1,720,966 research outputs found
Will investments in human resources during the COVID-19 pandemic crisis pay off after the crisis?
No full textFuture of work and employee empowerment and satisfaction: Evidence from a decade of technological change
No full textIncreasing evidence suggests that technological change will significantly affect interactions in the workplace. Even if technological change displaces some jobs, it may have positive effects among the employees' who remain employed and subsequent new hires. We introduce a new measure of technological change at the county-level using the growth in the stock of intellectual property (IP) across industries. Using new individual-level data between 2008 and 2018 from Gallup, we quantify the effects of technological change on employee empowerment and well-being. Our results suggest that technological change is associated with positive effects on employee empowerment and life satisfaction. The results are strongest in workplaces with trust and more directive managers, suggesting that structured management may be help mediate the emergence of AI and automation.
An Expanded Conceptualization of Line Managers’ Involvement in Human Resource Management
No full textRecent research provides evidence that, contrary to implicit assumptions in much of the strategic human resource management (SHRM) literature, human resource (HR) systems and practices are in fact enacted with substantial variation across units even within organizations, with such variation largely a function of the line managers involved in implementing HR practices in the units under their supervision. While instrumental in demonstrating the critical role that line managers play in facilitating the causal chain linking organizations’ HR practices with intended employee and organizational outcomes, we contend that the focus of this research on HR practice implementation as a singular and unidimensional characterization of line managers’ involvement in human resource management (HRM) represents an oversimplification on several counts. Broadly, we propose that this focus fails to account for the varied nature of line managers’ downward influences in the context of HRM. Thus, we integrate insights from research on HR practice implementation, workforce differentiation, and autonomous strategic behavior to develop a more complete understanding of line managers’ downward involvement in HRM. Based on our synthesis of relevant insights from these literatures, we propose a research agenda focusing on questions spanning four broad areas with the aim of fostering and guiding future SHRM scholarship to further our understanding of the antecedents, processes, and consequences associated with line managers’ influences on HR system content and process in organizations
Tightening up the Performance-Pay Linkage: Roles of Contingent Reward Leadership and Profit-Sharing in the Cross-Level Influence of Individual Pay-for-Performance
No full textDrawing upon line-of-sight (Lawler, 1990, 2000; Murphy, 1999) as a unifying concept, we examine the cross-level influence of organizational use of individual pay-for-performance (PFP), theorizing that its impact on individual employees' performance-reward expectancy is boosted by the moderating effects of immediate group managers' contingent reward leadership and organizational use of profit-sharing. Performance-reward expectancy is then expected to mediate the interactive effects of individual PFP with contingent reward leadership and profit-sharing on employee job performance. Analyses of cross-organizational and cross-level data from 912 employees in 194 workgroups from 45 companies reveal that organizations' individual PFP was positively related to employees' performance-reward expectancy, which was strengthened when it was accompanied by higher levels of contingent reward leadership and profit-sharing. Also, performance-reward expectancy significantly transmitted the effects of individual PFP onto job performance under higher levels of contingent reward leadership and profit-sharing, thus delineating cross-level mediating and moderating processes by which organizations' individual PFP is linked to important individual-level employee outcomes. Several theoretical and practical implications are discussed.
Human Capital Factors Affecting Human Resource (HR) Managers' Commitment to HR and the Mediating Role of Perceived Organizational Value on HR
No full textHuman resource (HR) managers' commitment to their occupation (HR) leads to the proper delivery and implementation of HR practices and, therefore, is deemed as a critical factor for the success of HR practices. Based on sociocognitive, human capital, and signaling theories, this study examines: (a) HR managers' own and their chief HR officer's (CHRO) HR-specific human capital as antecedents of their commitment to HR, and (b) the mediating mechanism through which the CHRO's HR-specific human capital positively influences HR managers' commitment to HR. Based on 146 HR managers from 146 organizations in South Korea, the findings of the current study suggest that HR managers with higher levels of HR-specific human capital and those working with CHROs with higher levels of HR-specific human capital tend to have higher levels of commitment to HR. In addition, CHROs with higher levels of HR-specific human capital positively influence HR managers' commitment to HR by signaling to them that HR and its function are valued and cared about by their organizations. Theoretical and practical implications of this study are discussed along with study limitations and further research directions. (c) 2015 Wiley Periodicals, Inc.
Narcissism and Empowerment: How Narcissism Influences the Trickle‐Down Effects of Organizational Empowerment Climate on Performance
No full textThe present study proposes a trickle-down model of employee empowerment in which empowerment climate at the organization level is positively related to the empowering leadership of team leaders and ultimately to individual task performance. Importantly, we hypothesize that team leaders' and members' narcissism can respectively inhibit and enable the cross-level empowerment process by affecting the intended distribution of decision-making authority and resources between team leaders and members. The analysis of data from 834 team members of 189 teams in 46 organizations reveals that organizational empowerment climate is positively related to team leaders' empowering leadership when they are less narcissistic. Empowering leadership is positively related to individual task performance when team members are highly narcissistic. Finally, we observe that the combination of less narcissistic leaders and more narcissistic members is a condition under which the indirect effect of organizational empowerment climate on individual task performance through empowering leadership is positive
Effects of high‐performance work systems on transformational leadership and team performance: Investigating the moderating roles of organizational orientations
No full textThis study integrates strategic human resource management (SHRM) and transformational leadership (TFL) literatures to address gaps in each of the two literatures. Building on the concept of strategically targeted HRM systems and the contingency perspective in SHRM, we propose that an organization's high-performance work system (HPWS) affects team managers' TFL, and that the emergence of TFL and the effectiveness of TFL on team performance are contingent on organizational adaptation and efficiency orientations. Analyses of multilevel data from 179 teams in 44 organizations revealed a positive relationship between HPWS and TFL, which was positively and negatively moderated by adaptation and efficiency orientations, respectively. Further, TFL was positively related to team performance and negatively moderated by efficiency orientation. Finally, the results supported a multilevel, moderated mediation effect with the indirect effect of HPWS on team performance via TFL varying significantly as a function of adaptation and efficiency orientations. Implications for the SHRM and leadership literatures and practice are discussed.
When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence
No full textDrawing on social hierarchy theory, we develop a contingency model of leader–member exchange (LMX) differentiation in which LMX differentiation is positively and negatively related to group cooperation and group social undermining, respectively, when it is based on the group members’ performance, but the relations are reversed (i.e., negative and positive, respectively) when it stems from a leader's personal liking of the members. In addition, we propose that the moderating effects of the performance and personal liking bases of LMX differentiation are magnified by the levels of reward interdependence. Specifically, under a high (vs. low) level of reward interdependence, LMX differentiation based on performance more strongly relates to high group cooperation and low group social undermining, whereas LMX differentiation with a personal liking basis is more likely to decrease group cooperation and increase group social undermining. Group cooperation and social undermining are then hypothesized to convey the three‐way interactive effects of LMX differentiation, its two bases, and reward interdependence on subsequent group performance. Analyses of data from 328 sales groups of a large retailer support the core part of our contingency model of LMX differentiation
The Goldilocks Effect of Strategic Human Resource Management? Optimizing the Benefits of a High-Performance Work System Through the Dual Alignment of Vertical and Horizontal Fit
Full text link[Excerpt] Fit is a foundational concept in strategic human resource management (SHRM). In this context, there are two types of ft: vertical ft, which refers to the degree of alignment between a frm’s HR strategy and its business strategy, and horizontal ft, or the extent to which a frm’s bundle of HR activities is aligned or mutually reinforcing. The dual alignment model of SHRM postulates that organizations perform best when both types of ft are in play. This study provides support for the dual alignment model and, thus, for a comprehensive and integrative approach to the design and implementation of HR strategies. Data for the study derive from Workplace Panel Surveys conducted biennially between 2005 and 2011 by the Korean Labor Institute. The overall sample included 1,416 frms representing 17 different industries. Data analysis involved 3,456 establishment-year observations – 806, 842, 897, and 911 across the four years covered by the study
Creating Mutual Gains to Leverage a Racially Diverse Workforce: The Effects of Firm-Level Racial Diversity on Financial and Workforce Outcomes Under the Use of Broad-Based Stock Options
No full textDespite substantial scholarly attention to workforce demographic diversity, existing research is limited in understanding whether or in what contexts firm-level racial diversity relates to performance and workforce outcomes of the firm. Drawing on social interdependence theory along with insights from social exchange and psychological ownership theories, we propose that the use of broad-based stock options granted to at least half the workforce creates the conditions supporting a positive relationship between workforce racial diversity and firm outcomes. We examine this proposition by analyzing panel data from 155 companies that applied for the "100 Best Companies to Work For" competition with responses from 109,314 employees over the five-year period from 2006 to 2010 (354 company-year observations). Findings revealed that racial diversity was positively related to subsequent firm financial performance and individual affective commitment and was not significantly associated with subsequent voluntary turnover rates, when accompanied by a firm's adoption of broad-based stock options. However, under the nonuse of broad-based stock options, racial diversity was significantly related to higher voluntary turnover rates and lower employee affective commitment, with no financial performance gains. By documenting the beneficial effects of financial incentives in diverse workplaces, this paper extends theory asserting the value of incentives for performance.
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