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Publisher: Emerald   (Total: 311 journals)

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J. of Management Development     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 23)
J. of Management History     Hybrid Journal   (Followers: 1)
J. of Managerial Psychology     Hybrid Journal   (Followers: 12, SJR: 0.759, h-index: 34)
J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.656, h-index: 35)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 7, SJR: 0.221, h-index: 2)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 7)
J. of Organizational Change Management     Hybrid Journal   (Followers: 22, SJR: 0.403, h-index: 37)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 1)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 7)
J. of Place Management and Development     Hybrid Journal   (Followers: 2, SJR: 0.419, h-index: 1)
J. of Product & Brand Management     Hybrid Journal   (Followers: 7, SJR: 0.383, h-index: 22)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 5, SJR: 0.474, h-index: 12)
J. of Public Mental Health     Hybrid Journal   (Followers: 19, SJR: 0.151, h-index: 3)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.851, h-index: 29)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6, SJR: 0.544, h-index: 8)
J. of Research in Marketing and Entrepreneurship     Hybrid Journal   (Followers: 11)
J. of Risk Finance, The     Hybrid Journal   (Followers: 9)
J. of Science and Technology Policy Management     Hybrid Journal   (Followers: 2, SJR: 0.249, h-index: 3)
J. of Service Management     Hybrid Journal   (Followers: 8, SJR: 1.162, h-index: 14)
J. of Services Marketing     Hybrid Journal   (Followers: 12, SJR: 1.069, h-index: 31)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 14, SJR: 0.289, h-index: 20)
J. of Social Marketing     Hybrid Journal   (Followers: 9, SJR: 0.662, h-index: 7)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 3)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 8, SJR: 0.547, h-index: 18)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.298, h-index: 22)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 20, SJR: 0.521, h-index: 20)
Leadership in Health Services     Hybrid Journal   (Followers: 21, SJR: 0.319, h-index: 10)
Library Hi Tech     Hybrid Journal   (Followers: 979, SJR: 0.926, h-index: 19)
Library Hi Tech News     Hybrid Journal   (Followers: 636, SJR: 0.442, h-index: 8)
Library Management     Hybrid Journal   (Followers: 725, SJR: 0.948, h-index: 12)
Library Review     Hybrid Journal   (Followers: 658, SJR: 0.573, h-index: 11)
Management Decision     Hybrid Journal   (Followers: 5, SJR: 1.423, h-index: 34)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 14)
Management Research : The J. of the Iberoamerican Academy of Management     Hybrid Journal   (Followers: 3)
Management Research News     Hybrid Journal   (Followers: 3)
Management Research Review     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 13)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.29, h-index: 19)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 8, SJR: 0.72, h-index: 28)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 12, SJR: 0.354, h-index: 24)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.438, h-index: 13)
Meditari Accountancy Research     Hybrid Journal   (Followers: 2)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 20, SJR: 0.211, h-index: 4)
Mental Health Review J.     Hybrid Journal   (Followers: 15, SJR: 0.191, h-index: 2)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.331, h-index: 14)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0.236, h-index: 5)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.245, h-index: 7)
Multinational Business Review     Hybrid Journal   (Followers: 1)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 558, SJR: 0.746, h-index: 13)
Nutrition & Food Science     Hybrid Journal   (Followers: 8, SJR: 0.183, h-index: 10)
OCLC Systems & Services     Hybrid Journal   (Followers: 90, SJR: 0.378, h-index: 12)
On the Horizon     Hybrid Journal   (SJR: 0.398, h-index: 12)
Online Information Review     Hybrid Journal   (Followers: 165, SJR: 0.712, h-index: 30)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 6, SJR: 0.387, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 9, SJR: 0.876, h-index: 36)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.322, h-index: 21)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 68, SJR: 0.486, h-index: 22)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 267, SJR: 0.554, h-index: 14)
Property Management     Hybrid Journal   (Followers: 2, SJR: 0.304, h-index: 9)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.365, h-index: 18)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7, SJR: 0.254, h-index: 3)
Qualitative Research in Financial Markets     Hybrid Journal   (Followers: 4)
Qualitative Research in Organizations and Management: An Intl. J.     Hybrid Journal   (Followers: 6)
Quality Assurance in Education     Hybrid Journal   (Followers: 4, SJR: 0.665, h-index: 19)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 32, SJR: 0.239, h-index: 11)
Rapid Prototyping J.     Hybrid Journal   (Followers: 2, SJR: 0.928, h-index: 41)
Records Management J.     Hybrid Journal   (Followers: 13, SJR: 0.275, h-index: 9)
Reference Reviews     Hybrid Journal   (Followers: 12)
Reference Services Review     Hybrid Journal   (Followers: 29, SJR: 1.599, h-index: 16)
Research on Economic Inequality     Hybrid Journal   (Followers: 4, SJR: 0.232, h-index: 8)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.186, h-index: 6)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.125, h-index: 2)
Review of Marketing Research     Hybrid Journal   (Followers: 14, SJR: 0.518, h-index: 3)
Safer Communities     Hybrid Journal   (Followers: 37, SJR: 0.338, h-index: 4)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.257, h-index: 21)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 8)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 2, SJR: 0.228, h-index: 4)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 2, SJR: 0.303, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 4)
Strategic Direction     Hybrid Journal   (Followers: 1, SJR: 0.112, h-index: 4)
Strategic HR Review     Hybrid Journal   (Followers: 3)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 19, SJR: 0.209, h-index: 15)
Structural Survey     Hybrid Journal   (SJR: 0.285, h-index: 9)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 5)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 9, SJR: 1.628, h-index: 56)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.355, h-index: 4)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.283, h-index: 11)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 89, SJR: 0.349, h-index: 6)
The Electronic Library     Hybrid Journal   (Followers: 815, SJR: 0.799, h-index: 23)
The Learning Organization     Hybrid Journal   (Followers: 6, SJR: 0.433, h-index: 20)

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Journal Cover   Personnel Review
  [SJR: 0.876]   [H-I: 36]   [9 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0048-3486
   Published by Emerald Homepage  [311 journals]
  • Employment relations in the UK civil service
    • Authors: Andy Hodder
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose The purpose of this paper is to bring together two separate strands of the literature (politics and industrial relations) on civil service management and reform to enable consideration of the industrial relations implications of these changes. Design/methodology/approach This paper is conceptual and has no empirical base. The paper is a general review of existing literature on the subject. Findings The paper identifies the importance of historical legacy in both management and union behaviour in the civil service. By revisiting earlier civil service reforms, the reader is able to gain an understanding of the rationale for much of the current restructuring of the civil service. Additionally, any discussion of trade union behaviour should be located in the context of union tradition and evolution. Research limitations/implications In being a general review, the paper does not report empirical evidence but instead provides the background for future research into civil service industrial relations and management. Originality/value This paper is the first to provide a systematic review of management restructuring in the civil service whilst at the same time considering union responses. As such, the paper is of interest to academics and practitioners in the areas of both management and politics.
      Citation: Personnel Review
      PubDate: 2015-07-23T12:20:30Z
      DOI: 10.1108/PR-09-2013-0160
       
  • Devolving people management to the line: how different rationales for
           devolution influence people management effectiveness
    • Authors: Hugh Bainbridge
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This study focuses on the different rationales for devolving people management responsibilities to the line and examines their consequences for the HR function and HR’s interactions with line managers and employees. Design/methodology/approach A model was developed and tested that describes how the rationale for devolving people management to the line influences the HR function, HR’s interactions with line managers, and the quality of people management. Survey data was collected from 446 managers who reported that their organisations had devolved people management to the line. Findings Results indicate that devolution rationales are associated with distinct changes to the HR function’s strategic integration and size. These changes in the HR function are in turn associated with utilisation of line manager focused HR practices, HR’s business partner orientation and people management effectiveness. Practical implications The HR function should consider changes that refine job descriptions to include a clear statement of people management responsibilities, ensure performance appraisals incorporate an assessment of people management effectiveness, and prioritise line manager training and rewards in an environment where line managers may be less than enthusiastic about their newly acquired people management responsibilities. Originality/value The study contributes to the devolution literature by outlining how the effects of devolution are tied to the rationale underlying devolution efforts. It suggests that the tendency to conceptualise devolution without reference to the reason why it is pursued may be contributing to the controversy over its consequences.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:26Z
      DOI: 10.1108/PR-10-2013-0193
       
  • The impact of work-life culture on organizational productivity
    • Authors: Isabel de Sivatte, Judith R. Gordon, Pilar Rojo, Ricardo Olmos
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose We aim to test the relationship of work-life culture and organizational productivity and determine if it is mediated by the availability of work-life programs. Design/methodology/approach Quantitative data for the study were collected using three sources: an original survey completed by managers of 195 different companies, archival data from two databases, and archival data published in three national surveys. Hypotheses were tested using path analyses. Findings Our data reveal that work-life culture has no direct effect on labor productivity but does have an indirect effect on it, through the availability of work-life programs. Research limitations/implications One of our study’s limitations is that its design is cross-sectional. We suggest that future longitudinal studies examine the impact of work-life culture on organizational outcomes. Practical implications Practitioners should note the importance of promoting a favorable work-life culture and offering work-life programs as they enhance labor productivity. Originality/value We examine the impact of work-life culture on organizational productivity, a relatively understudied relationship at the organizational level.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:24Z
      DOI: 10.1108/PR-12-2013-0226
       
  • New evidence of the relationship between employee satisfaction and firm
           economic performance
    • Authors: Santiago Melián-González, Jacques Bulchand-Gidumal, Beatriz González López-Valcárcel
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose Employee satisfaction appears in any discussion about how employees can contribute to organizational performance. This study aims to test the relationship between employee satisfaction and organizational performance; this later measured with three firm-level performance outcomes (ROA, operating margin, and revenue per employee). Design/methodology/approach At different times and from two independent sources we obtained firms’ data about worker attitudes and financial and productivity performance, respectively. The analysed sample of 475 firms is the biggest among the studies that analyze performance and employee satisfaction at the firm level. The impact of employee satisfaction over firm performance was assessed. Findings Overall satisfaction and satisfaction with senior leadership, compensation, and work/life balance, respectively impact firm performance. Research limitations/implications The ratings come from both employees and ex-employees and the individual characteristics were unknown. Additionally as an Internet-based sample there has been a lack of control over the individuals’ response process. Practical implications Managers have evidence about the importance of their employees’ satisfaction on firm performance, and on how the facets involved on worker satisfaction impact the performance. Originality/value Hitherto there is only one empirical evidence about the positive role of worker satisfaction in objective and financial firm level performance. That was based in best-firms type data. The current study draws in a big sample independent of this kind of rankings. Additionally, the job facet satisfaction conceptualization considered demonstrates the usefulness of this way to understand the employee satisfaction.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:23Z
      DOI: 10.1108/PR-01-2014-0023
       
  • Enhancing perceived employability: an interactionist perspective on
           responsibilities of organizations and employees
    • Authors: Monique Veld, Judith Semeijn, Tinka van Vuuren
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose The aim of this study is investigating the moderating role of employees’ willingness to invest in training and development and willingness for mobility on the relationship between human resource management practices and employability. As such, the study takes an interactionist perspective, building on human capital theory and Social Exchange Theory. Investigating possible interaction effects is highly relevant as little is known yet on how organizational efforts (i.e. policies and activities) and individual effort of employees might strengthen each other in their aim of enhancing employability. Design/methodology/approach Analyses were based on a sample of 1346 respondents from 91 primary school locations in the Netherlands. Hypotheses were tested using regression analyses controlling for nesting of the data. Findings The results indicate that HR activities and employees’ willingness are positively related to employability. Furthermore, only employees’ willingness for mobility strengthens this relationship, not their willingness for training and development. These results indicate that both organizations and employees are responsible for enhancing employability. Practical implications Both HR activities and employee willingness appear to play a significant and interactive role for enhancing employability. Therefore, explicit cooperation between employee and organization in light of optimizing employability seems warranted. Originality/value This study extends current research on enhancing employability, by theorizing and testing the combined efforts of organizations and employees from an interactionist perspective.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:21Z
      DOI: 10.1108/PR-05-2014-0100
       
  • Availability and use of work-life benefits. What’s in between?
    • Authors: Susana Pasamar
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This paper aims to explore the relationship between the availability and the real use of work-life (WL) benefits by employees. Most research focuses on adoption, and some studies have analyzed the levels of use. However, it is yet to be explained why some firms offer formal WL benefits, which ultimately are not used by employees. Design/methodology/approach The hypotheses developed here are tested using data from a sample of 146 Spanish private firms, which is very relevant because findings from research developed in Anglo-Saxon contexts cannot necessarily be extended elsewhere. Findings The results reveal that availability significantly influences the level of use of WL programs. Both the proportion of women employees in the organization and the formalization of the work-life balance culture moderate the relationship between availability and use. Practical implications These findings hold lessons for practitioners and researchers interested in WL balance and its actual diffusion among employees. Practitioners should consider WL balance in an unrestrictive way, thinking about different kinds of employees and not only women with caring responsibilities. The mere provision of benefits to a small part of the workforce does not guarantee any of the positive outcomes related to WL balance. Originality/value Aside from exploring the availability-use gap, this research was conducted in a non-Anglo-Saxon context.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:15Z
      DOI: 10.1108/PR-03-2014-0054
       
  • Vicarious experience of justice: when unfair treatment of one’s
           colleague matters
    • Authors: Jason L. Huang, Ann Marie Ryan, Bahaudin G. Mujtaba
      Abstract: Personnel Review, Volume 44, Issue 6, September 2015.
      Purpose This paper examines the extent to which perceptions of one’s colleague’s fair treatment by an authority, termed vicarious justice, can affect an individual’s satisfaction with and cooperation towards the authority, after controlling one’s personal justice experience from the same authority figure. Design/methodology/approach In Study 1, 172 employees filled out a survey about personal and vicarious justice experience at work. In Study 2, 208 undergraduate students participated in an online scenario experiment that manipulated vicarious justice experience. Findings Across both studies, results indicated that, controlling for personal justice perceptions, vicarious justice perceptions positively influenced individuals’ satisfaction with the authority; the effect on satisfaction was stronger for individuals who saw themselves as more similar to the colleague. Results of the experiment also suggested that vicarious justice led to higher cooperation intentions, and such effect was moderated by similarity as well. Research limitations/implications The current studies demonstrate that vicarious justice perceptions can influence individuals beyond the effects of their own treatment, and such influence depends on perceived similarity between the focal individual and the colleague. Practical implications The paper highlights the importance of managers’ treatment of other employees, especially when managing employees that are homogeneous in various characteristics. Originality/value The studies extend the current understanding on vicarious justice effects and underscore the role of similarity in moderating such effects. The combination of field survey and online experiment provides evidence for causal inference for the findings.
      Citation: Personnel Review
      PubDate: 2015-07-22T12:32:13Z
      DOI: 10.1108/PR-02-2013-0026
       
  • Perceived qualities of older workers and age management in companies: does
           the age of HR managers matter?
    • Authors: Andrea Principi, Paolo Fabbietti, Giovanni Lamura
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The aim of this study is to explore whether human resources (HR) managers’ age has an impact on their perceptions of the qualities/characteristics of older and younger workers (i.e. attitudes) and on the implementation of age management initiatives to the benefit of older workers (i.e. behaviors). Design/methodology/approach Based on theories concerning the origins of stereotypes according to “ingroup bias”, the hypotheses of this study have been tested on a sample of managers from 516 Italian companies extracted from the Gfk Eurisko database, by using factor analyses, bivariate and multivariate tools (i.e. OLS and multiple logistic regressions). Findings The age of HR managers seems to play a role in their perception of (i.e. attitudes towards) older and younger workers, in that workers are judged more positively by managers of similar age. On the contrary, HR managers’ age does not seem to have a particular influence on the implementation of age management initiatives in companies. However, companies with younger managers in particular, tend to use early retirement schemes, while large companies have a greater tendency to implement age management initiatives and show a greater appreciation of the role of older workers. Practical implications Our results suggest that to increase both the job performance of older workers and improve managers’ perception of the positive qualities of older workers, companies should implement age management initiatives to the benefit of older workers. Furthermore, specific training may help them, to recognize that both younger and older workers have useful albeit different strengths. Originality/value While previous studies have dealt generically with managers’ attitudes and/or behaviors towards older workers, very few have considered the role played by managers’ age in this regard, particularly with respect to organizational behaviors concerning age management policies.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:49Z
      DOI: 10.1108/PR-09-2013-0158
       
  • Fulfill psychological contract promises to manage in-demand employees
    • Authors: John Rodwell, Julia Ellershaw, Rebecca Flower
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose This study explores the impact of three components of the psychological contract (i.e. obligations, fulfillment, and breach) and the individual characteristic negative affectivity (NA) onto three key outcomes, namely job satisfaction, organizational identification and psychological distress. Design/methodology/approach Questionnaires were completed by 222 Australian nurses and midwives from a medium-sized metropolitan Australian hospital. The response rate for the study was 39%. Findings Structural equation modeling revealed that perceptions of psychological contract fulfillment were positively linked to organizational identification and job satisfaction, while psychological contract breach was negatively linked to these outcomes. NA was negatively linked to job satisfaction and positively linked to psychological distress. Psychological contract obligations were not associated with any of the employee outcomes. Research limitations/implications Psychological contract fulfillment is an important driver of employee satisfaction and organizational identification and the findings highlight the importance of including NA in psychological contract research. The occupation and context, being in-demand employees, appeared to neutralize the impact of one dimension of the psychological contract, employer promises and obligations. Practical implications Explicitly managing employees’ psychological contracts by focusing on fulfilling realistic promises will enable managers to improve employee outcomes and facilitate employees embracing their organization. Originality/value This study is one of the first to explore all three components of the psychological contract. These results may assist in the development of strategies to retain in-demand employees such as nurses, particularly highlighting the need to make and fulfill realistic promises.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:41Z
      DOI: 10.1108/PR-12-2013-0224
       
  • Making the right move. Investigating employers’ recruitment
           strategies
    • Authors: Klarita Gërxhani, Ferry Koster
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose This study investigates employers’ recruitment strategies to address distinct job-related agency problems before establishing an employment relationship. Insights from agency theory and the social embeddedness perspective are combined to hypothesize whether and why employers adapt their recruitment strategies to the job type (differing in level of discretion) for which they are externally hiring. Design/methodology/approach The hypotheses are empirically tested using data from a survey of 288 Dutch employers. Questions were asked about the two types of jobs. Multilevel logistic regression analysis is applied to investigate the effect of social context on the choice of recruitment strategy. In addition to that, separate analyses are conducted for the two job types, using logistic regression analysis. Findings As predicted, employers have the tendency to use informal recruitment channels more often for jobs with high degree of discretion (i.e., managerial, professional and specialists jobs) than for jobs with low degree of discretion (i.e., administrative and supporting jobs). In addition, the type of information transmitted through employers’ social contacts matters for their recruitment strategies. In particular, the reliable and trustworthy information from contacts with friends and family is more important for managerial, professional and specialists jobs. This seems to be the way employers deal with the high agency costs characterizing this type of jobs. Originality/value This study extend prior research as follows. First, while earlier studies more closely looked at why organizations use formal or informal recruitment, this study specifically focuses on the role the job type plays in the hiring process. Secondly, it provides an extension of agency theory by including job-type in the analyses. And, thirdly, the study examines how the networks of employers, rather than employees, affect the hiring process.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:31Z
      DOI: 10.1108/PR-12-2013-0229
       
  • Empowering and trustful leadership: impact on nurses’ commitment
    • Authors: Carla Maria Freitas da Costa Freire, Ricardo Manuel Machado Azevedo
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The present study aims to analyze the impact of workplace empowerment and staff nurses´ perceptions of trustworthiness in their supervisor as determinators of organizational commitment. Design/methodology/approach Data was collected from 189 nurses working at Portuguese public hospitals. Findings Results indicate that an empowering work context was significantly predictive of nurses´ affective commitment and on the perceptions of trustworthiness of the supervisor. The employees who understand that they have access to factors of empowerment (formal power, informal power, resources, opportunity, support and information), and feel that they can influence the organisation where they work, are in a better position to establish affective connections with the organisation, as well as to perceive their supervisor as trustworthy. Research limitations/implications One limitation relates to the generalization of the study’s findings outside the national context. Practical implications Organizations must meet the conditions that contribute to increasing the organizational commitment of healthcare professionals when developing policies for human resources since the emotional bond with the organization seems to provide the strength to withstand moments of great difficulties. Originality/value This research contributes to our understanding of how fostering empowering and trustful leadership will generate positive effects on job attitudes, even in a particularly difficult context of austerity.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:24Z
      DOI: 10.1108/PR-01-2014-0021
       
  • Explaining the black box: HPWS and organisational climate
    • Authors: Kenneth Cafferkey, Tony Dundon
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The purpose of this paper is to test the relationship between human resource practices and employee outcomes at two distinct levels of analysis. While significant evidence exists as to the occurrence of a relationship, the mechanisms and process through which this happens remain largely unexplored. This paper aims to test the impact of organisational climate as a mediating mechanism between HR practices and employees’ outcomes as the expected routed to organisational performance. Design/methodology/approach The paper uses two related surveys to test the research propositions at two different levels. Firstly a macro management based survey of multiple top performing organisations provides the basis for locating a suitable case organisation to test the same propositions using an employee based survey. Findings The findings indicate that organisational climate is shown to be an important and neglected mediating factor in the causal relationship between HR and employee outcomes. The findings also indicate that the strength of the relationship is dependent on the level of analysis employed. Originality/value The originality/ value of the findings argue that employees are better placed to report on items such as the impact of human recourse management practice and organisational climate outcomes on performance indicators over and above their managerial counterparts.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:18Z
      DOI: 10.1108/PR-12-2012-0209
       
  • Do employees high in general human capital tend to have higher turnover
           intention? The moderating role of high-performance HR practices and
           P-O fit
    • Authors: Yu-Chen Wei
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose This study examines how high-performance HR practices and Person-Organization Fit (P-O Fit) affect general human capital and turnover intention. We introduce and test a multilevel model to measure the relationship. Design/methodology/approach A longitudinal research study was conducted using survey data collected from 456 engineers and their immediate supervisors in 31 Taiwanese high-technology companies. Findings The findings show: (1) general human capital can positively predict turnover intention. (2) the Person-Organization Fit moderates the positive relationship between general human capital and turnover intention since the stronger the P-O fit, the weaker this relationship. (3) the P-O Fit can negatively predict turnover intention. (4) high-performance HR practices are positively related to general human capital and weaken the relationship between general human capital and turnover intention. Practical implications Companies should ensure employees are a good match with their organizations to reduce the negative impact of the loss of talented employees on the organization. In addition, organizations should build HR systems that attract and retain outstanding employees. Originality/value This study integrates a strategic perspective and a person-environment fit perspective to understand the impact of general human capital on individual leaving attitudes. This paper contributes to the literature because, to our knowledge, it is the first study to examine the effects of high-performance HR practices and P-O fit on talented employee retention.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:28:08Z
      DOI: 10.1108/PR-07-2013-0137
       
  • Linking high involvement human resource practices to employee proactivity:
           the role of work engagement and learning goal orientation
    • Authors: Ceyda Maden
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The purpose of this paper is to examine the relationships between employees’ perceptions of high-involvement human resource (HR) practices, their levels of work engagement and learning goal orientation, and their proactive behaviors. Design/methodology/approach The sample of the study included 240 employees who work in Istanbul, Turkey, chosen from the major industries that represent the economic profile of this city. The hypotheses were tested with structural equation modeling procedure. Findings The results revealed that apart from perceived recognition, all the perceived high-involvement HR practices were positively related to employees’ work engagement, which in turn predicted their learning goal orientation. Besides, the results indicated that work engagement affected both individual innovation and feedback inquiry significantly, whereas learning goal orientation predicted only feedback inquiry. Finally, the findings revealed that only perceived empowerment and competency development practices were linked to feedback inquiry through work engagement and learning goal orientation. Research limitations/implications The generalizability of the findings is limited. The data is based on self-report and the use of cross-sectional data does not allow any definite conclusions to be drawn about causality. Practical implications Organizations that aim to increase employee proactivity need first to identify the means of increasing work engagement. One way of increasing engagement levels among employees is to invest in various kinds of supportive, high-involvement HR practices, such as competence development and information sharing. Originality/value This study explores the notion of high-involvement HR practices with employee proactivity in an integrative way by viewing work engagement as a latent mechanism that links high-involvement HR practices to proactive behaviors both directly and indirectly via increased learning goal orientation.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:27:59Z
      DOI: 10.1108/PR-01-2014-0030
       
  • Diversity management for all? An empirical analysis of diversity
           management outcomes across groups.
    • Authors: Tanachia Ashikali, Sandra Groeneveld
      Abstract: Personnel Review, Volume 44, Issue 5, August 2015.
      Purpose The purpose of this paper is to examine if and how diversity management outcomes differ across non-native and native Dutch groups within public sector organizations. The effects of diversity management on the extent employees feel their organizational environment is inclusive and on their attitudes and behaviour, are expected to be dependent on how diversity management is perceived by non-native and native Dutch employees in the organization. Drawing on social exchange theory, we expect that employees who positively value diversity management practices will reciprocate through showing attitudes and behaviours that are valued by the organization. Since social exchange refers to a social relationship between the employee and the organization that goes beyond the formal contract alone, we analyse affective commitment and organizational citizenship behaviour as employee outcomes. Design/methodology/approach We analyse data from a quantitative survey of a sample of Dutch central government employees and use structural equation modelling to analyse the consequences of diversity management across non-native and native Dutch employee groups. Findings Results show that diversity management is associated with higher levels of inclusion which in turn boosts affective commitment and OCB of both non-native and native Dutch employees. Practical implications The findings show that higher levels of diversity management is associated with an increased inclusive environment, which in turn boosts employees’ affective commitment and OCB. This effect is equal for social-demographic diverse groups. Public managers should therefore implement diversity management that focus on creating an environment that is inclusive for all employees. The positive employee attitudes and behaviour resulting from this can contribute to achieving organizational goals. Originality/value This paper combines theory on diversity management outcomes and social exchange to empirically explore and explain group differences by testing these linkages using structural equation modelling.
      Citation: Personnel Review
      PubDate: 2015-06-26T12:27:51Z
      DOI: 10.1108/PR-10-2014-0216
       
  • Impact of transformational leadership on subordinate’s EI and work
           performance
    • Authors: Angela Shin-yih Chen, Min-dau Bian, Yu-Hsiang Hou
      Pages: 438 - 453
      Abstract: Personnel Review, Volume 44, Issue 4, Page 438-453, June 2015.
      Purpose – The purpose of this paper is to explore the relationship among emotional intelligence (EI), perceived transformational leadership (TFL) and work performance. Design/methodology/approach – Data were collected from a military-based research and development institution. In all, 202 copies of questionnaires were returned, resulting a 67.3 percent return rate. Confirmatory factor analysis was used to test this theoretical model. Findings – The data indicated that EI had a positive relationship with work performance; meanwhile, perceived leader’s TFL positively moderated the relationship between subordinate’s EI and work performance. Research limitations/implications – First, this study increased the understanding of the relationship of EI and work performance in a non-western culture context and therefore confirming the benefit of EI on a positive work psychology. Also, the findings helped the researchers to understand how situational factors, such as leadership, interact with individual factors, such as EI, to produce a positive impact on work output. Originality/value – Unlike previous studies connecting leaders’ EI with their leadership behaviors and subsequent effect on work outcomes, the present study looked into the moderating role of leader’s TFL on the relationship between subordinate’s EI and work performance.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:36 GMT
      DOI: 10.1108/PR-09-2012-0154
       
  • Retaining talent by enhancing organizational prestige
    • Authors: Neerpal Rathi, Kidong Lee
      Pages: 454 - 469
      Abstract: Personnel Review, Volume 44, Issue 4, Page 454-469, June 2015.
      Purpose – The purpose of this paper is to investigate the impact of perceived external prestige on turnover intentions among retail employees in India. Moreover, this study aims to explore the mediating effect of affective commitment on the relationship between perceived external prestige and turnover intentions. Design/methodology/approach – This study is quantitative in nature. The data for the present study were collected from 186 employees working in various retail stores. Existing, established scales were used to measure the research constructs. Findings – The results of the study indicate a negative relationship between perceived external prestige and turnover intentions. A negative relationship was observed between affective commitment and turnover intentions. Moreover, affective commitment was observed to partially mediate the relationship between perceived external prestige and turnover intentions. Practical implications – This study provides valuable insights into understanding the significance of perceived external prestige in retaining employees working in the retail sector. Findings of the study indicate that adoption of non-conventional human resource strategies, like a focus on enhancing external prestige of the organization may be one of the ways to enhance employee commitment and reduce turnover intentions, and thus to retain employees in economies with highly mobile workforce. Originality/value – This research has investigated the significance of perceived external prestige in retaining employees in a context which is different, in several ways, from contexts where most of the previous research has been conducted. It, thus, contributes to current theoretical understanding about perceived external prestige and it impact on work attitudes.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:42:21 GMT
      DOI: 10.1108/PR-05-2013-0070
       
  • Organizational/occupational commitment and organizational/occupational
           turnover intentions
    • Authors: Amna Yousaf, Karin Sanders, Qaisar Abbas
      Pages: 470 - 491
      Abstract: Personnel Review, Volume 44, Issue 4, Page 470-491, June 2015.
      Purpose – The purpose of this paper is to draw meaningful relationship between two foci of commitment (i.e. affective organizational and affective occupational) and two types of turnover intentions (i.e. organizational and occupational turnover intention). Design/methodology/approach – Using random sampling approach, the authors collected data from both academic and support staff of a Dutch university. An online questionnaire was developed and sent through electronic mail to 752 of the total employees. A total of 153 employees responded; yielding approximately 21 percent response rate. Findings – The results revealed that affective organizational commitment and affective occupational commitment were positively related to each other. Affective organizational commitment was negatively related to organizational turnover intention and this relationship was buffered by affective occupational commitment. Affective occupational commitment was negatively related both to occupational and organizational turnover intention. Last study hypothesis, however, could not gain support as affective organizational commitment did not moderate the affective occupational commitment-occupational turnover intention relationship. Research limitations/implications – Theoretical and practical implications of the study are discussed in the end. Originality/value – The study poses some valuable contributions to the existing body of literature by exhibiting the role affective occupational commitment in the models of organizational turnover intention and that of affective organizational commitment in occupational turnover intention models which has been over looked so far.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:42:55 GMT
      DOI: 10.1108/PR-12-2012-0203
       
  • Employee participation and engagement in working for the environment
    • Authors: Suzanne Benn, Stephen T.T. Teo, Andrew Martin
      Pages: 492 - 510
      Abstract: Personnel Review, Volume 44, Issue 4, Page 492-510, June 2015.
      Purpose – The purpose of this paper is to explore the role of specific human resource management (HRM) practices in the implementation of environmental initiatives in terms of their impact on employee attitudes to the organization and to its environmental programme. Design/methodology/approach – The study used a mixed method approach comprising a survey of 675 employees and 16 semi-structured interviews undertaken across two organizations. Findings – Survey data, analysed using path analysis, showed that participation in environmental initiatives is directly associated with higher levels of employee engagement with the organization, higher rating of their organization’s environmental performance, and lower intention to quit. The qualitative study supports the quantitative data, also highlighting other aspects of environmental initiatives that may affect employee attitudes. Research limitations/implications – Future study should either collect longitudinal data or rely on data collected from two waves of data collection. Objective performance data should also be collected in order to better understand the causal effect of HRM on environmental performance. Practical implications – Our findings have implications for the business case for sustainability, providing some evidence that implementing environmental initiatives with HRM support may not only motivate staff around environmental programmes but may provide wider benefits for organizations in terms of overall job satisfaction and employee retention. Social implications – Successful implementation of environmental management initiatives have both organizational and employee level outcomes. Employees who were more aligned with their organizational environmental objectives were found to be more engaged and less likely to quit. Originality/value – This study provided both quantitative and qualitative empirical evidence to support the importance of integrating the HRM function into the implementation of environmental initiatives.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:19 GMT
      DOI: 10.1108/PR-10-2013-0179
       
  • Slowing work down by teleworking periodically in rural settings?
    • Authors: Hanne Vesala, Seppo Tuomivaara
      Pages: 511 - 528
      Abstract: Personnel Review, Volume 44, Issue 4, Page 511-528, June 2015.
      Purpose – The rise of knowledge work has entailed controversial characteristics for well-being at work. Increased intensification, discontinuities and interruptions at work have been reported. However, knowledge workers have the opportunity to flexibly adjust their work arrangements to support their concentration, inspiration or recuperation. The purpose of this paper is to examine whether the experienced well-being of 46 knowledge workers was subject to changes during and after a retreat type telework period in rural archipelago environment. Design/methodology/approach – The authors conducted a longitudinal survey among the participants at three points in time: one to three weeks before, during, and two to eight weeks after the period. The authors analyzed the experienced changes in psychosocial work environment and well-being at work by the measurement period by means of repeated measures variance analysis. In the next step the authors included the group variable of occupational position to the model. Findings – The analysis showed a decrease in the following measures: experienced time pressure, interruptions, negative feelings at work, exhaustiveness of work as well as stress and an increase in work satisfaction. There were no changes in experienced job influence, clarity of work goals and work engagement. Occupational position had some effect to the changes. Private entrepreneurs and supervisors experienced more remarkable effects of improvement in work-related well-being than subordinates. However, the effects were less sustainable for the supervisors than the other two groups. Originality/value – This paper provides insights into how work and well-being are affected by the immediate work environment and how well-being at work can be supported by retreat type telework arrangements.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:48 GMT
      DOI: 10.1108/PR-07-2013-0116
       
  • Overqualification, mismatched qualification, and hiring decisions
    • Authors: Mukta Kulkarni, Mark L. Lengnick-Hall, Patricia G. Martinez
      Pages: 529 - 549
      Abstract: Personnel Review, Volume 44, Issue 4, Page 529-549, June 2015.
      Purpose – The purpose of this paper is to examine how employers define overqualification and mismatched qualification and whether they are willing to hire applicants whose educational and work experience credentials do not match job requirements. Design/methodology/approach – This paper draws from qualitative interview data from 24 hiring managers across a wide range of US public sector and private industries. Data were analyzed and coded to identify themes related to managers’ perceptions of overqualification, matched, and mismatched qualification, and how these were related to selection decisions. A typology is proposed for categorizing applicant qualification levels and their potential human resource outcomes such as hiring decisions. Findings – Hiring managers report that they are willing to interview and hire individuals whose education or experience exceed a job’s requirements as well as applicants with less than required education, but only if they possess sufficient compensatory experience. Research limitations/implications – Findings may not apply to industries where minimum educational levels are essential or to small organizations with few opportunities for career advancement. Social implications – Given current unemployment and underemployment levels, the findings can inform the job search strategies of job seekers. Overqualified applicants should not refrain from applying to job openings, particularly in organizations with opportunities for advancement and where education is considered an asset. Additionally, applicants should reveal their motivations for pursing positions that are intentional mismatches. Originality/value – In contrast to previous studies conducted during periods of lower unemployment and underemployment, these data include managers’ perceptions of overqualification in a recession and post-recession job market context and thus are especially relevant to today’s employment context. The proposed typology distinguishes between categorizations of qualified, overqualified, and underqualified, and helps refine studies aimed at selection decisions.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:54 GMT
      DOI: 10.1108/PR-11-2013-0204
       
  • Employee value congruence and job attitudes: the role of occupational
           status
    • Authors: Ting Ren, Darla J. Hamann
      Pages: 550 - 566
      Abstract: Personnel Review, Volume 44, Issue 4, Page 550-566, June 2015.
      Purpose – Extant research has shown the positive effects of value congruence on individual attitudes, behaviors and performance. However, very few studies have been conducted to examine the difference in the relationship between value congruence and attitudinal outcomes across people of different attributes. The purpose of this paper is to examine how the relationships between employee-organization value congruence and job attitudes vary across different occupational groups, with the focus on different levels of nurses. The study provides evidence to organizations to adopt better approaches to harness the benefit from employees’ spontaneous work motivation. Design/methodology/approach – Nursing homes provide a unique research context because of the different nursing occupations with varying degree of identifying characteristics including educational attainment, skill level, income and decision-making power. The present study thus examines how the relationships between nurses-home value congruence and nurses’ job attitudes vary across different nursing occupations, instrumented by a survey of nursing staff of nursing homes in a Midwestern state in the USA. Findings – Consistent with prior research, value congruence is found positively associated with nurses’ job satisfaction and organizational commitment, but negatively with turnover intention. Consistent with the “diminishing marginal effect” argument, the relationships between value congruence and job satisfaction and organizational commitment are found more pronounced among nurses of lower occupational level. Originality/value – The extant literature does not explicitly compare the effect of within-occupation value congruence on various attitudinal and behavioral outcomes across different occupations. As values have individual and social foundations, in a specific workplace context, it is impractical, if not impossible, to gain a comprehensive view of employees’ value profile and work-related consequences without looking further into the differences across types of employee. Although without sufficient existing literature to compare to, the present study does provide consistent results with theoretical predictions, and display a relatively clear picture of how the relationships between value congruence and job attitudes are unwrapped along the occupational dimension.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:56 GMT
      DOI: 10.1108/PR-06-2013-0096
       
  • Vulnerability and trust in leader-follower relationships
    • Authors: Ann-Marie Nienaber, Marcel Hofeditz, Philipp Daniel Romeike
      Pages: 567 - 591
      Abstract: Personnel Review, Volume 44, Issue 4, Page 567-591, June 2015.
      Purpose – Vulnerability is a concept that lies at the core of the most prevalent academic trust definitions. Accordingly, a vast amount of scholars refers to vulnerability when studying trust. Surprisingly, there is almost no conceptual nor empirical work explicitly directed at understanding vulnerability itself. The purpose of this paper is to summarize and critique the existing base of knowledge of vulnerability with a particular focus on the leader-follower relationship and to open avenues for future research. Design/methodology/approach – In the process of a very systematic literature search, the authors identified 49 studies that refer to vulnerability when studying trust at the interpersonal level. The authors coded the literature into conceptualizations, antecedents and consequences of vulnerability – with a particular focus on the leader-follower relationship. Findings – The authors introduce a theoretical framework which allows the authors to structure the rather fuzzy discussed concept of vulnerability. The development of such a theoretical framework allows the authors to distinguish between trusting beliefs and actual trusting behaviour so that it is possible to separate the constructs of willingness-to-be-vulnerable and actual vulnerability. Research limitations/implications – With the help of the developed framework, the authors point to the need for more work on vulnerability in order to take the study of trust to the next level. In this respect, the authors formulate several propositions that should be tested in future research. Practical implications – Practitioners are made aware of the need to risk willingness to be vulnerable as a base for trusting behaviour. There is no way around being willing to be vulnerable. Originality/value – This literature review provides a holistic understanding of the concept of vulnerability. The intention is to show the different understandings and interpretations of this term within the literature and identify which antecedents and consequences are related to the concept of vulnerability.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:08 GMT
      DOI: 10.1108/PR-09-2013-0162
       
  • Social dominance orientation and mentorship
    • Authors: Daniel Martin, Stephen Bok
      Pages: 592 - 610
      Abstract: Personnel Review, Volume 44, Issue 4, Page 592-610, June 2015.
      Purpose – In all, 218 business/psychology working students contributed to the validation of the 20-item Mentor Expectations Measure (MEM). Mentors expected outcomes of mentoring protégés based on protégé race and mentors’ level of social dominance orientation (SDO) were established. The paper aims to discuss these issues. Design/methodology/approach – Study 1: to better understand the structure of the newly created MEM, (and to take the first step toward establishing a model) the authors conducted an exploratory factor analysis, using principle axis factoring procedure for extraction with direct oblimin rotation. The factor analysis yielded four viable factors. Study 2: participants were the same 218 working undergraduate students from a mid-sized university located on the west coast of the USA. SDO and social desirability were collected and survey participants were presented a stimulus story written so that the reader would take on the perspective of a mentor within a formal organizational mentorship program. Participants were randomly assigned stories in which they, as the mentor, receive a new protégé (the manipulated variable – perceived ethnicity). Other than the names of the protégés, the stimulus stories and questionnaires were exactly the same. The survey consisted of 63 questions in total. Findings – Given evidence of discriminatory behavior toward those that threaten hierarchical norms, the authors anticipated worse expectations for the mentorship to be found in the African American protégé manipulation. Based on the literature, the authors also anticipated stronger interactions between SDO and the mentorship expectations based on the discipline of the mentor. Participant-mentors estimated expected mentor outcome rewards from mentoring a Black or White protégé. No interactions were established, but SDO was a significant predictor of lessened expectations across several elements of the mentorship. This suggests that high levels of SDO in workplace hierarchies manifest poor expectations toward mentorship outcomes no matter the race/ethnicity or disciplinary back ground of the mentor. Research limitations/implications – While the subjects in the study represent realistic entry level managers and the sample size is acceptable, the authors would like to replicate using larger sample sizes in the future. Practical implications – The development of the MEM reflects a step forward in the psychometric matching of mentors with protégé. The authors recommend utilizing the MEM to evaluate mentors before establishing a relationship and making sure that the relationship is based on clear expectations, knowledge and balanced interpersonal relationships. Importantly, understanding the impact of individual differences like SDO will facilitate more productive relationships than matching on just ethnic and gender-based commonality. Social implications – As significant negative correlations (at the 0.01 level) were found between SDO and mentor commitment, mentor tangible rewards, as well as mentor intrinsic rewards. The negative relationships suggests that as SDO levels increase, participants level of commitment to the protégé lessens, their expectation of tangible rewards based on the mentor ship lessen, and their own levels of intrinsic rewards will diminish. This paints a picture of low expectations for the protégé based on one’s level of SDO, which surprisingly does not seem to interact with race of protégé. Originality/value – First, the MEM can facilitate the matching of mentors and protégés’. Second, researchers (Klauss, 1981; Kram, 1985) have pointed out that formal mentorship relationships may suffer due to the lack of initiative and commitment which the MEM clarifies. Third, the MEM can be used to examine and existing mentorship relations. Fourth, established use of the MEM or mentorship assessment would signal a “culture of mentoring, with organizations broadcasting the seriousness with which they take mentorship. Finally, the authors establish the impact of SDO on mixed race mentorships.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:42 GMT
      DOI: 10.1108/PR-08-2013-0141
       
  • I can see clearly now
    • Authors: Alexander Newman , Belinda Allen, Qing Miao
      Pages: 611 - 628
      Abstract: Personnel Review, Volume 44, Issue 4, Page 611-628, June 2015.
      Purpose – Although there is growing research on the relationship between ethical leadership and subordinate work behaviors, limited research has examined the boundary conditions under which ethical leadership is more or less effective. The purpose of this paper is to investigate whether subordinate perceptions of role clarity in their job role influence the relationship between ethical leadership and subordinate work behaviors. Drawing on both social exchange and social learning theories, the authors predict that in contexts where subordinates perceive low levels of role clarity, the relationship between ethical leadership behavior and subordinate helping and deviant behaviors will be weaker. Design/methodology/approach – In total, 239 employees in the Chinese public sector completed surveys across three separate time points. Confirmatory factor analysis and hierarchical regression analysis were used to analyze the data. Findings – Analyses provided support for the hypothesized relationships. When subordinates perceived higher levels of role clarity the positive relationship between ethical leadership and helping behavior was stronger, and the negative relationship between ethical leadership and deviant behavior was stronger. Research limitations/implications – As with all research the findings of this study need to be viewed in light of its limitations. First, the use of data from a single set of respondents opens up the possibility of common method bias. Second, given the study used of a sample of public sector employees from one part of China, there would be value in future research examining whether the findings from the present study are generalizable to other industrial and cultural contexts. Practical implications – This research has a number of practical implications. Given that the authors found a significant positive relationship between ethical leadership and helping behavior, and a significant negative relationship between ethical leadership and deviant behavior, it is crucial for organizations to include ethical training as an essential part of leadership development programs. However, the findings also suggest at the same time as facilitating the development of ethical leadership behaviors amongst supervisory employees, it is important for organizations to also provide employees with clarity over what is expected of them in their jobs, and the means they should employ to facilitate goal achievement. Originality/value – This study responds to recent calls for more research to identify factors which may strengthen or mitigate the influence of ethical leadership in the workplace.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:34 GMT
      DOI: 10.1108/PR-11-2013-0200
       
  • Job engagement and work outcomes in a cognitively demanding context
    • Authors: Jakob Lauring, Jan Selmer
      Pages: 629 - 647
      Abstract: Personnel Review, Volume 44, Issue 4, Page 629-647, June 2015.
      Purpose – Job engagement has attracted much attention recently. However, very little research distinguishes between how the context may affect different engagement dimensions differently. Based on a theory of resource exhaustion, the purpose of this paper is to focus on a cognitively demanding work context in order to explore variations in effect of different engagement dimension and different expatriate work outcomes. Design/methodology/approach – The authors use survey results from 102 expatriate academics in Singapore to study the relations between job engagement and expatriate work outcomes. Contrary to most studies, the authors examine physical, emotional, and cognitive engagement separately. Findings – The authors found that for expatriate academics, the different dimensions of job engagement have different relationships with work outcomes such that physical engagement and emotional engagement are positively associated with various work outcomes while cognitive engagement is negatively related or not associated at all with the same work outcomes. The authors explain the variation in results by drawing on recent developments in social cognitive neuroscience. Originality/value – This is one of the first empirical studies to examine job engagement in an international setting and the application of a social cognitive neuroscience provides a novel perspective. An engagement theory of resource exhaustion could enhance theory building as well as facilitate the understanding of the association between job engagement and work outcomes in varying contexts.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:42:33 GMT
      DOI: 10.1108/PR-11-2013-0216
       
  • Is cortisol as a biomarker of stress influenced by the interplay of
           work-family conflict, work-family balance and resilience?
    • Authors: Susanna Maria Krisor, Mathias Diebig, Jens Rowold
      Pages: 648 - 661
      Abstract: Personnel Review, Volume 44, Issue 4, Page 648-661, June 2015.
      Purpose – The demands of balancing work and family roles are associated with stress experiences. Stress increases if work impinges too far on what is required from one’s family while a balance between these demands tends to decreases stress. The purpose of this paper is to investigate resiliencefor the extent to which it can predict both work-family conflict (WFC) and balance (WFB). Moreover, cortisol levels will be used as a physiological indicator of stress. Design/methodology/approach – Totally, 35 employed parents with children up to the age of six took part in the study. Salivary cortisol was collected three times a day. Findings – Results show that cortisol levels are related to internal as well as external WFCs while WFB is not significantly linked with cortisol. Resilience has a beneficial influence on the mean cortisol level. Moreover, resilience is also advantageous for the work-family interplay, especially WFB. Practical implications – The study concludes with suggestions for further research and advises that organizational and individual health promoting activities should seek to implement WFB as well as resilience strategies. Originality/value – For the first time, the aim is to assess whether work-family interplay and resilience are associated with an objective biomarker of stress, namely cortisol.
      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:43:01 GMT
      DOI: 10.1108/PR-09-2013-0168
       
  • Handbook of Research on Employee Voice
    • Pages: 662 - 664
      Abstract: Personnel Review, Volume 44, Issue 4, Page 662-664, June 2015.

      Citation: Personnel Review
      PubDate: Thu, 21 May 2015 08:42:30 GMT
      DOI: 10.1108/PR-08-2014-0173
       
 
 
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