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Publisher: Emerald   (Total: 335 journals)

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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]
  • Reducing the harmful effect of role ambiguity on turnover intentions
    • Pages: 1046 - 1069
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1046-1069, September 2017.
      Purpose The purpose of this paper is to investigate how employees’ perceptions of role ambiguity might increase their turnover intentions and how this harmful effect might be buffered by employees’ access to relevant individual (innovation propensity), relational (goodwill trust), and organizational (procedural justice) resources. Uncertainty due to unclear role descriptions decreases in the presence of these resources, so employees are less likely to respond to this adverse work situation in the form of enhanced turnover intentions. Design/methodology/approach Quantitative data came from a survey of employees of a large organization in the distribution sector. Findings Role ambiguity enhances turnover intentions, but this effect diminishes at higher levels of innovation propensity, goodwill trust, and procedural justice. Research limitations/implications The findings reveal several contingencies that attenuate the positive effect of role ambiguity on the desire to leave the organization. However, this study relies on the same respondents to assess all the focal variables, and it lacks a direct measure of the mechanisms by which the contingent factors mitigate the relationship between role ambiguity and turnover intentions. Practical implications Organizations that fail to provide clear role information to employees can counter the resulting uncertainty with relevant personal, relational, and organizational resources. Originality/value This investigation shows how employees’ negative reactions to role ambiguity (turnover intentions) can be mitigated by three uncertainty-reducing resources: personal joy from developing new ideas, the extent to which relationships with colleagues is trustworthy, and perceptions that organizational procedures are fair.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:00:55Z
      DOI: 10.1108/PR-08-2015-0221
       
  • The job embeddedness-turnover relationship
    • Pages: 1070 - 1088
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1070-1088, September 2017.
      Purpose The purpose of this paper is threefold: first, to examine the job embeddedness (JE)-turnover intentions relationship in large and small organisations; second, to investigate how employee perceptions of each dimension of JE may differ in large and small organisations; and third, to determine if work group cohesion moderates the JE-turnover intentions relationship. Design/methodology/approach Using a short form of the original JE questionnaire, data were collected from 549 employees in organisations located in four major business centres in South Africa. Participants were from organisations in diverse industries. Findings JE predicted turnover intentions in large organisations, but not in small organisations. Contrary to expectations, employees in small organisations perceived that they would sacrifice more benefits than employees in large organisations if they were to quit. Results suggest that work group cohesion moderates the JE-turnover intentions relationship. Research limitations/implications Further research is needed to determine how JE operates in different size organisations and in urban and rural small organisations. Practical implications In small organisations, building group cohesion and persuasively communicating benefits of working in a small organisation can help to embed employees. Originality/value This study responds to calls for further JE research in a wider range of national contexts. It contributes to a more nuanced understanding of the three dimensions of JE by investigating how employee perceptions of each dimension differ in large and small organisations. The study also responds to appeals for research that examines moderators of the JE-turnover relationship by exploring work group cohesion as a potential moderator.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:01:27Z
      DOI: 10.1108/PR-12-2015-0312
       
  • Global HRM standards as boundary objects: a device to enhance legitimacy
           and status
    • Pages: 1089 - 1103
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1089-1103, September 2017.
      Purpose In 2016, the International Organization for Standardization (ISO) introduced new standards for human resource management (HRM). The purpose of this paper is to describe and explain the significance that human resource (HR) professionals attribute to global HRM standards, what outcomes they envisage for the profession and organizations, and what influences engagement in the standardization project. Design/methodology/approach The analyses interpret the relationship between standards, professions, and organizations by combining theories of professions with concepts from institutional theory. The study is ethnographic and consists of observations of meetings and interviews with eight participants from the Swedish committee participating in the ISO project. Findings HR professionals consider HRM standards positive for the profession’s legitimacy, status, and development, which are also considered beneficial for organizations. However, difficulties in recruiting participants and organizations to the standardization project may prevent positive exchanges for the profession, and point to a weak interest in HRM issues from the HR professionals themselves. Research limitations/implications The generalizability of the results is somewhat limited due to the small sample size. Nevertheless, the study provides insights into how HR professionals reason about their profession and professionalization. Practical implications Gaining insights into the forthcoming global standards for HRM is important for HR professionals. These standards may be implemented in organizations worldwide and affect how HRM is conducted, and therefore also have a profound effect on the profession. Originality/value The ISO’s targeting of a specific occupation is unique. The paper contributes with the knowledge on how professionals relates to standardization of the given field.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:01:22Z
      DOI: 10.1108/PR-01-2016-0013
       
  • Smudging, connecting, and dual identities: case study of an aboriginal ERG
    • Pages: 1104 - 1119
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1104-1119, September 2017.
      Purpose Drawing upon the theoretical concept of social identities, the purpose of this paper is to investigate if an aboriginal employee resource group (ERG) helps to improve connectedness between the participants of the ERG and the organization in a Canadian context. Design/methodology/approach Qualitative research was used to interview 13 members of this ERG situated within a large Canadian bank. Findings The ERG created a positive experience for its members. It provided a bridge between the aboriginal identity and the organizational identity. Those who were part of the ERG felt that it encouraged them to bond to their cultural identity and that it also generated affirmative connections to the organization. Practical implications For employers seeking a more diverse workforce who have struggled with retaining employees from marginalized groups, ERGs may prove helpful. Originality/value This study posits a theoretical perspective of how ERGs are able to connect minority members to organizations through the recognition of dual identities. This is also the first study to examine the benefits of an aboriginal ERG.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:01:35Z
      DOI: 10.1108/PR-10-2015-0270
       
  • Organizational diversity learning framework: going beyond diversity
           training programs
    • Pages: 1120 - 1141
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1120-1141, September 2017.
      Purpose To overcome the shortcomings of diversity training programs, the purpose of this paper is to conceptualize an organizational diversity-learning framework, which features an organizational intervention for employees’ joint decision-making process with other employees from different statuses, functions, and identities. Borrowing key principles from the diversity learning (Rainey and Kolb, 1995); integration and learning perspective (Ely and Thomas, 2001; Thomas and Ely, 1996), and the key practices informed by deliberative democratic theories (Thompson, 2008), the authors develop a new organizational diversity learning framework for behavioral, attitudinal, and cognitive learning at workplaces. They conclude with directions for future research. Design/methodology/approach This paper first presents an overview of key shortcomings of diversity training programs in relation to their group composition, design, content and evaluation. Second, it borrows the key principles of diversity learning (Rainey and Kolb, 1995); integration and learning perspectives (Ely and Thomas, 2001; Thomas and Ely, 1996), and the key practices informed by deliberative democratic theories (Thompson, 2008) to delineate the organizational diversity learning framework. Third, it presents a table of the approach contrasted with the shortcomings of diversity training programs and discusses practical and theoretical contributions, along with directions for future research. Findings This paper conceptualizes an organizational diversity-learning framework, which features an organizational intervention for employees’ joint decision-making process with other employees from different statuses, functions, and identities. Research limitations/implications The organizational diversity learning framework developed in this paper provides an inclusive diversity learning paradigm in which diversity learning rests in the experience of the learner. As stated by experiential learning theory, this framework encourages workers to heuristically learn about diverse perspectives in a psychologically safe environment, to reflect on different perspectives, and to create a new awareness about learning from others. As the participants learn to apply new repertoires for interacting with others in their daily work interactions (e.g. listening to different perspectives shared by unfamiliar social group members), it proposes that their behaviors may create a ripple effect, changing other colleagues’ attitudes, behaviors, and thinking patterns on working with diverse coworkers. Practical implications This paper provides detailed instructions for practitioners to facilitate diversity learning. It highlights a few key practical implications. First, the framework provides a method of organization-wide diversity learning through intersecting networks within the workplace, which is designed to reduce the elitist organizational decision making that mainly occurs at the upper echelon. Second, unlike other stand-alone diversity initiatives, the framework is embedded in the organizational decision-making process, which makes employees’ learning applicable to core organizational activities, contributing to both employees’ diversity learning and organizational growth. Third, the framework provides a preliminary model for transferring employees’ diversity learning in daily work operations, nurturing their behavioral learning to interact with different social groups more frequently at work and inclusive of their colleagues’ perspectives, feelings, and attitudes. Social implications Workforces across nations are becoming increasingly diverse, and, simultaneously, the gap and tension between demographic representation in the upper and lower echelons is widening. By joining with other scholars who have advocated for the need to move beyond diversity training programs, the authors developed the organizational diversity learning framework for meaningful co-participation of employees with different statuses, functions, and identities. By inviting minority perspectives into the organizational decision-making process, top managers can explicitly send a message to minority groups that their perspectives matter and that their contributions are highly valued by the organization. Originality/value There has not been a conceptual paper that delineates the diversity inclusive decision-making process within a workplace. The authors established the organizational diversity learning framework based on the diversity learning, organizational diversity integration and learning perspectives, and deliberative democracy practices. The proposed framework guides organizations in structural interventions to educate employees on how to learn from multiple perspectives for better organizational decision making.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:01:21Z
      DOI: 10.1108/PR-09-2015-0254
       
  • Understanding citizenship behavior of academics in American- vs
           Continental European-modeled universities in Turkey
    • Pages: 1142 - 1164
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1142-1164, September 2017.
      Purpose The purpose of this paper is to understand the impact of university tradition, justice perceptions and quality of leader-member exchange (LMX) on the faculty members’ tendency to engage in organizational citizenship behavior (OCB) from the perspective of social exchange theory (SET). Attention is drawn to the need to contextualize the established relationships between OCB and its antecedents, as direction and strength of relationships may vary in different contexts. Design/methodology/approach The study uses a sequential mixed method design comprising a survey of 203 faculty members, and 15 semi-structured interviews both undertaken in several universities in Turkey. Hierarchical regression and discriminant analyses were used for the quantitative phase, followed by the qualitative phase that includes compiled quotes and content analysis. Findings Analyses provide strong support for the impacts of university tradition and LMX on OCB. The compiled quotes largely support the quantitative findings. Additionally, content analysis reveals sources and consequences of injustice and mechanisms to cope with it among academics. Practical implications The findings have implications for university administrators who are looking for ways to increase OCB and enhance justice perception. LMX emerges as a significant factor in encouraging OCB regardless of university tradition. In order to enhance justice perceptions, Continental European-modeled universities should allocate workload and resources in a fair manner, while American-modeled universities should apply procedures consistently across people and time. Originality/value The inclusion of university tradition as an independent variable is a contribution as it contextualizes the relationship between OCB and its antecedents, verifying SET for both contexts. Using a mixed method design, the study provides an enriched understanding of OCB.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:01:10Z
      DOI: 10.1108/PR-06-2015-0182
       
  • Means vs ends: theorizing a definition of human resource development
    • Pages: 1165 - 1181
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1165-1181, September 2017.
      Purpose The purpose of this paper is to analyze the extant human resource development (HRD) definition research literature and theorizes a new definition of HRD. Design/methodology/approach The authors adopted keyword and content analyses to examine selected 32 HRD definitions in relation to different organizational and sociopolitical contexts base on theory development criteria and methodology for definition research. Findings From a theoretical perspective, the extant definitions were mostly empirical descriptions of HRD practice with conceptualization being absent. From a context perspective, the definitions were based on HRD phenomena indigenous to the western world, especially the USA and Western Europe. They can hardly explain HRD phenomena in a non-western context. The glaring gaps lead to theorizing a new definition by focusing on the hard core of HRD in defining and criterial attributes. The defining attribute of HRD is its host-system-dependence, and the criterial attributes are its shaping and skilling mechanisms. Research limitations/implications This study unveils that HRD is a means to support the ends defined by the corresponding host system, and not an end in itself. This definition is applicable to different sociopolitical, cultural, and organizational contexts. It provides clear criteria and boundaries to gauge the relevance of HRD research and shows the unique identity of HRD, thus offering new directions to expand the landscape of HRD research. Practical implications The new definition can help human resources practitioners better understand the role and mechanism of HRD that the worldwide practitioners can resonate in various sociocultural and political contexts. Communicating the definition and goals of HRD will enhance internal clients’ understanding and appreciation of the value of HRD. Originality/value This study fills important research gaps in HRD definition research. It is the first HRD definition derived through a rigorous theory development process. The new definition connects the HRD research niche to the general human resource literature and lead to new HRD research.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:01:38Z
      DOI: 10.1108/PR-11-2015-0306
       
  • The direct and interactive effects of job insecurity and job embeddedness
           on unethical pro-organizational behavior
    • Pages: 1182 - 1198
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1182-1198, September 2017.
      Purpose The purpose of this paper is to empirically examine both the direct effects and the interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior. Design/methodology/approach Data were collected, using established scales, from employees of different Indian organizations. In all, 346 responses were collected. The data were analyzed using a stepwise multiple regression technique. Findings The results of the analysis reveal that both job insecurity and job embeddedness are positively linked to unethical pro-organizational behavior. Further, the relationship between job insecurity and unethical pro-organizational behavior is moderated by job embeddedness. Research limitations/implications The study’s results indicate that managers should be aware that employees who run the risk of losing their jobs might be inclined to perform pro-organizational behavior that could be unethical. Intrinsically, such acts could be detrimental to the organization’s long-term health and therefore managers should be vigilant and timely in discouraging this behavior. Originality/value Unethical pro-organizational behavior as a means used by employees to combat job insecurity has not previously been addressed by researchers. Thus, this study contributes to the literature through its empirical examination of the role of job insecurity and job embeddedness as factors influencing unethical pro-organizational behavior.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:01:49Z
      DOI: 10.1108/PR-05-2015-0126
       
  • Ex ante i-deals, perceived external prestige and turnover intentions
    • Pages: 1199 - 1212
      Abstract: Personnel Review, Volume 46, Issue 6, Page 1199-1212, September 2017.
      Purpose The purpose of this paper is to conceptualize ex ante idiosyncratic deals (or i-deals) as a way to foster individual perceptions of a positive employer image by offering customized additional instrumental benefits. Design/methodology/approach A survey is led among 182 engineers in demand on a local labor market to test whether ex ante i-deals combine to a more global and external perception of a good employer, measured by perceived external prestige (PEP), to explain turnover intentions. Findings The results validate all research hypotheses, and show that the moderating effect of ex ante i-deals in the PEP-turnover intention relationship is significant during the first years spent in the company. Originality/value This research contributes to the literature on employees’ attraction and retention by building bridges between the literatures on employer image and i-deals.
      Citation: Personnel Review
      PubDate: 2017-08-31T10:01:31Z
      DOI: 10.1108/PR-10-2015-0271
       
 
 
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