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Journal Cover Personnel Review
  [SJR: 0.472]   [H-I: 46]   [15 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [335 journals]
  • The relationship between perceptions of learning climate and employee
           innovative behavior and proficiency
    • Pages: 1454 - 1474
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1454-1474, November 2017.
      Purpose The purpose of this paper is to examine the relationship between perceptions of learning climate and employee innovative behavior and proficiency. Design/methodology/approach Using robust analysis techniques on data from a sample of 419 employees and their supervisors from four different business and public sector organizations, the author tested the proposed relationships, as mediated by job engagement. Moreover, this mediation effect was examined in the light of sector of employment differences (business vs public). Findings The results were generally consistent with the hypothesized conceptual scheme, in that the indirect relationship between perceptions of learning climate and employees’ innovative behavior and proficiency was mediated by job engagement. However, with regard to sector employment differences, this mediation process was demonstrated among business sector employees only to the relationship between perceptions of learning climate and innovative behavior. When proficiency was included in the mediation model, this mediation effect was evident among public sector employees. Originality/value The research on perceptions of learning climate lacks empirical evidence on its implications for employees’ innovative behavior and proficiency. Although scholars contend that employees’ perceptions of learning climate should enhance their in-role and extra-role performance behaviors, these arguments are mainly non-empirical. Understanding whether perceptions of learning have an impact on employee intra- and extra-role performance behaviors is important, considering that the majority of workplace learning occurs through daily ongoing means that are part of the working environment and previous research results show that structured learning and formal training are less effective in improving employees’ performance at work.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:20Z
      DOI: 10.1108/PR-08-2016-0202
  • HRM practices that support the employment and social inclusion of workers
           with an intellectual disability
    • Pages: 1475 - 1492
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1475-1492, November 2017.
      Purpose The purpose of this paper is to examine how HRM practices enhance and/or impede the employment, participation, and well-being of workers with intellectual disabilities in three hotels located in Australia. Design/methodology/approach The research employs a case study methodology, including interviews with three HR managers, three department managers, 17 workers with intellectual disabilities, and focus groups of 16 supervisors and 24 work colleagues. Findings The research found that the opportunities to participate in work are driven primarily by developing a social climate that enables social cohesion through the altruistic motives of managers/supervisors and reciprocal relationships. Originality/value The findings lend support for the importance of both formal and informal HR practices, such as inclusive recruitment and selection, mentoring, and training and development, as well as individualised day-to-day support provided by supervisors and colleagues, to improve the participation and well-being of workers with an intellectual disability.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:01Z
      DOI: 10.1108/PR-05-2016-0105
  • The joint effects of promotion and prevention focus on performance,
           exhaustion and sickness absence among managers and non-managers
    • Pages: 1493 - 1507
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1493-1507, November 2017.
      Purpose The purpose of this paper is to examine the main and interaction effects of self-rated promotion and prevention regulatory focus on self-rated work performance, emotional exhaustion and sickness absence for managers and non-managers separately. The authors expected that promotion focus relates positively to performance and negatively to sickness absence, while prevention focus relates positively to exhaustion and sickness absence, both for managers and non-managers. Furthermore, the authors expected that promotion focus relates positively to performance but also to exhaustion and sickness absence when prevention focus is high, only for managers (i.e. a manager’s dual regulatory focus can be an effective but also exhausting leadership strategy). Design/methodology/approach The authors tested the hypotheses via moderated regression analyses among two independent groups, managers (n=241) and non-managers (n=415). Findings Promotion focus was positively related to managers’ and non-managers’ performance and negatively to non-managers’ sickness absence, while prevention focus did not have any main effects. As expected, managers’ promotion focus was positively related to managers’ sickness absence when managers’ prevention focus was high (i.e. dual regulatory focus). Furthermore, managers’ promotion focus negatively related to managers’ performance when managers’ prevention was high, failing to support the hypothesis. Practical implications Promotion focus should be enhanced by organizations among leaders and employees. The authors also cautiously discuss the possibility of interventions comparing a promotion focus with dual-focus training. Originality/value The authors contribute to the literature by examining the joint (rather than main) effects of promotion and prevention focus on work behavior and the authors address these links among managers and non-managers.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:14:34Z
      DOI: 10.1108/PR-12-2015-0309
  • Job insecurity and performance: the mediating role of organizational
    • Pages: 1508 - 1522
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1508-1522, November 2017.
      Purpose The purpose of this paper is to extend knowledge about theoretical explanations of the job insecurity-performance relationship. Specifically, the authors examine how and why job insecurity is negatively associated with task and contextual performance (i.e. organizational citizenship behavior) and whether organizational identification may account for these relationships. Design/methodology/approach The mediational hypotheses were examined using structural equation modeling in a heterogeneous sample of Italian employees. Findings Consistent with social identity theory, results show that job insecurity is related to reduced levels of identification with the organization and, consequently, to low task and contextual performance. These findings suggest that employees’ behaviors in job insecure contexts are also driven by evaluations about the perceived belongingness to the organization. Practical implications The research supports initial evidence that it is possible to prevent low performance resulting from job insecurity by designing interventions to boost organizational identification. By ensuring a sense of belonging and providing a positive basis for employees’ social identity, managers may increase involvement and attachment to the organization. Originality/value This study provides a deeper understanding of behavioral reactions to job insecurity and adds a path unexplored so far, by introducing a theoretical perspective from social psychology. Job insecurity may represent a specific condition that leads organizational identification to be a key mechanism for employees and their behaviors.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:14:52Z
      DOI: 10.1108/PR-05-2016-0120
  • The practice of talent management: a framework and typology
    • Pages: 1523 - 1551
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1523-1551, November 2017.
      Purpose The purpose of this paper is to contribute to the development of a deeper understanding of the conceptual and empirical boundaries of talent management (TM) so that scholars and practitioners may enhance their knowledge of what TM actually is and how it is carried out. Design/methodology/approach A comparative study was conducted of the TM practices of 30 organizations based in Sweden. Data were collected through in-depth interviews with 56 organizational representatives. The transcribed interviews were analyzed using qualitative content analysis. Findings The findings comprise a typology consisting of four distinct TM types that exist in practice: a humanistic type, a competitive type, an elitist type and an entrepreneurial type. Descriptions are provided that probe into how specific practices are differently shaped in the different types. Research limitations/implications The study design enabled the generation of an empirically rich understanding of different TM types; however, it limited the authors’ ability to draw systematic conclusions on the realized outcomes of different types of TM. Practical implications The descriptions of different TM types give practitioners insight into how TM may be practiced in different ways and point to important decisions to be made when designing TM. Originality/value The paper addresses two main shortcomings identified in the academic literature on TM: conceptual ambiguity and the paucity of in-depth empirical research on how TM is carried out in actual organizational settings. The empirically derived typology constitutes an important step for further theory development in TM.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:52Z
      DOI: 10.1108/PR-02-2016-0037
  • Uncovering curvilinearity in the organizational tenure-job performance
    • Pages: 1552 - 1570
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1552-1570, November 2017.
      Purpose The purpose of this paper is to posit a curvilinear relationship between organizational tenure and various facets of job performance. So far, theoretical explanations of such curvilinearity have been inconclusive and ambiguous. The current study draws from literature on organizational commitment to present an additional psychoeconomic explanation for curvilinearity. Further, it brings together job design, job stage, and conservation resource models to investigate moderation effects of motivational job characteristics on the organizational tenure-job performance relationship. Design/methodology/approach It is a longitudinal field study at two time periods using a sample of employees (n=679) in 19 job profiles from 13 different public sector organizations. Findings The current study found a mediated curvilinear relationship between organizational tenure and job performance from continuance commitment. The data show moderation effects of motivational job characteristics on the mediated curvilinear organizational tenure-job performance relationship. Originality/value Prior research based on industrial and business organizations provides substantial evidence to expect a curvilinear relationship between organizational tenure and job performance. That is, after an employee has spent a considerable amount of time in an organization and learned virtually all aspects of the job, further organizational tenure may cease to produce additional job performance improvements. However, scholars predicting curvilinear relationship have focused predominately on empirical verification with inconclusive and ambiguous theoretical explications. Therefore, the aim of the present study is twofold. First, it attempts to describe the ambiguous relationship between organizational tenure and job performance by examining the mechanism behind curvilinearity. Second, it examines motivational job characteristics as possible moderators that may affect the relationship.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:43Z
      DOI: 10.1108/PR-11-2015-0302
  • Early exit or longer stay' The effect of precarious employment on
           planned age of retirement
    • Pages: 1571 - 1589
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1571-1589, November 2017.
      Purpose The purpose of this paper is to investigate how precarious conditions at work affect older workers’ decision about their planned age of retirement. Design/methodology/approach Different theoretical approaches on the decision to retire are investigated in order to ascertain whether precarious employment extends, or not, one’s working life. A rich data set including over 250,000 old workers across EU-15 is built for the empirical investigation. Findings The results suggest that old workers involved in precarious employment are planning to retire later than those who are engaged with more stable and regular jobs. However, lack of training as well as poor health conditions at work are found to be associated with early retirement. Originality/value The analysis conceptually associates two key features of modern labour markets (precariousness and retirement) and empirically provides some evidence of the effect of poor employment conditions on the decision to retire.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:59Z
      DOI: 10.1108/PR-04-2015-0110
  • Does joint decision making foster team creativity' Exploring the
           moderating and mediating effects
    • Pages: 1590 - 1604
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1590-1604, November 2017.
      Purpose The purpose of this paper is to investigate the potential moderating role of team membership change in the relationship between joint decision making and team creativity and to determine whether team psychological safety mediates the moderating effect. Design/methodology/approach Survey data from multiple sources on 78 teams were collected in the People’s Republic of China. Confirmatory factor analysis and hierarchical regression analysis were adopted to analyze the data. Findings The hypothesized mediated moderation model is supported. The results indicate that joint decision making is more positively related to team creativity under lower levels of team membership change and team psychological safety is a significant intermediate mechanism between the moderating effect and team creativity. Research limitations/implications The cross-sectional design of this study is insufficient to support the causal inferences in the theoretical model; therefore, further longitudinal or laboratory research is required. In addition, other possible boundary conditions and underlying mechanisms have yet to be tested. Originality/value The present paper complements the extant studies, which mainly focus on the implication of leadership empowerment behaviors for individual outcomes, by examining the impact of joint decision making on team creativity and, further, reveals when and how joint decision making is more likely to foster team creativity, which extends the literature on leadership and team creativity.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:14:31Z
      DOI: 10.1108/PR-03-2016-0055
  • Understanding the role of supervisor support in retaining employees and
           enhancing their satisfaction with life
    • Pages: 1605 - 1619
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1605-1619, November 2017.
      Purpose The purpose of this paper is to investigate the association of supervisor support with organizational commitment, turnover intentions, and life satisfaction, while also examining the mediating role of quality of work life (QWL) in these associations. Design/methodology/approach For testing the research hypotheses, data were collected from 244 respondents working in organizations within the organized retail sector in India. Existing, established scales were used to measure the research constructs. Findings The results of this study indicate that supervisor support was positively related to QWL. Moreover, QWL was found to be positively related to organizational commitment and life satisfaction, whereas a negative association was observed between QWL and turnover intentions. Finally, the results show that QWL mediated the association of supervisor support with organizational commitment, turnover intentions, and life satisfaction. Practical implications The current study suggests that a supportive supervisor enhances employees’ emotional attachment to the organization and life satisfaction by augmenting their QWL. The findings of this study may be helpful for organizational leaders in designing human resource practices that focus on enhancing supervisor support. An enhanced level of supervisor support may further help in retaining employees and improving their lives in today’s highly competitive and stressful business environment. Originality/value Although the association of supervisor support with employee attitudes and behavior at work has been extensively investigated, previous research did not clarify how supervisor support is linked to these outcomes. By investigating the mediating role of QWL, this research elucidates the underlying mechanisms linking supervisor support with organizational commitment, turnover intentions, and life satisfaction. This research provides an important contribution not only to the workplace support literature, but also to the field of human resource management.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:34Z
      DOI: 10.1108/PR-11-2015-0287
  • How does social isolation in a context of dirty work increase emotional
           exhaustion and inhibit work engagement' A process model
    • Pages: 1620 - 1634
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1620-1634, November 2017.
      Purpose The purpose of this paper is to investigate the consequences of experiencing social isolation in a context of dirty work. Relying on an integration of the job demands-resources model (Schaufeli and Bakker, 2004) with the social identity approach (Ashforth and Kreiner, 1999), the paper posits that perceived social isolation prevents the development of defense mechanisms that could counter the occupational stigma, and thus tends to increase perceptions of stigmatization, and to decrease perceptions of the prosocial impact of their work. Through these two perceptions, perceived social isolation indirectly affects emotional exhaustion and work engagement. Design/methodology/approach Research hypotheses are tested among a sample of 195 workers in the commercial cleaning industry who execute physically tainted tasks. Findings Results support the research model. Perceived prosocial impact mediates the negative relationship between perceived social isolation and work engagement, and perceived stigmatization mediates the positive relationship between perceived social isolation and emotional exhaustion. Research limitations/implications This research contributes to the dirty work literature by empirically examining one of its implicit assumptions, namely, that social isolation prevents the development of coping strategies. It also contributes to the literature on well-being and work engagement by demonstrating how they are affected by the social context of work. Originality/value The present paper is the first to study the specific challenges of social isolation in dirty work occupations and its consequences.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:26Z
      DOI: 10.1108/PR-09-2016-0227
  • The moderating role of individual variables in the relationship between
           organizational justice and organizational commitment
    • Pages: 1635 - 1650
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1635-1650, November 2017.
      Purpose The purpose of this paper is to analyze the role of individual variables (organization-based self-esteem (OBSE) and work locus of control (WLOC)) that have been suspected to intervene as moderators on the relationship between organizational justice and organizational commitment. Design/methodology/approach Self-administered survey was completed by 272 bank employees in Istanbul, Turkey. Findings The results of moderation analyses clearly indicated a significant effect of OBSE and WLOC on the link between justice perceptions and organizational commitment. People are more committed to organizations when they have high OBSE. WLOC together with OBSE moderated the relationship between procedural justice and organizational commitment: people engaged less in their organizations when they perceived low procedural justice and reported lower OBSE. This relationship was revealed only when external WLOC scores were high. Research limitations/implications The study was conducted in Istanbul, Turkey and the sample was limited to 272 participants. These results show that managers should not only hire personnel with high OBSE but they also should provide a participative work atmosphere where employees can perform with all their potential and capacity that may help them reveal their internal WLOC. Theoretical and practical implications of the study are discussed in the end. Originality/value The study provides some valuable contributions to the existing body of literature by exhibiting the role of individual variables in the strong relationship between organizational justice and organizational commitment. The findings of the study also contribute to banking sector that has been critical and popular in Turkey since 2001.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:46Z
      DOI: 10.1108/PR-12-2015-0311
  • What happened to the border' The role of mobile information technology
           devices on employees’ work-life balance
    • Pages: 1651 - 1671
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1651-1671, November 2017.
      Purpose Mobile information technology devices (MITDs) are of special interest for researchers who seek to understand the role of these devices on employees’ work-life balance (WLB). The purpose of this paper is to examine the role of MITDs on employees’ WLB. Design/methodology/approach This paper uses semi-structured interviews to investigate the role of MITDs on employees’ WLB. Findings The findings underscore the important role of MITDs in terms of the attainment of flexibility (how, where, and when work is done), which is significant for achieving WLB. However, the use of MITDs has blurred the division between work and non-work domains. This has inadvertently lengthened employees’ working hours, has affected their family relationships, and affected their general health and well-being. The evidence suggests that MITDs have the potential to improve WLB but could also lead to work-life conflict if not properly managed. Originality/value The study calls for a re-examination of WLB policies and practices, specifically border theory, in order to ensure that MITDs can enhance productivity without inadvertently resulting in poor WLB.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:28Z
      DOI: 10.1108/PR-08-2016-0222
  • Customer aggression and organizational turnover among service employees
    • Pages: 1672 - 1688
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1672-1688, November 2017.
      Purpose The episodes of customer rage with employees during service encounters are common and adversely affect the long-term commitment of employees with an organization. The service organizations, in an effort to control employee turnover, are striving hard but have failed. There are a wide variety of studies that address employee turnover but the research which encapsulates a combined effect of perceived justice and organizational pride to study exhaustion-turnover path are almost scant. The purpose of this paper is to explore the effects of customer aggression on the frontline food service managers’ emotional exhaustion and turnover intentions. The mitigating effects of perceived distributive justice and emotional organizational pride are also investigated. Design/methodology/approach Survey data were collected from 250 frontline employees of global fast food chain outlets located in the city of Lahore, Pakistan. The data were analyzed using structural equation modeling by AMOS. Findings The customer aggression is found to influence emotional exhaustion which in turn reduces job satisfaction and increases turnover intentions among frontline food service managers. The mitigating effects of distributive justice on the customer aggression to emotional exhaustion path and of emotional organizational pride on the job satisfaction to turnover intentions path are confirmed. Practical implications The results reveal importance of maintaining a supportive and justice-oriented organizational culture. Rewarding frontliners, celebrating the organizational successes that build pride, and acknowledging the emotional burden misbehaving customers place on employees are identified as shields to guard against employee dissatisfaction and turnover. Originality/value The turnover intentions resulting from the emotional exhaustion caused by customer aggression in the global fast food industry is studied for the first time. Furthermore, the inclusion of distributive justice and emotional organizational pride as cognitive and affective factors that reduce the effects of customer aggression on frontliners is unique to this study.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:49Z
      DOI: 10.1108/PR-06-2016-0145
  • Managerial skills shortages and the impending effects of organizational
    • Pages: 1689 - 1716
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1689-1716, November 2017.
      Purpose The purpose of this paper is to examine the perception of skills shortages, namely, skills scarcity and skills deficiencies among managers, and its relationship with organizational characteristics. Design/methodology/approach The study used a quantitative approach and data were collected from 243 managers working in China. Multivariate analysis of variance and box plots were employed for data analysis. Findings The results revealed that organizational characteristics were found to have a significant positive impact on managers’ skill levels, and hard-to-fill vacancies caused by skills shortages were found in all types of organizations. Existing and deficient skills were also identified as affecting all organizations. Practical implications The results suggest that organizations would benefit from the adoption of a system supporting internal retention, training and development and external recruitment to close the skills gaps. Originality/value This is an empirical study that provides an insight into the skills shortages from a multi-organizational context. It highlights the effects of organizational characteristics in relation to skills shortages and provides a foundation to support the skills needed in the context of national and global organizations.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:05Z
      DOI: 10.1108/PR-04-2016-0093
  • Understanding turnover intention in cross-country business management
    • Pages: 1717 - 1737
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1717-1737, November 2017.
      Purpose To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a conceptual model based on the stress theory to explain cross-country differences in the formation of turnover intention, complementing previous literature that mainly emphasizes the effect of monetary compensation on turnover intention without taking into account anxiety and pressure. Design/methodology/approach Empirical testing of this model by investigating personnel across Taiwan’s and Indonesia’s banks confirms the applicability of stress theory in cross-cultural business management. Of the 161 Chinese-language questionnaires distributed to the employees from the three large banks in Taiwan, 137 usable questionnaires were returned for a response rate of 85 percent. At the same time, of the 234 Indonesian-language questionnaires distributed to the employees from the two large banks in Indonesia, 219 usable questionnaires were returned for a response rate of 93.6 percent. Findings This research reveals that mental disengagement fully mediates the indirect relationship between performance-related anxiety and turnover intention, while positive reinterpretation fully mediates the indirect relationship between work pressure and turnover intention. Furthermore, the effects of performance-related anxiety and work pressure on turnover intention are moderated by cross-country differences. Originality/value First, the finding concerning the full mediating role of mental disengagement complements prior justifications of the conservation of resources theory. Second, the finding of this study regarding the full mediating role of positive reinterpretation complements the previous findings of Taylor’s (1983) theory of cognitive adaptation, which conceptualizes employees as active agents in restoring the psychological equilibrium in the aftermath of a competitive pressurized event.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:44Z
      DOI: 10.1108/PR-07-2016-0176
  • Trainee programs: an emerging model on psychological contract reciprocity
    • Pages: 1738 - 1754
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1738-1754, November 2017.
      Purpose The purpose of this paper is to develop a deeper understanding of the organization-trainee relationship through a psychological contract lens, by exploring the psychological contract between the trainee and organization during and after the program and what factors may account for contract reciprocity. Design/methodology/approach Inductive qualitative study design. Findings Data suggested that factors accounting for contract reciprocity during the program included: trainees’ responsibilities, trainees’ personal and professional development, trainees’ commitment, trainees’ delivery, and managerial and supervisory support. Factors identified accounting for contract reciprocity after individuals completed the program were: career opportunities, future-oriented dialogue between former trainees and managers, wage-setting, job tasks, and working conditions. Originality/value This exploratory research is original in that it identifies different factors accounting for the reciprocity during and after the program, and how this may be particularly relevant when talents are recruited externally to specifically participate in the program.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:25Z
      DOI: 10.1108/PR-01-2016-0011
  • Loyal employees in difficult settings
    • Pages: 1755 - 1769
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1755-1769, November 2017.
      Purpose Employee loyalty is generally a very positive trait. However, when loyal employees are confronted with dysfunctionality in the workplace the impact on their well-being can be significant. The purpose of this paper is to assess the interaction of employee loyalty and employee experience of inter-professional dysfunction in a hospital setting to predict employee job tension. Design/methodology/approach The paper is based on the analysis of a cross-sectional attitudinal survey of employees within a hospital setting in Australia. The authors use OLS regression and an SPSS macro (by Hayes, 2013) to assess the regions of significance of the interaction effects. Findings The authors find, as anticipated, significant direct effects for employee loyalty and inter-professional dysfunction on employee job stress. The authors further find significant interaction effects that suggest that highly loyal employees who experience inter-professional dysfunction also experience disproportionately high levels of job tension. Research limitations/implications The main research implication of this research relates to the confirmation of the presence of an interaction effect between loyalty and inter-professional dysfunction in predicting employee job stress. Further, the zone of significance analysis (following Johnson and Neyman) suggests that this effect is evident at even low levels of inter-professional dysfunction. Practical implications Organisations should appreciate employee loyalty but should also be aware that loyal employees are more vulnerable to the negative consequences of organisational dysfunction than are employees with limited organisational loyalty. Social implications The paper confirms the importance of managing organisational cooperation between groups in organisations as a precursor to positive employee outcomes. Originality/value This is the first paper to investigate this interaction and to apply Johnson-Neyman analysis to confirm the regions of significance for the interaction effects noted.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:14:55Z
      DOI: 10.1108/PR-05-2016-0124
  • High performance work system and organisational performance: role of
           knowledge management
    • Pages: 1770 - 1795
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1770-1795, November 2017.
      Purpose The purpose of this paper is to explore the high performance work system through ability, motivation and opportunity model (Jiang et al., 2013) and its impact on organisational performance. Further, the mediating role of knowledge management between high performance work system and organisational performance has also been evaluated. Design/methodology/approach Questionnaire technique has been used to collect the data from managers (n=58) and employees (n=246) working in telecommunication organisations in Jammu and Kashmir (North India). Data collected have been validated using the exploratory factor analysis and confirmatory factor analysis. Hypotheses have been tested through structural equation modelling with the help of AMOS and SmartPLS3 softwares. Further, theoretical, managerial and socio-economic implications have also been discussed. Findings The study indicates that high performance work system positively affects organisational performance. Further, knowledge management act as a mediator between high performance work system and organisational performance. Research limitations/implications The study has been conducted only in the private telecommunication sector (Airtel, Aircel, Tata Indicom, Idea, Reliance, Vodafone). Further, the study being limited to telecommunication sector can be extended in other sectors also. Practical implications In order to create superior work system, management should focus on ability-enhancing initiatives such as extensive job training, computer-based training, etc. on regular basis. Employees should be rewarded extrinsically as well as intrinsically to keep them motivated to achieve higher levels of performance. Further, management should empower the employees through decentralisation of authority, participative decision making, etc. Besides this, management should also instil the knowledge culture in the organisation in order to enhance the knowledge capability of the employees. Originality/value This study contributes to the literature by identifying the black box using knowledge management to understand the relationship between high performance work system and organisational performance in the telecommunication sector.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:14:06Z
      DOI: 10.1108/PR-10-2015-0262
  • The evolution of devolution in HR
    • Pages: 1796 - 1815
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1796-1815, November 2017.
      Purpose The purpose of this paper is to highlight the importance of a multi-level approach consisting of individual, human resource management (HRM) team, and organizational contingency factors when considering the efficacy of HR devolvement efforts. The authors accomplish this through a review of the relevant devolvement literature to show how outcomes are impacted by contingency factors, which highlights a gap in extant scholarship, and the authors organize the literature in a way that is meaningful to future researchers interested in the topic as well as practitioners involved with its implementation. Design/methodology/approach The authors use a narrative review approach to describe previous devolvement research (e.g. Hammersley, 2001; Harvey and Moeller, 2009). In contrast to a systematic review more commonly seen in quantitative meta-analyses, a narrative review allows for a more descriptive and detailed analysis and critique of quantitative, qualitative, and theoretical research (Bezrukova et al., 2012; Posthuma et al., 2002). This methodology produced over 300 books, journal articles, magazine articles, and discussion papers. In this review, the authors chose to focus only on those peer-reviewed papers reporting empirical findings or developing theoretical arguments surrounding devolvement. Findings While the studies reviewed herein are admirable and help call attention to an important topic in HRM, they nonetheless fail to provide a comprehensive understanding of contingencies affecting devolvement as they do not consider the multi-level nature of the phenomenon. Therefore, the authors’ contribution lies in the identification and categorization of contingency factors affecting the occurrence of devolvement operating at the individual, HRM team, and organizational levels. Originality/value As devolvement continues to be a viable means for assigning HR responsibilities from the human resources department to managers, its effects can have an impact on organizational performance, the strategic positioning of HR, and various job attitudes of line managers. Therefore, a clearer picture of devolvement in order to understand its continued significance is an important contribution.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:14Z
      DOI: 10.1108/PR-01-2016-0010
  • The case for employee resource groups
    • Pages: 1816 - 1834
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1816-1834, November 2017.
      Purpose The purpose of this paper is to demonstrate that employee resource groups (ERGs) are a valuable addition to organizations and should be an important focus of research, particularly given the diversity and inclusion challenges faced by many businesses and communities today. Design/methodology/approach The authors review the ERG literature, develop a theoretical framework using social identity theory (SIT) and suggest research directions. Findings ERGs represent a fairly unexplored area of research. Using SIT, a series of propositions is presented for research into ERG effects on individual, group and organizational outcomes. Research limitations/implications ERGs have impact beyond the topics explored using SIT. As ERGs become more prominent, there is ample room to conduct empirical research to learn more about the underlying process by which ERGs are affecting identity and employee integration (or lack of) into groups and organizations. Originality/value Despite their prevalence in the business world, there has been a scarce amount of theorizing and research focused on ERGs. To help facilitate the development of this work, the authors introduce a theoretical framework using SIT, as well as propositions that can serve to spur additional research on a critical topic for today’s businesses.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:36Z
      DOI: 10.1108/PR-01-2016-0004
  • Passion or people' Social capital and career sustainability in arts
    • Pages: 1835 - 1851
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1835-1851, November 2017.
      Purpose The purpose of this paper is to examine the role of social capital for career success and sustainability among arts managers and the implication for human resource practice. Design/methodology/approach This paper is a qualitative study comprising interviews with 73 arts managers in Australia. Findings While answering an occupational calling and having a sense of passion for the arts is a key driver to embark upon a career in arts management, it is social capital that is essential for both objective and subjective career success and thus for career sustainability. The authors also identify the value of education, global experience and well-honed soft skills for building social capital. Research limitations/implications The study is located in Australia – arts management in other national contexts and industries may be different. Practical implications This paper identifies the need for arts managers to develop heterogeneous social capital to support both career success and sustainability. It also indicates that whereas passion for the arts may be an important driver, other skills and competencies are required. Both of these themes need to be incorporated into human resource practice in the arts industry. Social implications This paper demonstrates the growing need to acknowledge the impact of relational social capital in the arts in an increasingly volatile work environment. Originality/value This paper fills the gap in our understanding of careers that bridge both the arts and management as professional domains of activity and extends understanding on the role of social capital in management careers more generally.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:13:56Z
      DOI: 10.1108/PR-02-2016-0023
  • Expatriates’ withdrawal intentions
    • Pages: 1852 - 1869
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1852-1869, November 2017.
      Purpose The purpose of this paper is to examine the role of perceived home and destination organizational culture characteristics and general satisfaction with the assignment as antecedents of expatriates’ withdrawal intentions. Design/methodology/approach Data were collected through a web survey of an international sample of expatriates with a broad representation of industries, organizations and countries of origin and destination. Findings The results indicate that home and destination organizational cultures affect expatriates’ withdrawal intentions, after controlling for demographics and national cultural differences, namely: home organizational culture has a stronger influence on withdrawal intentions from the organization, while host organizational culture affects withdrawal intentions from the assignment. Further, the relationship between host organizational culture and expatriates’ intentions to withdraw from the assignment is mediated by expatriates’ satisfaction with the assignment. Evidence was also found supporting a stronger and negative influence of the goal orientation dimension of organizational culture, thus suggesting that a collective orientation toward common business goals (i.e. solidarity) may help retain expatriates. Originality/value This study seeks to fill a gap in the literature by exploring the influence of organizational culture on expatriates’ withdrawal intentions, and the mediating role of expatriates’ satisfaction with the assignment, on that relationship.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:38Z
      DOI: 10.1108/PR-02-2016-0033
  • A comprehensive concomitant analysis of service employees’
           well-being and performance
    • Pages: 1870 - 1889
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1870-1889, November 2017.
      Purpose The connection between employees’ well-being and performance, although widely studied in organizational psychology, has received much less attention from HRM scholars. The purpose of this paper is to extend the literature by examining the impacts of the multidimensional structure of well-being consisting of psychological, social and health dimensions on employees’ task and contextual performance. Design/methodology/approach The authors collected data from 281 employees from the New Zealand service sector using a questionnaire survey. Factor analysis was used to determine items that form various facets of well-being and performance constructs. Hierarchical regression analyses were conducted to test the well-being – performance relationship. Findings The findings show that different facets of well-being differentially contribute to employees’ task and contextual performance. Specifically, the facets of happiness and trust were positively associated with both task and contextual performance, while the effects of life satisfaction and work life balance on task and contextual performance were insignificant. Moreover, work intensification was only associated with task performance, in contrast, job satisfaction and over commitment were only related to contextual performance. Practical implications The implications of these findings are two-fold. For researchers, a review and overhaul of the conceptualization and operationalization of well-being in HRM studies is long overdue. For managers, improvements to employees’ job performance and the organization’s health can result from simultaneously enhancing multiple dimensions of employees’ well-being. Originality/value This study provides new insights into the complex relationship between well-being and performance by incorporating a multidimensional and multifaceted perspective of well-being and highlighting the distinctive effects of various facets of well-being on different types of employees’ performance.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:30Z
      DOI: 10.1108/PR-05-2016-0108
  • The relationship between work characteristics and change-oriented
           organizational citizenship behavior
    • Pages: 1890 - 1914
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1890-1914, November 2017.
      Purpose Improving employees’ change-oriented organizational citizenship behavior (OCB) is important because of the work content and service nature of the National Immigration Agency (NIA). The purpose of this paper, which targeted immigration workers using the work design model (knowledge oriented), leadership types and organizational climate as perspectives, is to study immigration workers’ change-oriented OCB. Inspecting the knowledge-oriented work characteristics (KOWCs) of the NIA of Taiwan to find ways of stimulating change-oriented OCB through employees’ high self-efficacy is also critical. The investigators also explored how transformational leadership and organizational climate directly affect employees’ change-oriented OCB in a cross-level organization. Design/methodology/approach The subject of this research is the frontline immigration workers of Taiwan’s NIA, with its entire staff on duty at the country’s airports and ports as targets of the research. This study used a total of 312 questionnaires. Findings At the group level, transformational leadership shows significant positive influence on organizational climate. KOWCs can positively influence self-efficacy and affect change-oriented OCB on an individual basis; similarly, self-efficacy can also positively impact the individual’s change-oriented OCB. In addition, transformational leadership and organizational climate have a contextual effect on the outcome variable on an individual basis. Originality/value This finding is helpful for researching and practicing implications of HRM, such as in further understanding how the motivation from work characteristics, organization’s environment and interpersonal networks can increase employees’ change-oriented OCB.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:04Z
      DOI: 10.1108/PR-01-2016-0012
  • Examining employees’ safety behaviours: an industry-level
           investigation from Ghana
    • Pages: 1915 - 1930
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1915-1930, November 2017.
      Purpose The purpose of this paper is to examine employees’ safety behaviours (ESBs) within the beverage manufacturing industry. It also assessed employees’ perception of their own safety behaviours. It further investigated the impact of organisational culture (OC) on ESBs. Finally, the study identified the likely determinants of ESBs. Design/methodology/approach A survey methodology was employed as an appropriate approach. In total, 197 valid questionnaires were retrieved from employees working in the beverage manufacturing industry. The questionnaires were processed for quantitative analyses to test the hypotheses. A simple regression analysis was carried out to assess employees’ perception of their own safety behaviours and to investigate the impact of OC on ESBs. Descriptive frequencies and percentages were used to identify the determinants of ESBs. Findings The results suggest that employees’ perception of their own safety behaviour was positive. OC was reported to have a strong positive impact on ESBs. Safe working conditions, job satisfaction and organisational leadership were identified as the key organisational determinants of safety behaviours among the employees. Research limitations/implications Interpreting these findings must be done with caution as the sample size was relatively small and solely obtained from four beverage manufacturing firms. Generalising the findings from this study must also be carefully done as the study is industry-specific and country-specific. Practical implications Besides the loss of talents through unsafe behaviours, accidents can hurt work performance, productivity and profitability of an organisation. Industry organisations and their managers can therefore implement perceptual, organisational and cultural interventions that reinforce appropriate safety behaviours among employees at the workplace. Social implications Understanding these cultural, perceptual and organisational perspectives on ESBs is not only a significant input for safety behavioural analysis and interventions but can also reduce the socioeconomic cost of unsafe and risk behaviours among employees at the firm, industry, national and global levels. Originality/value The empirical tests of employees’ perception of their own safety behaviours are heavily biased towards data originating from the developed country industry settings which suggest that the dynamics of ESBs in the less developed economies are likely to be unknown. This study is first to examine ESBs in a developing country beverage manufacturing industry setting.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:17:08Z
      DOI: 10.1108/PR-06-2016-0146
  • Can HRM alleviate the negative effects of the resource curse on firms'
           Evidence from Brunei
    • Pages: 1931 - 1947
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1931-1947, November 2017.
      Purpose The resource curse literature suggests that firms operating in non-oil and non-gas industries in petrostates face considerable challenges in securing competitiveness and sustaining themselves. Based on a firm-level survey within a micro-petrostate, Brunei, the purpose of this paper is to explore the relationship between specific HR policies and practices and organisational performance; analyse, compare, and contrast oil and gas with non-oil and non-gas sectors; and draw out the comparative lessons for understanding the potential and performance consequences of HR interventions in resource-centred national economies. Design/methodology/approach Data for this study were generated from a primary survey administered amongst the HR directors in companies operating in all sectors in Brunei. A statistically representative sample size of 214 was selected. Findings The authors confirmed that firms in the oil and gas sector indeed performed better than other sectors. However, the authors found that the negative effects associated with operating outside of oil and gas could be mitigated through strategic choices: the strategic involvement of HR directors in the affairs of the company reduced employee turnover and added positively to financial returns across sectors. Practical implications Developing and enhancing the role of people management is still very much easier than bringing about structural institutional reforms: the study confirms that at least part of the solution to contextual difficulties lies within, and that the firm-level consequences of the resource curse can be ameliorated through a strategic choice. Originality/value The nature of the present investigation is one of few studies conducted in South East Asia in general and in the context of Brunei, in particular. It also contributes to the authors’ understanding whether HR interventions can ameliorate the challenges of operating in a non-resource sector in a resource-rich country.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:14:44Z
      DOI: 10.1108/PR-04-2016-0081
  • Joint effects of job demands and job resources on vocational teachers’
           innovative work behavior
    • Pages: 1948 - 1961
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1948-1961, November 2017.
      Purpose The purpose of this paper is to investigate interactions of job demands and job resources in the facilitation of innovative work behavior (IWB). In particular, the paper aims at researching interactive effects of psychological empowerment and participative safety and their potential to buffer negative effects of job demands. Design/methodology/approach A cross-sectional questionnaire study with 239 vocational teachers was carried out. For hypotheses testing, multiple linear regression models were analyzed. Findings The study provides evidence for psychological empowerment and participative safety as individual and interactive predictors of IWB. Furthermore, the findings indicate that effects of job demands are substantially more positive when psychological empowerment is high and, conversely, when participative safety is low. Research limitations/implications Future studies should address the issues of the current study using a longitudinal approach and additional data sources. Moreover, concerning generalizability, future studies could move beyond the current study context of innovative vocational colleges and teachers. Practical implications The paper highlights the importance of creating resourceful work environments, which empower employees and provide fellowship and minority acceptance. Furthermore, the findings call for paying attention to individually varying perceptions of job demands and corresponding needs for compensatory job resources. Originality/value The study adds to closing the gap of lacking insight into interactions among established predictors of IWB. In particular, this regards interactions among demanding and resourceful characteristics of the work environment that need to be balanced in order to activate proactive behaviors such as IWB.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:14:23Z
      DOI: 10.1108/PR-03-2016-0053
  • Workplace authenticity as an attribute of employer attractiveness
    • Pages: 1962 - 1976
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1962-1976, November 2017.
      Purpose The purpose of this paper is to investigate the relevance of authenticity as a possible attribute of employer attractiveness. Additionally, the study compares authenticity to other factors of attractiveness, such as economic, development, social, interest and application values. Design/methodology/approach A survey was conducted with a total of 937 respondents. The questionnaire consisted of the employer attractiveness scale developed by Berthon, Ewing, and Hah (2005) and an adapted version of the authentic living scale (Wood et al., 2008). Findings The results show that workplace authenticity is equally valued as an attractiveness attribute as having opportunities for economic and personal development, and that it is significantly more highly valued than other attractiveness dimensions of the work environment, such as interest value, social value, and application value. The results also show that authenticity matters more as an attribute of attractiveness for top management, older professionals as well as women. Practical implications The findings suggest that firms become more competitive in attracting talent if their recruitment strategies place more emphasis on authenticity as a psychological benefit that can be obtained through working in the company. The use of social media (e.g. employee testimonials, chats, and blogs) can help to this end. Originality/value The subject of workplace authenticity has been receiving increasing attention in the academic literature, and the studies reveal the benefits that it may entail for both developing and retaining a more engaged and productive workforce. However, previous research has not considered how perceptions of workplace authenticity may also help organizations become more attractive in the eyes of potential job applicants.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:16:11Z
      DOI: 10.1108/PR-07-2016-0156
  • Context, self-regulation and developmental foci
    • Pages: 1977 - 1996
      Abstract: Personnel Review, Volume 46, Issue 8, Page 1977-1996, November 2017.
      Purpose The purpose of this paper is to investigate why managerial leaders engage in leader self-development (SD) vis-à-vis China’s transition process and what domains of leadership competencies are enhanced. It aims to investigate leader SD as an interaction between self-regulation and the confluence of multiple contexts experienced simultaneously by these managerial leaders within China’s transition. Design/methodology/approach This paper adopts a two-phase exploratory sequential mixed-method design. The absence of empirical research on leader SD in China led to a qualitative approach in the initial stage. Focus groups were first conducted to establish the relevance of the focal construct in a holistic and elaborative way. In-depth interviews were then undertaken to capture the richness of the phenomenon through meaningful contextualization and to identify themes as representative of issues faced by participants. Seven themes emerged from this process, which, through consultation with the relevant literature, were operationalized in the second stage to generate a survey for hypothesis testing. Findings The combination of insights from qualitative and quantitative studies highlights the dynamic and interactive nature of leader SD as a product of contextual and personal influences in China. The influential mechanisms connecting personal and contextual enablers and SD are in the cognitive processing of developmental needs and personal responsibility. Chinese managerial leaders who take the initiative to assess their own developmental needs and assume responsibility for their development are more likely to undertake SD. The developmental activities focus primarily on technical leadership competencies. Research limitations/implications A competency perspective to development may not address fully complexities involved in leader development. Also developing leadership competencies is an ongoing process. Due to limited time and fund, this paper did not take a time perspective to investigate both the immediate and long-term outcomes of leader SD. Practical implications SD is an emerging strategy that has the potential to address the shortage of managerial leadership competencies. The analysis of the self-regulatory process explains the mediating dynamism underlying different domains of leader SD. Recruitment focusing on people with a relatively higher degree of self-regulation thus increases the potential for organizations to staff themselves with employees aware of, and prepared for, SD organization would like to take place. It is also advisable that organizations make efforts to create a learning environment in general. Originality/value This mixed-method approach provides a multi-layered investigation that ultimately adds rigor and relevance to the research findings. It is this analysis of the complex web of economic, social and cultural contexts existing in China, and applying them to social cognitive theory as an explanatory platform, that underpins the originality of the study.
      Citation: Personnel Review
      PubDate: 2017-11-22T10:15:56Z
      DOI: 10.1108/PR-10-2015-0273
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