a cross-sectional survey method with potential common method bias. As a result of the single-factor test, however, it is unlikely to confound the interpretations of the results. Another limitation of this study is that the sample of this study was restricted to knowledge workers with relatively high cognitive ability since they were mostly junior male managers with four-year college or graduate degrees. Practical implications To enhance perceived empowerment and PWB, HR and OD practitioners can support employees and their managers by providing relevant HR practices and services including developing supportive empowering leaders with effective coaching skills, hiring and developing employees with higher LGO, and redesigning jobs for employees so they feel more empowered. Originality/value This study linked four emerging subjects in management and positive psychology: goal orientation, empowering leadership, psychological empowerment, and well-being research. The theoretical contribution of this study lies in that it is one of the first attempts to investigate the relationships among LGO, psychological empowerment, and PWB specifically for knowledge workers in South Korea.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:35:00Z
      DOI: 10.1108/PR-01-2015-0011
       
  • Recruitment process outsourcing: a case study in Malaysia
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose The purpose of this study is to provide insights into the conduct of Recruitment Process Outsourcing (RPO), based on a real-life case study of one company in Malaysia. The paper analyses the company’s process of recruitment outsourcing from beginning to end, in three sections: RPO decision, RPO implementation and RPO outcome. Design/methodology/approach The case study was carried out through semi-structured interviews with relevant respondents, including the Country HR Manager, the HR staff and Operation Managers in the organisation, plus with the RPO provider. Findings The key findings, from a theoretical and academic viewpoint, are that RPO decisions and implementation cannot be fully or properly explained by one theory, but are better explained by integrating Transaction Cost Economics, the Resource-Based View and the Agency Theory. The study also highlights the importance of involving end-users in the RPO process. Research limitations/implications While this single case study gives a clear, in-depth insight into the issues in this particular instance, future research extending to a wider range of organisations would serve to expand the findings and provide more generalizable results. Practical implications Practitioners and service providers should be able to draw valuable lessons from the experience of Tech-solution, particularly from the different perceptions and levels of satisfaction about the service provider’s performance between internal HR and the internal end-users (Operation Managers). Originality/value This paper provides a specific and detailed analysis of RPO implementation in practice. It also addresses the call for more RPO outsourcing-specific research in the extant literature.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:37Z
      DOI: 10.1108/PR-10-2012-0172
       
  • Do all Chinese employees have the same cultural values? An exploratory
           investigation on differences in Chinese cultural values among state-,
           privately-, and US-owned firms
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose Using Hofstede’s cultural value model, this study investigates how Chinese employees’ cultural values differ according to firm ownership type such as state-, privately-, and US-owned firms. Design/methodology/approach Data were collected from 367 Chinese employees working at firms located in Beijing. Findings Results showed that while Chinese employees in state-owned firms scored the highest in collectivism, those working at privately- and US-owned firms scored higher for individualism. The score for long-term orientation was also higher in state-owned firms than in privately- and US-owned firms. However, contrary to our expectation, the scores for Chinese employees for power distance in state-owned firms were lower than in the others, while the scores for masculinity in state-owned firms were higher than for the others. Chinese employees in all three types of firms showed lower scores than reported in previous studies for uncertainty avoidance. Practical implications This study contributes to a deepened understanding of how the cultural values of Chinese employees differ depending on firms’ ownership types, with significant implications for managers, who do business in China as they seek to establish management practices more closely aligned with the cultural values of Chinese employees. Originality/value This study may be the first attempt to examine how Chinese cultural values differ according to various ownership types. It suggests that Chinese employees at privately- and US-owned firms have different cultural values from employees at state-owned firms, even though all three groups of employees are Chinese.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:36Z
      DOI: 10.1108/PR-10-2014-0246
       
  • Managerial tactics for communicating negative performance feedback
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose Delivering negative feedback to employees is highly problematic for managers. Negative feedback is important in generating improvements in employee performance, but likely to generate adverse employee reactions. However, if managers do not address poor performance, good performers may become demoralized or exit the organization. We investigate how managers communicate negative feedback and the factors that drive their choice of tactic. Design/methodology/approach We use interview data from practicing line managers with experience in delivering negative feedback to learn whether their tactic choices are consistent with Implicit (“best practice”) or Contingency (“best fit”) theory. Findings We identify five negative feedback tactics: evidence, emotive and communication tactics are foundation tactics while evidence+communication and evidence+emotive tactics are bundles of the foundation tactics. Managers apply a “best fit” approach from a set of “best practice” negative feedback options. The choice of negative feedback tactic is driven by the manager’s assessment of the “best fit” with the employee’s personality. Research limitations/implications Most of our managers believed that their negative feedback tactic had been effective. Future researchers should investigate which negative feedback tactics employees regard as most effective. Practical implications A best fit approach to the delivery of negative feedback requires organisations to give managers discretion in the delivery of negative feedback. Managers may mis-assess fit which can undermine the effectiveness of the appraisal process. Originality/value We focus on how negative feedback is communicated by managers. Existing research focuses on reactions to negative feedback without taking into account how it is delivered.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:35Z
      DOI: 10.1108/PR-10-2014-0242
       
  • Influences of cultural orientations on Emirati women’s careers
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose The purpose of this qualitative study was to explore how cultural orientations influence Emirati women’s career development. Drawing on the cultural theories of Hofstede (1980, 2001) and House et al., (2004), we investigated the cultural orientations of a sample of 19 women in the United Arab Emirates. Design/methodology/approach In-depth interviews were conducted to collect life history data about women’s early lives, education and employment. Findings The findings identify three themes that influenced the participant’s careers: family influence on careers; individual level attitudes towards education for careers; workplace career development. Research limitations/implications Limited by the small sample of 19 female national participants that implies further international study is required to extend this research. Practical implications The business application is that social values, beliefs and norms can be leveraged for women’s career success. Originality/value Our study makes a unique theoretical contribution in a model that shows; cultural dimensions are interrelated; cultural values and practices are interdependent; cultural orientations vary between women and men.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:33Z
      DOI: 10.1108/PR-08-2014-0187
       
  • Networking behavior: from goal orientation to promotability
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose Networking behaviors assist individuals in doing their jobs better and advancing their careers. However, most research emphasizes the effects of job characteristics on networking behaviors, neglecting the effects of individual differences in goal orientations. Moreover, few studies investigate the prospective evaluation of promotability and the mediating effect of networking behavior on the relationship between goal orientation and promotability. Thus, this study’s aim is to clarify the nomological network and to expand the domain of networking behavior by identifying networking as career- and community-based networking behaviors and by examining the differential relationships among goal orientation, networking behaviors, and promotability. Design/methodology/approach This study surveyed and collected data from 160 financial employees and 103 supervisors working at branches of a large bank in Taiwan. Questionnaires addressing both networking behavior and goal orientation were distributed to employees, and one week later their supervisors were sent another survey about employees’ promotability evaluations. Findings Learning goal orientation was positively related to both career- and community-based networking behaviors. Performance goal orientation was also positively related to career-based networking behaviors, but negatively related to community-based networking behaviors. Career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, were found to be positively related to promotability. Results also show that career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, mediated the relationship between goal orientation and promotability. Research limitations/implications This study addresses the importance of distinguishing between networking behaviors as career-based and networking behaviors as community-based and shows that these two sets of networking behaviors arise from different goal orientations and have differential effects on supervisory evaluation of promotability. Practical implications By linking networking behavior with promotability, this study helps managers understand how employees’ enactment of specific networking behaviors can facilitate both the employees’ career development and the employees’ placement in important organizational positions. Originality/value This study fulfills an identified need to understand the nomological network of networking behavior.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:32Z
      DOI: 10.1108/PR-03-2014-0062
       
  • Staying and performing: how human resource management practices increase
           job embeddedness and performance
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose This paper empirically examined the effect of human resource management (HRM) practices on employees’ organizational job embeddedness and job performance. Following the ability-motivation-opportunity (AMO) model of HRM, we predicted that ability-, motivation-, and opportunity-enhancing HRM practices would relate to fit, links and sacrifice components of job embeddedness, with these components mediating the relationship between HRM and employee job performance. Design/methodology/approach Data were collected from a matched sample of 197 Chinese state-own firm employees and their supervisors. Multiple mediation test was used to test direct and mediating effects. Findings Results indicated that HRM practices contribute to the creation and development of embeddedness, and the improvement of job performance. The job embeddedness components of fit, links and sacrifice were found to mediate the HRM-job performance relationship. The results suggest that organizations can proactively enhance both embeddedness and employee performance through implementing appropriate HRM practices. Research limitations/implications While this study makes a contribution to our understanding of the relationship between HRM practices, employees’ organisational job embeddedness, we collected most of our data during one time period. Originality/value Directly addressing these theoretical and methodological issues, our study makes two key contributions to the HRM and job embeddedness literatures. First, we found that the HR practices will directly influence employees’ job embeddedness. Second, we extend the scope of the AMO framework of HR by proposing that job embeddedness dimensions as important mediators in the HRM–job performance relationship.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:30Z
      DOI: 10.1108/PR-09-2014-0194
       
  • A theoretical classification system of helping behavior and helping
           motives
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose We develop a classification system of helping behavior using the recipient’s solicitation and the helper’s proactiveness. Additionally, we explore helping motives for each of the forms of helping behavior that we identify. Design/methodology/approach We examined relevant research and performed a theoretical analysis. Findings We classified helping behavior into three distinct forms, including unsolicited proactive helping behavior, unsolicited reactive helping behavior, and solicited reactive helping behavior. Additionally, we claim that unsolicited proactive helping behavior is an outcome of personality and dispositions, that unsolicited reactive helping behavior is a process of social and instrumental exchange, and that solicited reactive helping behavior is a product of functional motives. Practical implications First, from the perspective of organizational justice, we recommend managers to take the form of helping behavior exhibited into consideration when evaluating employees’ helping behavior because certain forms of helping behavior require greater degrees of cooperation and sacrifices from the helper than other forms. Second, because employees who engage in high levels of unsolicited proactive helping behavior are likely to experience interrole conflict, we suggest that managers provide counseling and managerial support that help cope with emotional and psychological strain created by excessive role demands. Finally, findings of this study imply that managers need to create a workplace culture where employees can feel comfortable to solicit help when necessary. Originality/value This is the first study that classifies helping behavior and helping motives using both of the helper and recipient’s perspectives.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:29Z
      DOI: 10.1108/PR-03-2015-0076
       
  • ‘Unwanted’ and ‘bad’, but not
           ‘sexual’: non-labelling of sexual harassment by Sri Lankan
           working women
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose As prior research has indicated, women who experience behaviors that fall under the accepted definitions of sexual harassment, do not label, acknowledge, or claim these behaviors as such. This article explores an alternative explanation for this non-labeling by arguing that apprehension in expressing sexuality, stemming from apparent subjugation of sex and sexuality by society, posited in a culturally value laden backdrop, leads to Sri Lankan women not labeling or acknowledging sexual harassment. Design/methodology/approach Employing grounded theory, in-depth, one-on-one interviews were conducted with 40 working women. Findings It was revealed that social construction of gender and sexuality in Sri Lankan society, with its instilled moralistic beliefs and norms such as respectability, sexual innocence, chastity, and purity among women suppress and govern their sexuality in the workplace. The resultant self-surveillance and self-discipline lead to women evading expressing and using vocabulary denoting sexuality- including the term ‘sexual harassment’ - mainly for fear of social censorship, self blame, and victim blame. Practical implications The study shows how policies and procedures of sexual harassment must heed the gendered everyday realities of women in workplaces and questions the capacity and utilization of these laws and policies that employ the label ‘sexual’ in addressing the issue. Originality/value This paper advances knowledge on sexual harassment by providing new insights on how cultural values and norms leading to social construction of gender and sexuality play an important role in non-labeling of sexual harassment. Moving further, this paper illustrates how Foucault’s treatise of ‘sexuality and power’, and ‘social construction of reality’ can be employed to theorize non-labeling
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:29Z
      DOI: 10.1108/PR-09-2014-0195
       
  • Labor supply and productivity responses to non-salary benefits: do they
           work? If so, at what level do they work best?
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose This study explores the impact of a particular low marginal-cost employee benefit on employees’ intended retention and performance. By utilizing a unique data set constructed by surveying full-time faculty and staff members at a public university in the United States, we study the impact of this employee benefit on faculty and staff performance and retention. Design/methodology/approach We focus on the impact of reduction in dependent college tuition at various levels on employees’ intentions to work harder and stay at their current job by using both OLS and Ordered Probit models. We also simulate the direct opportunity cost (reduction in revenue) in dollars and as a percent of total budgeted revenue to facilitate administrative decision making. Findings The results provide evidence that for institutions where employee retention and productivity are a priority, maximizing or offering dependent college tuition waiver may be a relatively low-cost benefit to increase retention and productivity. In addition, the amount of the tuition waiver, number of dependents and annual salary are statistically significant predictors of intended increased productivity and intent to stay employed at the current institution. Originality/value Employee retention and productivity is a challenge for all organizations. Although pay, benefits, and organizational culture tend to be key indicators of job satisfaction, little attention is given to specific types of benefits. This study is the first comprehensive attempt to explore the relationship between the impact of this low-cost employee benefit and employee performance and retention in a higher education institution in the United States.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:27Z
      DOI: 10.1108/PR-02-2015-0050
       
  • The role of people and social context in promoting the IT organizational
           performance: evidence from Portugal
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose Motivated by the increasing role of information technology (IT) in today’s organizations, this study examines the relationships between business and IT executives in order to improve the organizational performance of the different aspects of IT technology and related systems. In the process, special attention is given to drivers which facilitate the cooperation between the parties involved. Design/methodology/approach This survey-based research utilizes structural equation modeling methodology to uncover the relevant variables pertaining to the promotion of a positive social and strategic context needed to increase the effectiveness of organizational IT facets. Findings The effectiveness of IT in modern organizations is contingent on a social alignment, business – IT alignment, strategic consistency, and common vision among the people who manage the IT function and those who need the organization. Research limitations/implications This study is based on a sample of Portuguese manufacturing organizations. Therefore, findings and conclusions should be interpreted accordingly. In this context, future research in other organizational cultural settings is called for in order to refine and validate the results of this study. Practical implications The role of establishing an organizational culture which stresses the common goal and mutual trust and cooperation in creating effective IT organizational utilization is underscored. As such, business executives are encouraged to exercise their leadership skills in order to create an organizational strategy which aligns IT capabilities and investments with the competitive strategy of the organization. In this context, creating an organizational culture which promotes business – IT alignment in a healthy social context is necessary. Originality/value The issues and concerns addressed in this study should bridge the gap between business and IT executives. In the process, this study facilitates and encourages the effective utilization of the different facets of IT technology as they better serve the people of the organization. This advances the cost and practice of the strategic organizational role of IT investments.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:25Z
      DOI: 10.1108/PR-02-2015-0034
       
  • Strategic intent, organizational environment, and organizational learning
           mechanisms: a multiple-case study in the construction industry in Taiwan
    • Abstract: Personnel Review, Volume 45, Issue 5, August 2016.
      Purpose The purpose of the current study is to develop different kinds of organizational learning mechanisms based on various types of strategic intents (proactive- and reactive- orientation) and organizational environments (stable and unstable). Design/methodology/approach We utilized a grounded theory approach, and corroborated our results using multiple interviews and documents related to various cases. We determined the inter-judge agreement and performed a composite reliability analysis to ensure the robustness of our research. Findings Successful organization learning is contingent upon managerial strategic intent and the organizational environment in which the organization operates. Proactive strategic intent will cultivate a group-oriented learning system, whereas reactive strategic intent emphasizes the effectiveness of personal learning. Firms in an environment marked by radical change utilize experiential learning mechanisms (Participation- and Experience-orientation), whereas firms in a stable environment use a specialist-knowledge-oriented approach to learning (Benchmarking- and Specializing -orientation). Originality/value We offer a theoretical framework two-by-two matrix that has practical implications in providing managers with guidance in selecting the appropriate organizational learning mechanism to implement in their firms.
      Citation: Personnel Review
      PubDate: 2016-06-17T11:34:03Z
      DOI: 10.1108/PR-11-2014-0266
       
  • Organizational citizenship behaviors and employee depressed mood, burnout,
           and satisfaction with health and life: the mediating role of positive
           affect
    • First page: 626
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose Using mood regulation theories and the broaden-and-build theory of positive emotions, we hypothesized that the relationship between organizational citizenship behaviors aimed at individuals (OCB-Is) and depressed mood, burnout, and satisfaction with life and health would be mediated by positive affect. Design/methodology/approach Lagged data were collected from employee-supervisor dyads. Findings OCB-Is were related to positive affect, and positive affect was positively related to subsequent reports of life satisfaction and general health satisfaction, and negatively related to burnout and depressed mood. Positive affect mediated the relationship between OCB-Is and life satisfaction, general health satisfaction, and depressed mood but not burnout. An alternative reverse causality mediation model ruled out the possibility that OCB-Is mediated the relationship between positive affect and the employee outcomes. Originality/value These findings lend support for OCBs being an antecedent of mood, rather than vice versa.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:56Z
      DOI: 10.1108/PR-03-2014-0066
       
  • Spatially embedded inequality: exploring structure, agency, and ethnic
           minority strategies to navigate organizational opportunity structures
    • First page: 643
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose This paper applies a spatial approach to organizational inequality to explore why unequal opportunity structures persist in an organization despite its commitment to diversity and employing highly skilled ethnic minority employees. Design/methodology/approach The (re)production of inequality is explored by linking research on organizational space with HRM diversity management. Data from an ethnographic study undertaken in a Danish municipal center illustrates how a substructure of inequality is spatially upheld alongside a formal diversity policy. Archer’s distinction between structure and agency informs the analysis of how minority agency not only reproduces but also challenges organizational opportunity structures. Findings The analysis demonstrates how substructures of inequality stabilize in spatial routines enacted in an ethnic zoning of the workplace and ethnification of job categories. However, the same spatial structures allows for a variety of opposition and conciliation strategies among minority employees, even though the latter tend to prevail in a reproduction rather than a transformation of the organizational opportunity structures. Research limitations/implications The reliance on a single case study restricts the generalizability of the findings but highlights fruitful areas for future research. Practical implications The study sensitizes HRM practitioners to the situated quality of workplace diversity and to develop a broader scope of HRM practices to address the more subtle, spatially embedded forms of inequality. Originality/value Theoretical and empirical connections between research on organizational space and HRM diversity management have thus far not been systematically studied. This combination might advance knowledge on the persistence of micro-inequality even in organizations formally committed to diversity.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:47Z
      DOI: 10.1108/PR-08-2014-0182
       
  • An application of an extended Effort-Reward Imbalance model to police
           absenteeism behaviour
    • First page: 663
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The aim of this paper was to test the predictive capability of an expanded Effort-Reward Imbalance Model on employee absenteeism within the context of policing. Design/methodology/approach Three separate reward systems are identified by the Effort-Reward Imbalance model. In this study we assessed these individual components for their contribution to officer withdrawal behaviour in the form of absenteeism frequency. Data was gathered from a sample of operational officers (N = 553) within a large Australian police agency. Findings Findings indicate that there was a strong influence of social rewards such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism. Research limitations/implications Differential effects of occupational rewards were identified in the study, indicating that there are significant opportunities for expansion of the Effort-Reward Imbalance model along with opportunities for HRM practitioners in terms of employee recognition and remuneration programs. This research was focused on a specific sample of operational officers, therefore should be expanded to include multiple occupational groups. Originality/value This paper considers and expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:58Z
      DOI: 10.1108/PR-06-2014-0125
       
  • An empirical examination of the mediating influence of time management on
           the relationship between adult attention deficit and role stress
    • First page: 681
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose To conduct an empirical examination of the mediating influence of Time Management (TM) on relationship between adult attention deficit (AAD) and Role Stress (RS). Design/methodology/approach 117 actively employed business graduate students completed a self-report measure of role stress and identified two close associates, one of which completed an observer version of the Brown Attention Deficit Scale while the other complete an observer version of a time management measure. Product moment correlations were used to test the hypotheses that AAD, TM and RS were associated. The Sobel test of mediation was used to test the hypothesis that TM mediated the relationship between AAD and RS. Findings AAD, TM and RS are associated with each other and TM partially mediates the relationship between AAD and RS. Research limitations/implications Research study is limited by a measure of AAD that may not fully represent all the key symptom clusters and an indirect workplace sample. Further investigation of AAD symptoms, including potentially positive manifestations like entre/intrapreneurial cognition and behavior, is required to stabilize the content, structure and measurement of the construct. Practical implications Organizations wishing to ensure timely completion of tasks and limit disruptive role stress need to be aware of the influence of AAD. The provision of time management training, productivity management tools, and an organized work space free of distractions is suggested for disordered employees. Various forms of organizational coaching including a peer coaching system may help disordered employees better manage both their time and their role. The effective design and management of teams represents a significant opportunity for effectively distributing the potential benefits of the disorder while managing deficits like poor time management and increased role stress. Organizational development interventions that focus on time management and role (re)negotiation are suggested. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Originality/value This research study is the first empirical examination of the mediating influence of time management on the relationship between AAD and role stress. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:57Z
      DOI: 10.1108/PR-04-2015-0105
       
  • I will follow (when I need to). Followers’ responses to their team
           leader’s desire for control in conditions of high and low intergroup
           competition
    • First page: 707
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose This research investigates if the personality trait of desire for control over others matters to team leadership and performance, and how commitment to the leader mediates this relationship. Furthermore, we study whether intergroup competition moderates this indirect relationship. Design/methodology/approach We test hypotheses for mediation and moderation using a sample of 78 groups and their leaders. Commitment to the leader and intergroup competition were measured at the team member-level, while desire for control over others and team performance was rated by the team leader. Bootstrapping was used to assess the significance of the (conditional) indirect effects. Findings Our results show that leader’s desire for control over others does not relate to team performance through commitment to the leader. Leader’s desire for control over others only relates negatively to team performance through commitment to the leader when the team operates in a context with little or moderate intergroup competition. In a highly competitive environment, however, leader’s desire for control over others does little damage to team performance. Originality/value This research is the first study to focus on desire for control over others as a personality trait of a group leader. In doing so, it adds to the continuing debate about leader personality and context, as well as the ongoing study on how subordinates respond to different levels of control over decisions in groups.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:45Z
      DOI: 10.1108/PR-12-2014-0273
       
  • Probing the interactive effects of career commitment and emotional
           intelligence on perceived objective/subjective career success
    • First page: 724
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose This research study aims to find out the moderating role of EI in the relationship between career commitment and career success of the bank employees working in Pakistan. Design/methodology/approach The study used ex post facto method where200 middle level managerial bank employees were surveyed by means of a close ended questionnaire. Moderated multiple regression was run to test the hypotheses. Findings As expected, the research findings confirmed our expectation of significant relationship between career commitment and objective/subjective career success. Further, the research findings bolstered one of the research postulates that EI will moderate career commitment-objective career success relationship. However the argument of EI’s moderation between career commitment – subjective career success relationship was not supported by the findings. Originality/value This paper adds value to the existing body of knowledge by augmenting the need of understanding the distinctiveness of objective and subjective career success. The study unveils the importance of devising separate mechanisms to cater both the objective and subjective career success needs of the employees and enhances the scope of career literature in South Asian settings.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:37Z
      DOI: 10.1108/PR-11-2014-0265
       
  • Organizational socialization tactics and newcomer information seeking in
           the contingent workforce
    • First page: 743
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose The aims of this study are to compare newcomers’ perceptions on how employers structure the socialization process in the core and peripheral workforce and to explore the proactivity of these new hires in form of information seeking behaviour. Design/methodology/approach The data of this study were collected from a German sample with 359 contingent and permanent new hires in skilled jobs. Findings The employment type was linked to both socialization tactics firms provided during organizational entry as well as information seeking of permanent and contingent newcomers. In addition, organizational tenure was positively linked with information seeking of both newly hired temporary agency workers and newcomers holding fixed-term contracts. Research limitations/implications Since most of the participants worked for different employers, differences in socialization might also be caused by different organizational cultures. Future studies should compare the socialization of new permanent and new temporary workers on an inter-organizational and intra-organizational level. Practical implications For skilled jobs firms should offer long-term assignments for temporary agency workers, as they are associated with higher proactivity. Further, firms should intensify the socialization of newcomers holding longer-term work contracts, as these employees may tend to show lower proactivity. Originality/value This is the first study that examines employment characteristics as potential determinants of organizational socialization tactics. In addition, the study uses a German sample and therefore, follows recent calls for more research on organizational socialization in non-Anglo-Saxon work contexts.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:10:46Z
      DOI: 10.1108/PR-06-2014-0131
       
  • A question of identity: understanding managers’ receptivity to
           learning
    • First page: 764
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose The purpose of this exploratory article is to develop understanding of the theory of identity-work and to then deploy this understanding in examining managers’ identity-work. These understandings provide a basis for appreciating managers’ receptivity to learning and, in turn, for considering the likely efficacy of management development. Design/methodology/approach A qualitative, photo-elicitation interview research study is detailed in which managers’ accounts of being a manager were generated. Findings The accounts of a sample of managers are analysed through the lens of identity-work using a range of narrative analysis techniques. The findings of the study reveal the use of six distinct types of identity-work that have potential for explicating managers’ receptivity for learning. Research limitations/implications The strengths of the qualitative research approach are expounded but certain limitations are acknowledged and therefore opportunities for extending the research trajectory are proposed. Specific implications for training and development practice are developed. Originality/value The study contributes to the literature of workplace learning and HRD by showing the potential of understanding identity for appreciating managers’ receptivity to learning and, thereby, the efficacy of management development activity.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:11:01Z
      DOI: 10.1108/PR-11-2014-0258
       
  • Relationships between superior support, work role stressors and work-life
           experience
    • First page: 782
      Abstract: Personnel Review, Volume 45, Issue 4, June 2016.
      Purpose The paper examines the effect of superior support, in the presence of a range of work role stressors, on both conflict and enrichment aspects of work-life interface simultaneously. The paper frames the research narrative of superior support by contextualizing it within superior’s dichotomous and opposing roles of organizational performance driver and support provider. Design/methodology/approach Survey data was collected from Malaysian work adults. Drawing on a sample of 1051 cases, structural equation modeling technique is used to examine the effect of superior support, with the presence of work role stressors, on individuals’ work-life experience. Three alternate models are compared: (1) superior support as moderator of stressors-strain relationship, (2) both superior support and work stressors as direct antecedents of work-life experience, (3) superior support as indirect antecedent (mediated by work role stressors) of work-life experience. Findings Findings evidence the favorable model of superior support as indirect antecedent (mediated by work role stressors) of work-life experience. In addition, superior support has significant impact on work role ambiguity and work-life enrichment, however, its effect on work role conflict, work role overload and work-life conflict is not significant. Findings of the study also demonstrate the distinct effect of work role stressors on work-life experience in terms of direction and strength of impact. Practical implications While superior support promotes greater work-life enrichment, its effect on work-life conflict is limited. Therefore, instead of superior support, employers have to identify alternate resources to assist employees to deal with conflict and interference of work-life interface. Distinctiveness of various work role stressors and interaction between these work role stressors offer practical implications to employer that all stressors at workplace should not be treated as identical and common to each other. Distinct effort should be taken to address different forms of work role stressors so that work-life conflict (resource depletion) can be minimized while work-life enrichment (resource gaining) can be enhanced. Originality/value The research investigates superior support in relation to work stressor and work-life experience by scrutinizing the role of supervisors from the vantage point of supervisors as performance drivers as well as support providers. This provides a balanced narrative as compared to previous research focusing solely on either the support perspective or the employee effort extraction perspective. In its execution, the research incorporates enrichment aspect of work-life experience, in addition to the conflict and negative effect. Drawing on the Conservation of Resources Theory, the study teases out important implication for employers and researchers to show that superior support and work role stressors come together to shape individuals’ work-life experience by depleting resources (work-life conflict) and gaining resources (work-life enrichment) simultaneously, as well as drawing out the dilemma of supervisors as performance drivers and support providers at the same time.
      Citation: Personnel Review
      PubDate: 2016-04-14T12:11:13Z
      DOI: 10.1108/PR-08-2014-0175
       
 
 
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