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Publisher: Emerald   (Total: 335 journals)

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Journal Cover Personnel Review
  [SJR: 0.472]   [H-I: 46]   [14 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [335 journals]
  • Subsidiary responses to the institutional characteristics of the host
    • Pages: 870 - 890
      Abstract: Personnel Review, Volume 46, Issue 5, Page 870-890, August 2017.
      Purpose The purpose of this paper is to examine the strategic responses of multinational enterprise (MNE) subsidiaries in China toward a unique institutional characteristic – the structural discrimination against rural migrant workers. Design/methodology/approach Based on surveys of 181 firms and 669 rural migrant workers, as well as a case study of eight firms in Jiangsu and Shanghai, the authors examined and compared the human resource management (HRM) policies of MNE subsidiaries and domestic Chinese firms toward rural Chinese migrant workers. Findings This study found that MNE subsidiaries are more likely to accept local discriminatory HRM practices when managing migrant workers. In response to the institutional environments of host countries, MNE subsidiaries tend to share similar behavioral characteristics with local firms and are reluctant to show leadership in initiating institutional change in host countries. Originality/value This study is important since it enables investigation of some prevailing assumptions in the literature. Contrary to common wisdom that MNEs are change agents that proactively engage in institutional entrepreneurship in host countries, this study found that MNEs’ responses to the institutional environment of host countries are shaped by their entry modes and the institutional environment in their home countries. MNEs are as diverse as their home countries and far from forming a unified organizational field with similar behavioral characteristics.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:48:59Z
      DOI: 10.1108/PR-08-2015-0222
  • Work intensity, emotional exhaustion and life satisfaction
    • Pages: 891 - 907
      Abstract: Personnel Review, Volume 46, Issue 5, Page 891-907, August 2017.
      Purpose The purpose of this paper is to examine a moderated mediation model that investigated the moderating role of psychological detachment in the relationship between work intensity and life satisfaction via emotional exhaustion. Design/methodology/approach Data were collected from 149 hospital-based nurses who completed a questionnaire about working conditions and individual outcomes. The data were analyzed using hierarchical moderated regression and bootstrapping techniques. Findings The results confirm that work intensity is negatively related to life satisfaction via emotional exhaustion. The results also demonstrate that psychological detachment diminishes the negative influence of emotional exhaustion on life satisfaction. The conditional indirect effect model shows that the indirect relationship between work intensity and life satisfaction is strongest at low psychological detachment. Research limitations/implications This research advances our understanding of the negative work and non-work implications associated with work intensity. The key limitation of this research was the cross-sectional data set. HRM researchers should seek to replicate and expand the results with multi-wave data to extend our understanding of the implications of work intensity. Practical implications HRM practitioners need to begin implementing measures to address work intensity in order to thwart its negative effects. HRM practitioners need to implement policies and procedures that limit the intensity of work demands to promote positive employee work and non-work outcomes. Originality/value This is the first study to show that work intensity can influence life satisfaction through emotional exhaustion. Contrary to most recovery research, this research is also among the first to focus on the moderating role of psychological detachment, especially within a conditional indirect effect model.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:49:27Z
      DOI: 10.1108/PR-05-2015-0130
  • The role of spiritual leadership in fostering inclusive workplaces
    • Pages: 908 - 935
      Abstract: Personnel Review, Volume 46, Issue 5, Page 908-935, August 2017.
      Purpose Inclusion is of critical importance to creating healthier workplaces, if the ongoing dynamic of workforce diversity is taken for granted. The purpose of this paper is to designate the role of spiritual leadership in fostering more humane and inclusive workplaces. Design/methodology/approach The authors review the extant literature on two distinct research streams, inclusion and inclusive leadership, and spiritual leadership, elaborate a mediation model, identify antecedents and outcomes, and articulate a set of propositions reflecting key findings. Findings The authors advance a conceptual model according to which inclusive practices founded on spiritual values will mediate the positive relationship between spiritual leadership and a climate for inclusion. They argue that calling and membership as components of spiritual wellbeing will reinforce employees’ experience of both uniqueness and belongingness, thus affecting their perceptions of inclusion and inducing multi-level beneficial outcomes. Practical implications Spiritual leadership assumes a preeminent role in embracing and valuing diversity: it embodies a potential for positioning inclusive ideals more strategically, in view of enabling employees unfold their genuine selves and experience integration in work settings. Social implications Spiritual leadership helps inclusive goals to be situated in their societal context; inclusion is thus viewed as both an organizational and societal good, embedded in social contexts, and pertinent to corporate vision, mission and philosophy. Originality/value The paper examines spiritual leadership as a predictor of climates for inclusion. Drawing on spiritual values, spiritual leaders display a strong potential for inclusion, facilitating diverse employees to experience feelings of both belongingness and uniqueness in work settings that assume high societal relevance.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:49:47Z
      DOI: 10.1108/PR-11-2015-0286
  • I hate my workplace but I am very attached to it: workplace attachment
    • Pages: 936 - 949
      Abstract: Personnel Review, Volume 46, Issue 5, Page 936-949, August 2017.
      Purpose The purpose of this paper is to investigate whether different patterns of workplace attachment exist and to explore the relations between adult attachment styles and the level of workplace attachment. Design/methodology/approach Participants were 351 Italian employees who completed a questionnaire composed of the Workplace Attachment Scale and the Relationship Questionnaire. Data were analyzed using correspondence analysis. Findings The results showed that high scores on workplace attachment correlated significantly with secure attachment style, while low scores correlated with insecure attachment styles. These results shed light on different workplace attachment styles. Research limitations/implications The limitation in this study mostly concern the use of self-reporting instruments to measure the participants’ attachment style, since they may be susceptible to distortions. However, the distribution of attachment styles in this sample is similar to the worldwide distribution, which supports the authors’ choice. Practical implications To the extent that it is possible to identify a specific workplace attachment style, it should also be possible to change some of the human resource management practices inducing employees to develop a workplace secure attachment style. Originality/value Researchers tended to ignore the extension of the adult attachment behavioral system to examine core environmental relationships. The present study, applying attachment theory to workplace attachment, provides theoretical support that the bonds that an individual forms with workplace can be classified as attachment bonds.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:49:47Z
      DOI: 10.1108/PR-05-2015-0128
  • Psychological empowerment, psychological and physical strain and the
           desired retirement age
    • Pages: 950 - 969
      Abstract: Personnel Review, Volume 46, Issue 5, Page 950-969, August 2017.
      Purpose The desired retirement age (DRA) becomes more important because some countries adapt their strict retirement regulations to it. A process is tested for how psychological empowerment influences the DRA mediated by psychological and physical strain and how the DRA is connected to the expected retirement age (ERA). The paper aims to discuss these issues. Design/methodology/approach Structured interviews with 1,485 German employees (55 years and older) were conducted via telephone. Findings Psychological and physical strain mediated both the relationship between psychological empowerment and the DRA. DRA and ERA were positively associated. The control variables – age, net income, and organizational size – also significantly affected the DRA. Research limitations/implications The results are only valid for the German job market. All variables were collected at one measurement point. Practical implications The strengthening of psychological empowerment can be one measure to motivate older employees to delay their retirement and finally keep them longer in the labor force. Originality/value A large sample was collected and interviewed via telephone, which helps to overcome some limitations of questionnaire research. The process model helps to understand how job characteristics are connected with the DRA and the ERA.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:49:38Z
      DOI: 10.1108/PR-06-2015-0159
  • Dealing with multiple incompatible work-related identities: the case of
    • Pages: 970 - 987
      Abstract: Personnel Review, Volume 46, Issue 5, Page 970-987, August 2017.
      Purpose The purpose of this paper is to examine how artists deal with having multiple potentially incompatible work-related identities as a result of a career transition from making a living exclusively as artists to taking on additional work outside the creative industries. Design/methodology/approach In all, 40 semi-structured in-depth interviews were conducted by telephone with artists in the Netherlands. A grounded theory approach was used to analyze the findings. Findings Four different strategies for dealing with multiple potentially incompatible identities were identified: integration, accumulation, separation and dis-identification. The findings suggest that the informal social context, the support of rejection of important others, influenced the strategy adopted by the artists. Invalidation from the environment often leads to stress and separation or dis-identification strategies, while validation seems to lead to integration and accumulation strategies that are less psychologically straining. Practical implications The findings stress the importance of the external environment. While the workers had to deal with their own psychological stress and regret about not succeeding at working exclusively as artists, they also had to create a feasible story that allowed them to “sell” their transition to others. Originality/value Careers are becoming increasingly non-linear, and the number of workers who need to juggle multiple (potentially conflicting) work-related identities is rising. However, how workers deal with this has received only limited attention from researchers.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:49:02Z
      DOI: 10.1108/PR-02-2016-0025
  • Psychosocial safety climate versus team climate
    • Pages: 988 - 1003
      Abstract: Personnel Review, Volume 46, Issue 5, Page 988-1003, August 2017.
      Purpose The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback). Design/methodology/approach A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study. Findings Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance. Practical implications This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance. Originality/value The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:49:55Z
      DOI: 10.1108/PR-01-2016-0003
  • Formal women-only networks: literature review and propositions
    • Pages: 1004 - 1018
      Abstract: Personnel Review, Volume 46, Issue 5, Page 1004-1018, August 2017.
      Purpose The purpose of this paper is to review the emerging literature on formal women-only business networks and outline propositions to develop this under-theorised area of knowledge and stimulate future research. Design/methodology/approach The authors review the existing literature on formal internal and external women-only networks and use the broader social capital and network literature to frame their arguments and develop propositions. Findings Propositions are developed regarding how both internal and external formal women-only business networks can be of value for members, firms/organisations and the wider social group of women in business. Research limitations/implications The authors focus on the distinction between external and internal formal women-only networks while also acknowledging the broader diversity that can characterise such networks. Their review provides the reader with an insight into the state of the art and a set of propositions that present opportunities for future research. Practical implications The paper provides insights into how women in business, organisations and wider society can leverage value from both internal and external formal women-only business networks. Social implications The paper contributes to research showing that the social structure of interactions and context can impact women’s standing in the workplace. Originality/value The paper sheds light on the under-studied and under-theorised phenomenon of formal women-only business networks. Beyond the individual member level, the authors suggest that such networks can be of value for organisations and the wider social group of women in management and leadership positions.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:49:15Z
      DOI: 10.1108/PR-03-2015-0074
  • I can’t get no satisfaction
    • Pages: 1019 - 1043
      Abstract: Personnel Review, Volume 46, Issue 5, Page 1019-1043, August 2017.
      Purpose The purpose of this paper is to explore the role of salary raises and employees’ perception of these salary raises on their intended retention and turnover. By using a survey data set from a representative American public university, this study investigates a novel hypothesis that faculty perceptions of salary raises, relative to their perceptions of other faculty members’ assessments of the raises, influence their intended labor supply. Design/methodology/approach Using both ordered probit and OLS modeling frameworks, the authors focus on the impact of salary raises and the relative perception of these raises on intended labor supply behavior. They explore a hypothesis that a mismatch between one’s ranking of the salary raise and the perception of others’ rankings causes dissatisfaction. Findings The results provide evidence that salary raises themselves are effective monetary tools to reduce intended turnover; however, the results also suggest that relative deprivation as a comparison of one’s own perceptions of a salary raise with others affects employee intended retention. The authors find that employees who have less favorable perceptions of salary adjustments, compared to what they believe their colleagues think, are more likely to consider another employer, holding their own perception of raises constant. Conversely, more favorable views of salary raises, compared to how faculty members think other’s perceived the salary raises, does not have a statistically significant impact on intended retention. Originality/value This is the first study that explores an employee’s satisfaction with salary raises relative to perceptions of other employees’ satisfaction with their own salary raises, and the resulting intended labor supply in an American university. The results indicate that monetary rewards in the form of salary raises do impact faculty intended retention; however, perception of fairness of these salary raises is more important than the actual raises. Given the high cost of job turnover, these findings suggest that employers may benefit from devoting resources toward ensuring that salary- and raise-determining procedures are generally perceived by the vast majority of employees as being fair.
      Citation: Personnel Review
      PubDate: 2017-08-03T01:49:06Z
      DOI: 10.1108/PR-06-2015-0189
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
Tel: +00 44 (0)131 4513762
Fax: +00 44 (0)131 4513327
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