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HR Professionals' Beliefs About Effective Human Resource Practices
Human Resource Management
Abstract
Five thousand human resource (HR) professionals were surveyed regarding the extent to which they agreed with various HR research findings. Responses from 959 participants suggest that there are large discrepancies between research findings and practitioners' beliefs in some content areas, especially selection. In particular, practitioners place far less faith in intelligence and personality tests as predictors of employee performance than HR research would recommend. Practitioners are somewhat more likely to agree with research findings when they are at higher organizational levels, have SPHR certification, and read the academic literature. Suggestions are made for more effective dissemination of HR research findings. © 2002 Wiley Periodicals, Inc.
... Despite these insights, few studies have focused on how practitioners perceive and navigate the gap. Three studies (Banks et al., 2016;Garavan et al., 2020;Rynes et al., 2002) warrant further examination. Table 1 compares the three studies on the practitioner perspective in terms of research type, purpose, samples, and major findings. ...
... Table 1 compares the three studies on the practitioner perspective in terms of research type, purpose, samples, and major findings. Rynes et al. (2002) conducted a survey study with HR executives who are at the management level and above to assess the alignment of HR practitioner beliefs with research findings modelled around the Society of Human Resource Management's (SHRM) Professional Human Resource (PHR) exam. The HR practitioners were given statements based on research and asked if they were true or false. ...
... Banks et al. (2016) invited stakeholders to explore how researchers and practitioners can gain insights into the operation of each domain. In contrast to Rynes et al. (2002), practitioners were individuals employed by state and federal government agencies and engaged in strategy, marketing, technology management, HR, and entrepreneurship. Bank et al. highlighted the complexity of the gap and stressed the need for all stakeholders' collaborative efforts from researchers, practitioners, educators, policymakers, and organisations to address the gap. ...
... In view of the challenging demands on a 'modern' HRM, the call for empirically proven effective measures has increased. However, there were first indications that HR practitioners may regard aspects other than those suggested by empirical studies as important for their working environment (e.g., Rynes et al. 2002). This has opened a debate on whether there is a pervasive gap between research and practice in HRM. ...
... Most of the articles addressed the HR practitioners' side of the gap (e.g., knowledge deficits), whereas only few studies explicitly Of the empirical studies, 16 foremostly investigated knowledge, attitudes, and decisions of HR practitioners towards evidence-based HR practices. In addition, three studies examined differences in qualification (e.g., I/O psychologists vs. other HR experts; Jackson et al. 2018), job level (Rynes et al. 2002), or HR work experience (Bezzina et al. 2017). Of the conceptual articles (k = 18), one referred to knowing-doing gaps in the field of HRM diversity management (Kulik 2014), 14 contained debates about the reasons for an overarching HRM research-practice divide and the resulting opportunities for improvement (Beer 2022;Cohen 2007;Gray et al. 2011;Gubbins and Rousseau 2015;Jewell et al. 2022;Kaufman 2022;Lawler and Benson 2022;Lawler 2007;Rousseau and Barends 2011;Short 2006;Short and Shindell 2009;Timming and Macneil 2023;Vosburgh 2022), and three further articles summarized research related to the HRM research-practice gap (Gill 2018;Kaufman 2012;Tkachenko et al. 2017). ...
... The quantitative studies under review mostly refer to an early empirical finding. Rynes et al. (2002) examined the knowledge of 959 HR practitioners concerning empirical evidence in HR-related areas (e.g., management practice, recruitment and selection, compensation and benefits). A 35-item list of statements was developed, each of which had to be classified as true, false, or uncertain. ...
The call for evidence-based decisions in HR has become a heated debate in recent years. An alleged research-practice gap has been identified by a number of HRM scholars, leading to recommendations for practice. To what extent the assumption of this gap is justified, theoretically or empirically, remains vague, however. Thus, building on a systematic literature search and the formulation of eligibility criteria for articles, we conducted a scoping review of the current research landscape. Our aim was to explore the constituent components, causes and consequences of the gap. Overall, it was found that research activity has so far been heterogeneous, a significant number of articles were conceptually driven, and a large proportion related to knowledge deficits of HR practitioners. A subset of consistent survey-based studies indicated little awareness of empirically supported practices in personnel selection. The qualitative, mixed-method, and content-analysis studies revealed other influences, such as research with limited practical relevance or divergent interests between scholars and practitioners (e.g., employee motivation). Based on the conceptual contributions, three thematic clusters were identified as causes for the gap: (1) communication barriers (e.g., insufficient interfaces), (2) methodological issues (e.g., rigor-relevance tensions), (3) accessibility, visibility, and dissemination of HR research (e.g., oversimplification of practical implications). There was a strong emphasis on presumed causes and their resolution, with less consideration given to the expected consequences of the gap (e.g., poorer organizational outcomes). Despite preliminary empirical indications for the existence of a research-practice gap in particular areas of HRM, many articles tend to focus on overarching recommendations for practice. We conclude that the HRM research-practice gap in itself has not yet been sufficiently empirically investigated. In view of this, we discuss implications and develop an agenda for future research.
... Gap mellom forskning og praksis kan ha to betydninger. Den første er at det finnes forskning som ikke brukes i praksis (Rynes et al., 2002;Rynes et al., 2007). Årsaken kan vaere at praktikere ikke vet nok om forskningen (Rynes et al., 2002), eller at praktikere har kunnskap om forskning som de av ulike årsaker ikke bruker (Pfeffer & Sutton, 2000). ...
... Den første er at det finnes forskning som ikke brukes i praksis (Rynes et al., 2002;Rynes et al., 2007). Årsaken kan vaere at praktikere ikke vet nok om forskningen (Rynes et al., 2002), eller at praktikere har kunnskap om forskning som de av ulike årsaker ikke bruker (Pfeffer & Sutton, 2000). Denne betydningen av forskning-praksis-gap har fått størst plass i den akademiske litteraturen. ...
... For eksempel oppfordres forskere til å inkludere et avsnitt om praktiske implikasjoner i sine vitenskapelige publikasjoner, kommunisere bedre med praktikere ved å delta på deres konferanser, eller skrive i deres fagmagasiner (se f.eks. Rynes et al., 2002;Rynes et al., 2007). ...
Den internasjonale forskningslitteraturen tegner et bilde av at HRM (human resource management, på norsk personalledelse) står ved et veiskille. Dette aktualiserer debatten om forskning–praksis-gap – situasjoner der praktikerne er opptatt av sine ting, og forskerne sysler med sitt – fordi det kan hemme kunnskapsutvikling. Vi har undersøkt utfordringene for HRM-praksis og HRM-forskning som løftes fram i forskningslitteraturen, hvordan disse utfordringene impliserer forskning–praksis-gap, og hva som løftes fram som forslag for å tette det. Vi gjennomførte en litteraturstudie av artikler publisert i høyt rangerte HRM-tidsskrifter. Vi fant at utfordringsbildet kan knyttes til fire hovedtema: (1) revitalisering av HRM-funksjonens rolle som de ansattes talerør, (2) nye HRM-praksiser, (3) positivistisk forskning med utilstrekkelige teorier, og (4) utvidet verktøykasse for forskning. Utfordringene illustrerer ulike typer forskning–praksis-gap som beskrives i litteraturen. Vi finner imidlertid et framtredende gap som ikke i særlig grad har vært diskutert, og som antyder at verken forskning eller praksis har gode nok verktøy for å møte dagens utfordringer. Dette representerer et kunnskapsproduksjonsproblem. For å møte dette problemet kreves mer samarbeid og samhandling mellom praksis- og forskningsfeltet. Artikkelens kunnskapsoppsummering er et godt verktøy for å drøfte tiltak i samarbeidet mellom forskning og praksis.
... Considering that there is still no shared explanation for the research-practice gap, and that it continues to be a major issue in HRM (Banks et al., 2016), given the paucity of research on the motivated reasoning hypothesis, I found it useful to conduct new empirical studies on the genesis of the research-practice gap focused on this hypothesis. I investigated the researchpractice gap on the basis of the erroneous belief, highlighted in HR professionals (Rynes et al., 2002), that conscientiousness, a dimension of the Big Five or Five Factor model of personality (Goldberg, 1990;McCrae & John, 1992), is a better predictor of job performance than intelligence. It is reasonable to suppose that this erroneous belief results from a general propensity to prefer personality over intelligence, which also includes the aforementioned preference for conscientiousness over intelligence. ...
... Today, personality and intelligence are among the most common constructs for describing individual differences in professional and nonprofessional spheres. Moreover, the preference for personality is a solid phenomenon, because it has been found in several studies, and in several countries (Carless et al., 2009;Fisher et al., 2021;Rynes et al., 2002;Sanders et al., 2008;Tenhiälä et al., 2016). Furthermore, personality and intelligence, in addition to predicting job performance, are also among the most important predictors of academic achievement (e.g. ...
... The present work differs from typical studies on the research-practice gap in HRM for many reasons. Unlike these studies that have investigated the research-practice gap in many areas of HRM (e.g., Rynes et al., 2002;Tenhiälä et al., 2016), offering a general overview of this problem, the present work focuses simply on the preference for personality over intelligence. ...
Through a focused literature review, I conclude that self–enhancement, such as research–practice gap, can be operationalized as a preference for personality over intelligence. This implies that the research–practice gap and self–enhancement are twin constructs, and that the research–practice gap is rooted in motivated reasoning just like self–enhancement (see Rynes et al., 2018). In support of this hypothesis, I conducted two empirical studies at two levels (socio organizational context, culture), with different methodologies (cross sectional, longitudinal). In Study 1, through Big Data from 64 countries, it emerged that the socio organizational context (general, work, educational) and individualism, moderate the preference for personality over intelligence just as expected for self–enhancement. Consistentently, Study 2 evidenced that in the United States (2006-2020) the preference for personality over intelligence correlates positively with individualism. It increases if individualism increases (general context), and decreases if individualism decreases (work context). Results from both studies support the research hypothesis. Therefore, if the research–practice gap and self–enhancement are twin constructs, it possible to transfer the knowledge gathered in the field of self–enhancement to the less mature field of research–practice gap, simplifying the theoretical framework with positive practical effects. For example, moderators of self–enhancement (e.g. complexity, ambiguity, accountability, etc.) can be also considered moderators of the research–practice gap. In this case, workplace design based on self-enhancement moderators analysis can be an effective tool to bridge the gap between research and practice.
... But before elaborating further on this principle, we would like to emphasize that, surprisingly, most human resource managers do not hire based on intelligence. In fact, most human resource managers do not make decisions based on research-informed best practices at all (Rynes, Colbert, & Brown, 2002). This gap between practice and research findings is especially large in the area of staffing, where many human resource managers are unaware of this most fundamental staffing principle based on extensive research findings, and as a result fail to use scientifically established valid employment selection procedures. ...
... As noted earlier, many people find it hard to believe that GMA is the dominant determinant of overall job performance (Rynes et al., 2002). Often, they say they have known people who were very intelligent but who were not a good citizen. ...
... Desafortunadamente, la discrepancia entre ciencia y práctica en muchas áreas de la psicología siguen siendo sustanciales, lo que puede dificultar las aplicaciones de estos procedimientos (Grove et al., 2000;Lilienfeld et al., 2015;Rynes et al., 2002). Incluso ahora que vivimos en un mundo donde gracias al internet, el conocimiento, la transferencia y el intercambio de información son accesibles, esta discrepancia no parece haberse reducido. ...
... Asimismo, otros autores señalan que los documentos de investigación se han vuelto tan técnicamente complejos que son casi incomprensible para las personas que no tienen un doctorado (Cascio & Fogli, 2010). Por lo que no es de extrañar que en algunos estudios se haya encontrado que menos del 1 % de los gerentes de recursos humanos lean artículos académicos (Rynes et al., 2002). ...
Existe la creencia generalizada tanto en los profesionales de recursos humanos, así como en las organizaciones de que los empleados tienen algún valor, y que algunos "los talentosos" tienen aún más valor. En consecuencia, muchas organizaciones emplean una variedad de procedimientos de RR. HH. sumamente costosos y exhaustivos para seleccionar, retener, capacitar y/o promocionar a estos empleados. Sin embargo, ejecutan todas estas prácticas sin tener una noción clara y precisa del valor real del empleado, lo que podría resultar en consecuencias indeseables para las organizaciones (por ej., pérdidas económicas y de recursos). Una de las razones principales que explican esta discrepancia se debe al desconocimiento de tales procedimientos y a la dificultad y complejidad de los documentos donde estos se presentan.
... In terms of (e), whether the practitioner would trust the findings and see them as relevant to their work, again we see problems. There are large discrepancies between research findings on PHRM and practitioners' beliefs about effective HRM practices (Rynes et al., 2002;Sanders et al., 2008). For example, Rynes et al.'s (2002) survey of almost 1,000 HR professionals found that despite ample evidence that personality-type indicator tests, such as Myers-Briggs, simply do not work in a selection context or really any work context (e.g., Pittenger, 1993Pittenger, , 2005Stein & Swan, 2019), they were endorsed as valid tools by more than half of the respondents. ...
... There are large discrepancies between research findings on PHRM and practitioners' beliefs about effective HRM practices (Rynes et al., 2002;Sanders et al., 2008). For example, Rynes et al.'s (2002) survey of almost 1,000 HR professionals found that despite ample evidence that personality-type indicator tests, such as Myers-Briggs, simply do not work in a selection context or really any work context (e.g., Pittenger, 1993Pittenger, , 2005Stein & Swan, 2019), they were endorsed as valid tools by more than half of the respondents. Notably, this same study has been replicated several times. ...
The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).
... Sanders, van Riemsdijk, & Groen, 2008) or the US (e.g. Rynes, Colbert, & Brown, 2002). Indeed, these findings imply that developing HR practices do not necessarily equal the appreciation of which HR practices actually work and those that are less founded on evidence. ...
Purpose
In this study, we explored factors driving evidence-based management (EBM) decision-making in Poland which has experienced changes from state-controlled market environments to more competitive ones. Evidence-based management requires the critical use and adaptability to information to deal with complex problems.
Design/methodology/approach
In total, 422 Polish managers responded to a telephone survey measuring their perceptions about decision-making culture, styles, competence, and their use of specific sources to derive the evidence to enable them to make evidence-based decisions. Informed by theoretical principles, we used Hayes’ PROCESS macro (Model 4) to examine whether each factor produced direct effects on EBM decision-making and the mediating influence of competence and style in the relationship between culture and perceived evidence-based decision-making.
Findings
All three factors correlated positively with perceived evidence-based decision-making. Moreover, style was not predictive of EBM decision-making compared to competence and culture while culture had an imposing effect on decision-making both as a direct effect and indirectly through competence.
Originality/value
This study provides important insights into the perceptual state of EBM among Polish managers. It emphasizes the importance of embracing diverse cultures and improving critical thinking to help managers make more evidence-based decisions during significant changes in the business world.
... Being transparent about the algorithm's design allowed us to compare how participants think the predictors should be weighted with how the algorithm weights the predictors. Decision makers frequently disagree with empirically established predictor-criterion relationships (Rynes et al., 2002). For example, some decision makers wrongly perceive unstructured interviews to be more valid for predicting job performance than structured interviews, and conscientiousness to be more important than cognitive ability (Fisher et al., 2021). ...
Human advisors typically explain their reasoning, which is absent when advice is given by an algorithm in the form of a mere number. We hypothesized that decision maker perceptions (e.g., trust), use of algorithmic advice, and hence judgment consistency and accuracy would improve if an algorithm ‘explains itself’. We recruited 1,202 English-speaking adults via Prolific who predicted the performance of a draw of 40 job candidates based on their assessment information and algorithmic advice. We used a 2 (narrative advice: yes/no) × 2 (narrative algorithm information: yes/no) × 2 (algorithmic advice as default: yes/no) between-subjects design. The first factor varied whether participants received mere numeric algorithmic advice or numeric advice plus a short case-by-case narrative explanation based on the specific candidate information. The second factor varied whether, before the task, the algorithm’s design and predictor weight choice were introduced in a narrative manner by a human character, using first-person language or in a descriptive manner. The third factor varied whether participants’ predictions defaulted to the algorithmic advice or an irrelevant value. Most effects were detectable but small in magnitude. The results showed that participants used narrative advice somewhat more than mere numeric advice, but only when their prediction did not default to the advice. Furthermore, participants had more trust, stronger feelings of human interaction, higher judgment consistency, and higher intentions to use the algorithm for future decisions when they received case-by-case narrative advice. People seem to feel more comfortable with algorithmic advice when receiving an explanation for each decision.
... It is important to note that any evaluations of EI should be clearly marked as subjective. Several research studies (Rynes et al., 2002;Fatt, 2002;Voola et al., 2004;Abraham, 2004;Kunnanatt, 2004;Lopes et al., 2003;Sy & Côté, 2004;Sy et al., 2006;Tischler et al., 2002;Jordan et al., 2002;Kelly & Barsade, 2001;Welch, 2003) have shown that emotional intelligence (EI) can have a positive impact on the performance of an individual. Furthermore, the leadership style is identified as crucial to the success of an organization in the majority of relevant studies. ...
The aim of this paper is to fill the identified gap in the literature regarding a holistic approach to the relationship between emotional intelligence (EI) and transformational leadership (TL). In fact, this paper contributes to the annotation of the literature in this particular field through a selective bibliography, aiming to cover the main contributors to the development of this topic and explore their different views in order to critically approach the pros and cons, producing implications for academia and organizations. A leader who applies the transformational style is able to indirectly or directly influence the efficiency of employees through increased levels of emotional intelligence and developed cognitive skills. The purpose of this paper is to examine the correlation between EI and TL. A systematic literature review (SLR) was conducted for papers published from 2000 onwards (21st century). Published papers were selected from international scientific journals that have been indexed as Q1 or Q2 (best quartiles) in the SJR database fields of business, management, and accounting. For the initial screening, the Google Scholar database was used to access papers through the following keywords: emotional intelligence, transformational leadership, organizational behavior, management, and organizational development. Furthermore, SLR’s PRISMA flow chart indicated the most suitable papers to be analyzed in the context of this paper. The research yielded 16 published studies confirming the positive relationship between EI and TL and 9 papers questioning it. These papers have been analyzed to open a discussion and draw conclusions. Research on the relationship between transformational leadership and emotional intelligence demonstrate a positive correlation in the majority, while there are some who question it.
... Practitioners cite that, often, practical implications of research are too broad (i.e., stated too generally to be useful; Bleijenbergh et al., 2021), hard to interpret (Keiser & Leiner, 2009), or irrelevant (Nicolai & Seidl, 2010), whereas academics state that practitioners rarely read academic journals (Rogelberg et al., 2022) or that the "knowing-doing gap" (i.e., challenges in translating knowledge into tangible actions) is at play (Pfeffer & Sutton, 2000). Additionally, many practitioners favor reaching out to other practitioners for practical issues (Rynes et al., 2002), and scientific jargon paired with a lack of access to peer-reviewed articles often creates a barrier between academics and practitioners (Simón & Ferreiro, 2018). These barriers in our own field are important to address for us to effectively convey the benefits of I-O psychology to society. ...
It is important for the research produced by industrial-organizational (I-O) psychologists to be rigorous, relevant, and useful to organizations. However, I-O psychology research is often not used in practice. In this paper, we (both practitioners and academics) argue that engaged scholarship—a particular method of inclusive, collaborative research that incorporates multiple stakeholder perspectives throughout the research process—can help reduce this academic–practice gap and advance the impact of I-O psychology. To examine the current state of the field, we reviewed empirical evidence of the current prevalence of collaborative research by examining the number of articles that contain nonacademic authors across 14 key I-O psychology journals from 2018 to 2023. We then build on these findings by describing how engaged scholarship can be integrated throughout the research process and conclude with a call to action for I-O psychologists to conduct more collaborative research. Overall, our goal is to facilitate a fruitful conversation about the value of collaborative research that incorporates multiple stakeholder perspectives throughout the research process in hopes of reducing the academic–practice gap. We also aim to inspire action in the field to maintain and enhance the impact of I-O psychology on the future world of work.
... Additionally, Yukl (2008) suggests that leaders who effectively communicate and embody the organization's vision and mission inspire and motivate their followers, leading to higher levels of engagement and performance. Lastly, Rynes, Colbert, and Brown (2002) emphasize the importance of alignment between an organization's vision and mission and its actual human resource practices for achieving organizational goals and objectives. ...
The vision, mission, and objectives of a Graduate School are essential for shaping its purpose, guiding its activities, and defining its identity. These statements provide direction for strategic planning, curriculum development, and research initiatives. Regular evaluation ensures alignment with current trends and effectiveness
in achieving goals. This comprehensive review and case study assessed the alignment
and effectiveness of the vision and mission of the graduate school and the public
management program. The graduate school's vision and mission statements
demonstrate clarity and specificity, reflecting the institution's commitment to
competence, research, service, and social impact. Themes of a comprehensive curriculum, research, communication, social responsibility, experiential learning, and continuous improvement highlight the school's dedication to preparing students for effective professional careers. This fosters a supportive environment where students
feel valued and engaged, enhancing their satisfaction and sense of belonging. By
implementing recommendations such as refining the statements, fostering inclusivity, and providing community engagement opportunities, graduate schools can strengthen their vision and mission, creating a positive and fulfilling experience for students.
... Additionally, Yukl (2008) suggests that leaders who effectively communicate and embody the organization's vision and mission inspire and motivate their followers, leading to higher levels of engagement and performance. Lastly, Rynes, Colbert, and Brown (2002) emphasize the importance of alignment between an organization's vision and mission and its actual human resource practices for achieving organizational goals and objectives. ...
The vision, mission, and objectives of a Graduate School are essential in defining its purpose and guiding its activities. These statements provide a framework for strategic planning, curriculum development, and research initiatives. Evaluating
the alignment and effectiveness of these statements is vital to ensure they meet current trends in higher education and fulfill the Graduate School's goals. This qualitative case study and comprehensive review assessed the alignment and effectiveness of the vision
and mission of the graduate school. The study found that the vision and mission statements of the graduate school were viewed as clear, aligned with institutional
goals, and effective in guiding the work of the institution. The curriculum, assessment practices, and programs were also found to be aligned with the vision and mission, promoting academic excellence, research, and social justice. The study recommends
focusing on aligning personal values, enhancing practical application, promoting diversity, fostering collaboration, and supporting professional development and student success to improve the effectiveness of the vision and mission.
... Additionally, Yukl (2008) suggests that leaders who effectively communicate and embody the organization's vision and mission inspire and motivate their followers, leading to higher levels of engagement and performance. Lastly, Rynes, Colbert, and Brown (2002) emphasize the importance of alignment between an organization's vision and mission and its actual human resource practices for achieving organizational goals and objectives. ...
The alignment of vision, mission, and objectives with the changing higher education landscape has become increasingly important. Factors such as internationalization, technological advancements, and evolving workforce needs necessitate ongoing evaluation of Graduate Schools' guiding statements. Assessing the relevance and effectiveness of these statements is crucial for competitiveness and
delivering quality education and research outcomes. This comprehensive review and
case study explored the alignment of the institutional, graduate school and business administration program's vision, mission, goals and objectives. The study found that the graduate school's vision and mission statements accurately reflect the institution's goals and provide a clear direction for its activities. The statements emphasize
competence, research, and service, aligning with the institution's values and desired
learning outcomes. The key findings show a strong commitment to comprehensive
education, research, communication, collaboration, social responsibility, experiential
learning, and continuous improvement. These themes highlight the graduate school's
dedication to preparing students for success and instilling ethical decision-making. The vision and mission guide the institution's work, foster a sense of belonging, promote inclusivity, teamwork, and prioritize student success. Overall, these findings contribute
to satisfaction, engagement, and success within the graduate school.
... Additionally, Yukl (2008) suggests that leaders who effectively communicate and embody the organization's vision and mission inspire and motivate their followers, leading to higher levels of engagement and performance. Lastly, Rynes, Colbert, and Brown (2002) emphasize the importance of alignment between an organization's vision and mission and its actual human resource practices for achieving organizational goals and objectives. ...
The vision, mission, and objectives of a Graduate School are essential in shaping its purpose and guiding its activities within the academic community. These guiding statements play a crucial role in strategic planning, curriculum development, research initiatives, and the pursuit of excellence. A thorough review and evaluation of
these statements is necessary to assess their alignment with current trends in higher education and their effectiveness in achieving the Graduate School's goals. This comprehensive review and case study assessed the alignment of the VMGO of the
institution, the graduate school and the MAEd program implementation and practices.
The findings indicate that the graduate school has well-defined vision and mission statements that provide clarity, direction, and alignment with the institution's values. The policies and programs implemented align with the vision and mission, emphasizing student learning and development, research and innovation, social
responsibility, equity, and continuous improvement. Participants perceive the vision
and mission as guiding their work and fostering a sense of belonging within the institution. The graduate school's vision and mission play a crucial role in creating a sense of unity, purpose, and direction.
... Although we hypothesized that all three sets of practices would increase employees' membership into profiles characterized by moderate to high levels of HRM values, our results rather showed that only ability-enhancing practices were associated with a higher likelihood of membership into the most desirable profile (High). This observation is consistent with previous results demonstrating the benefits of efficient selection, training, and development practices (Huselid, 1995;Rynes et al., 2002). This does not mean that other types of HRM practices had no effect, simply that their effects on the internalization of the value of HRM practices disappeared once employees' perceptions of all three sets of practices were jointly considered. ...
Human resource management (HRM) practices and their associations with
employees' job attitudes and behaviors are well‐established, although the
psychological mechanisms underlying these associations remain unclear.
Based on the ability‐motivation‐opportunity framework, we propose that
employees' HRM values play a key role in these associations. Specifically, we
propose that employees' perceptions of the HRM practices present in their
organization will predict their HRM value profiles which, in turn, will predict
their levels of commitment. Latent profile analyses revealed four profiles
characterized by very low, low, moderate, and high levels of HRM values. Our
results suggest that ability‐enhancing practices play an active role in employees'
organizational commitment by shaping their HRM values.
... These studies have shown that will power or motivation is always a significant factor in measuring attitude-performance dynamics. Scholars in Human Resources Management have religiously sought to understand the correlation between attitude and efficiency of human resource (HR) practices [1]. It is indicated that employee when managed appropriately can enhance human resource's efficiency. ...
This study explores the relationship between ethical leadership and employee performance within the context of Bushenyi local government in Uganda. Ethical leadership is crucial for integrating moral values into organizational practices, influencing employees' behavior, and ultimately impacting organizational performance. Using a cross-sectional research design and structured questionnaires, data was collected and analyzed to understand how ethical leadership influences employee performance. Findings suggest a significant relationship between ethical leadership, integrity, power sharing, and employee performance. The study underscores the importance of establishing performance standards and rewarding exemplary performance to enhance organizational effectiveness. These findings contribute to the literature on ethical leadership and provide practical insights for organizational management in improving employee performance.
... Still less is such a change likely to happen as a result of input by scholars. There is now a long list of articles in the business and management area noting, and usually bemoaning, the gap between practitioners and academics, whether created by academics who fail to talk the same language as the practitioners (Keegan and Francis, 2010;Rynes et al., 2002Rynes et al., , 2007Tenhiälä et al., 2016) or because they have little in common (Greenwood, 2013;Gubbins and Rousseau, 2015) or because the practitioners just do not care to listen (Gill, 2018;Steers, 2008). ...
Many of the United Nations’ Sustainable Development Goals apply directly to Human resource management (HRM) within organisations, and most of them have indirect relevance. It is clear, however, that by 2030 the world will have failed to meet the Goals. Although the connection between the SDGs and HRM is not so apparent, it has been argued that the two are, or perhaps should be, related: but maybe there is failure there too. This conceptual paper uses extant research to argue that the reasons for this are inherent in our understanding of HRM, in the nature of the Goals themselves, and in the relationship between HRM and the SDGs. We argue that HRM fails to advance the likelihood of the Goals being met because of construct clarity problems. Nonetheless, we argue that the SDGs have value for HRM specialists in signalling the importance of the multiple stakeholders involved and in focusing attention on crucial aspects of the role of HRM within organisations.
... Human resources have the greatest impact in achieving sustainability and efficiency of one organization. How communication and knowledge with customers have obtained enhancing important human capital, which shows the volume of knowledge, creativity, technical skills, and experience of the employees in the organization, gains great significance, that the labor force is regarded as productive assets, but there are not costly assets (Rynes, et al., 2002). ...
Human resource management practices are the integration of employee commitment. The general objective of this study was to examine the effect of human resource management practices on employee commitment to work in silta zone the case of silta zone zone administration public service sectors. The study adopted a descriptive and explanatory research design, with the study sample covered of 307 respondents selected among the leaders and non-leader employee in silte zone administration. Data was collected using both primary and secondary sources through questionnaires and reference books, and the collected data was analyzed using descriptive and inferential analysis. The analysis was done using IBM SPSS statistical software version 24 and the findings of the study revealed that independent variables such as HRM practice have a significant and positive impact on employees' commitment. Based on the finding the study concluded that if organization managed efficiently HRM practices have a positive and significant effect on employee commitment. The study result shows that the silte zone administration currently has moderate level human resource management practice that directly affect employee's commitment. The study finally recommended that silte zone administration should improve its human resource management practice for a competitive and advanced employee commitment as well as to keep them thereby increasing their commitment to the organization.
... Human resources have the greatest impact in achieving sustainability and efficiency of one organization. How communication and knowledge with customers have obtained enhancing important human capital, which shows the volume of knowledge, creativity, technical skills, and experience of the employees in the organization, gains great significance, that the labor force is regarded as productive assets, but there are not costly assets (Rynes, et al., 2002). ...
Human resource management practices are the integration of employee commitment. The general objective of this study was to examine the effect of human resource management practices on employee commitment to work in silta zone the case of silta zone zone administration public service sectors. The study adopted a descriptive and explanatory research design, with the study sample covered of 307 respondents selected among the leaders and non-leader employee in silte zone administration. Data was collected using both primary and secondary sources through questionnaires and reference books, and the collected data was analyzed using descriptive and inferential analysis. The analysis was done using IBM SPSS statistical software version 24 and the findings of the study revealed that independent variables such as HRM practice have a significant and positive impact on employees' commitment. Based on the finding the study concluded that if organization managed efficiently HRM practices have a positive and significant effect on employee commitment. The study result shows that the silte zone administration currently has moderate level human resource management practice that directly affect employee's commitment. The study finally recommended that silte zone administration should improve its human resource management practice for a competitive and advanced employee commitment as well as to keep them thereby increasing their commitment to the organization.
... Inconsistencies between theories are rarely resolved (Watts, 2017) and even basic concepts seem to lack construct validity (Davis, 2015), while the language that scholars use to describe their theories is becoming ever more complex and incomprehensible (Tourish, 2020). Given these problems, it is not surprising that the research conducted in business schools has little real-world impact, as confirmed in several studies (Beyer & Trice, 1982;Rynes, Bartunek, & Daft, 2017;Rynes, Colbert, & Brown, 2002;Wilkerson, 1999). ...
... In a world where employees and consumers are placing a premium on ethical and socially responsible practices, the study's findings can help businesses attract and retain talent, enhance customer loyalty, and build a positive reputation. Understanding the synergies between EFD and CSR can be a competitive advantage in talent recruitment and customer engagement (Rynes et al., 2002). The results of this study may inform and influence policy development and corporate regulation. ...
This study delves into the intricate dynamics between Employee Financing Diversity (EFD), Corporate Social Responsibility (CSR), and Sustainable Firm Performance (SFR) within the contemporary corporate landscape. Employing a quantitative methodology involving a sample of 200 participants, this research uncovers pivotal insights into the reciprocal influence of these variables and their profound impact on organizational trajectories. The findings illuminate robust, positive associations between EFD and both CSR and SFR. EFD emerges as a driving force behind the augmentation of Corporate Social Responsibility initiatives, which, in turn, exert a potent influence on Sustainable Firm Performance. These outcomes underscore the imperative for organizations to not only concentrate on conventional diversity benchmarks but also to consider financial diversity when designing their workforce structures. Furthermore, the study underscores the paramount role of Corporate Social Responsibility in catalyzing advancements in Sustainable Firm Performance. It accentuates the significance of ethical business conduct, environmental stewardship, community engagement, and stakeholder accountability. Businesses that prioritize the synergistic cultivation of Employee Financing Diversity and CSR are strategically positioned to secure a competitive edge, attracting a diverse customer base, socially conscious investors, and a highly skilled workforce. The implications of this research extend to policymakers, highlighting the necessity of fostering responsible corporate behaviors and financial inclusivity. The study also beckons further investigation into the underlying mechanisms governing these intricate relationships. Acknowledging its limitations, this study encourages subsequent research endeavors to explore causal pathways and mediating factors. In conclusion, this study fortifies the proposition that socially responsible and diversified corporate practices are pivotal in shaping a more sustainable and equitable future for both businesses and society.
... EBM is defined as the systematic collection and judicious use of the best available evidence from multiple sources when making organizational decisions (Barends & Rousseau, 2018). EBM emerged in management and management education scholarship almost two decades ago (Kovner & Rundall, 2006;Rousseau & McCarthy, 2007) and at first focused on the challenge of the research-practice gap (e.g., Rynes et al., 2002;Tenhiälä et al., 2016). However, practitioners need more than mere familiarity with research to make evidence-based decisions. ...
Evidence‐based management (EBM) is a useful framework to assist managers in making organizational decisions based on the best available evidence. EBM use is nevertheless marginal among managers, and little is known about the enablers that can facilitate and effectively increase its use. We use two experimental studies to examine the effect of cognitive reflection, learning goals, and social norms in predicting EBM usage. We also propose an objective assessment task to measure the collection and use of evidence in the context of EBM. Results from both studies provide support for the importance of cognitive reflection and social norms to enable EBM. Surprisingly, learning goals were not associated with EBM use. This research increases our understanding of EBM, provides indications of how to increase its usage, and presents a methodology to investigate evidence collection and use objectively.
... Power human beings direct can influence the motivation and performance of employees. The study previously stated that evaluation performance aim to enhancement performance (Aguinis & Pierce, 2008;DeNisi & Pritchard, 2006;Rynes et al., 2002) and have results main form motivation employee to improve future performance (Jawahar, 2010;Maurer & Palmer, 1999;Pichler, 2012). employee did in a manner effectively. ...
Objective study this for analyze the connection between performance appraisal fairness consisting of procedural fairness, distributive fairness, and interactive fairness on motivation to improve performance with leader-member exchange (LMX) as moderation. This quantitative research was conducted at the Indonesian Central Bureau of Statistics (BPS) using the no probability method. Data was collected based on respondents' questionnaires through charging sent online through WhatsApp. Results recapitulation questionnaire 366 answers were obtained, which respondents then analyzed using SEM PLS with smartPLS 3.0. Based on the data analysis, the conclusion is that performance appraisal fairness consisting of procedural fairness, distributive fairness, and interactive fairness relate positively on motivation to improve performance, whereas if the connection between evaluation performance with motivation to improve performance moderated by LMX gets no results effect.
... However, decision makers differ in their beliefs about predictor validities (D. J. R. Jackson, Dewberry, Gallagher, & Close, 2018; Rynes, Colbert, & Brown, 2002;Sanders, van Riemsdijk, & Groen, 2008). We expected that when decision-makers' predictor validity beliefs do not align with an algorithm's predictor weights, they should be more likely to deviate from an algorithm's predictions, and hence make less consistent and less valid predictions. ...
Decision makers typically integrate multiple pieces of information to make predictions and decisions. They also sometimes receive algorithmic advice, but often discount such advice. This usually results in less consistent and less accurate predictions than consistently using the advice. We hypothesized that individual differences on psychological traits such as dutifulness (a facet of conscientiousness), decision-making styles, and predictor validity beliefs are related to the consistent use of algorithmic advice, judgment consistency, and predictive validity. We sampled participants with hiring experience (N = 308) who predicted the performance of job applicants based on test scores and interview ratings, and they also received algorithmic advice. The results showed that more dutiful participants and participants with more accurate predictor validity beliefs used the algorithm more, and made more consistent and more accurate predictions. We did not find evidence that an intuitive decision-making style was related to these outcomes. Exploratory analyses showed that cognitive ability was positively related to the consistent use of algorithmic advice and judgment consistency, but not significantly related to predictive validity. Furthermore, the other conscientiousness facets and the general factor were similarly related to the outcome variables as dutifulness. Organizations may want to hire conscientious decision makers, and decision makers with accurate predictor validity beliefs. In addition, organizations could provide training on predictor validities.
... Sementara untuk sikap negatif berasal dari reward dan pengakuan yang berasal dari keadilan organisasi. Kinerja manajemen merupakan representasi persepsi bahwa manajemen dapat membantu individu dalam organisasi memahami bagaimana perilaku, mempengaruhi pencapaian tujuan organisasi, sedangkan perasaan negatif berasal dari pandangan bahwa untuk mencapai kinerja manajemen perhatian terhadap organisasi lebih besar dibandingkan dengan perhatian terhadap individu, Rynes et al., (2002). ...
Buku ini merupakan konversi dari disertasi penulis yang merupakan hasil penelitian panjang antara tahun 2014 hingga tahun 2017. Banyak rekan-rekan cendekiawan bidang Family Business melalui interaksi via Linkedin yang telah membaca ringkasan disertasi pada Journal of Economic Cooperation and Development 40 (2) (2019), 25-58 menyarankan versi lengkap dari “The Model of Capability Soft Governance in Family Business: Empirical Study in Bus Transportation Industry in Jakarta, Indonesia” dapat dinikmati secara lebih luas untuk berbagai kalangan sebaiknya dibuat dalam bentuk buku referensi sehingga lebih ringan namun tetap menyajikan detailnya.
Bagaimanana buku ini digunakan. Sistematika buku disajikan dalam enam bab dengan pertimbangan tetap menjadi buku referensi dengan karakter ilmiah yang menonjol, namun dengan judul dan sub-judul dengan pilihan diksi lebih popular dan luwes bagi kalangan umum non akademisi termasuk bagi para pemilik dan pendidi perusahaan keluarga. Bagi kalangan akademisi sistematika dan kontek keilmiahan masih sangat kuat, sehingga layak digunakan untuk digunkan untuk mendukung mata kuliah Metodologi Penelitian dan Publikasi. Selebihnya sangat selaras untuk mendukung mata kuliah Pengantar Bisnis, Manajemen Sumber Daya Manusia, Perilaku Organisasi, Manajemen Perubahan, Kewirausahaan dan Manajemen Kinerja.
Bagian bagian penting dari buku ini meliputi bukti – bukti performa dan kontribusi (share) perusahaan keluarga (family firm) terhadap product domestic bruto dan product national bruto sesuai dengan lokus operasi perusahaan maupun kepemilikan perusahaan keluarga tersebut. Perjumpaan konten ini termaktub pada Bab I.
Selanjutnya pada Bab II akan disajikan pemetaan dialektika para ilmuan bisnis keluarga yang melahirkan banyak konsep manajemen khas bisnis keluarga, tipe perusahaan keluarga dan operasional serta suksesi pada perusahaan keluarga. Pada bab ini juga akan dijelaskan bukti – bukti empiris dari berbagai temuan hasil riset terdahulu terkait dengan tata kelola perusahaan keluarga. Disisi memang banyak dipertukarkan antara perusahaan keluarga, family business dan family firm, namun demikian yang dimaksud tetap perusahaan milik keluarga.
Bagian Bab III, akan menjelaskan metodologi dan pendekatan riset yang dilakukan, pengujian untuk menemukan pola hubungan berbagai variabel dan konsep berserta penafsirannya.
Selanjutnya pada Bab IV disajikan hasil olah data secara deskriptif, pengujian model dan pengujian hubungan serta pengaruh antar variabel. Hal ini penting disajikan agar dapar mendeskripsikan serta memperkuat validates dan reliabilitas model serta bagaimana model bekerja dan mampu memperdiksi bagaimna kinerja manajerial dari perusahaan keluarga.
Pendalaman atas temuan pengujian pada Bab IV dilanjutkan dengan penyajian Bab V berupa konfirmasi dari berbagai temuan penelitian terdahulu yang relevan. Pada bagian ini juga dideskripsikan bukti triangulasi melalui penelusuran dokumen yang relevan dan wawancara kepada informan terpilih yang memiliki pengetahuan memadai tentang operasionalisasi perusahaan, kepemimpinan manajer pada perusahaan serta ukuran-ukuran kinerja manajerial yang ditetapkan pada perusahaan.
Mengakhiri buku ini akan disajikan pada Bab VI berupa simpulan dan implikasi teoritis untuk pengembangan Ilmu Manajemen dan Family Firm. Selebihnya implikasi manajerial yang bermanfaat untuk meningkatkan kinerja manajerial dan suksesi kepada generasi yang lebih muda sebagai putra mahkota, yang diproyeksikan meneruskan pengelolaan dan kepemilikan perusahaan keluarga.
... They have remained popular not necessarily because the inefficacy of interviews is unknown. In fact, Rynes, Colbert, and Brown (2002) report that HR professionals appreciate the limitations of interviews. Still, hiring managers remain reluctant to outsource their judgment (Bohnet, 2016). ...
Why do organizations conduct job interviews? The traditional view of interviewing holds that interviews are conducted, despite their steep costs, to predict a candidate’s future performance and fit. This view faces a twofold threat: the behavioral and algorithmic threats. Specifically, an overwhelming body of behavioral research suggests that we are bad at predicting performance and fit; furthermore, algorithms are already better than us at making these predictions in various domains. If the traditional view captures the whole story, then interviews seem to be a costly, archaic human resources procedure sustained by managerial overconfidence. However, building on T. M. Scanlon’s work, we offer the value of choice theory of interviewing and argue that interviews can be vindicated once we recognize that they generate commonly overlooked kinds of noninstrumental value. On our view, interviews should thus not be entirely replaced by algorithms, however sophisticated algorithms ultimately become at predicting performance and fit.
... Atribut dari sikap positif berupa kepercayaan dan, sampai batas tertentu berupa keterlibatan. Sementara untuk sikap negatif berasal dari reward dan keadilan organisasi (Rynes et al., 2002). ...
Buku ini merupakan konversi dari disertasi penulis yang merupakan hasil penelitian panjang antara tahun 2014 hingga tahun 2017. Banyak rekan-rekan cendekiawan bidang Family Business melalui interaksi via Linkedin yang telah membaca ringkasan disertasi pada Journal of Economic Cooperation and Development 40 (2) (2019), 25-58 menyarankan versi lengkap dari “The Model of Capability Soft Governance in Family Business: Empirical Study in Bus Transportation Industry in Jakarta, Indonesia” dapat dinikmati secara lebih luas untuk berbagai kalangan sebaiknya dibuat dalam bentuk buku referensi sehingga lebih ringan namun tetap menyajikan detailnya.
Bagaimanana buku ini digunakan. Sistematika buku disajikan dalam enam bab dengan pertimbangan tetap menjadi buku referensi dengan karakter ilmiah yang menonjol, namun dengan judul dan sub-judul dengan pilihan diksi lebih popular dan luwes bagi kalangan umum non akademisi termasuk bagi para pemilik dan pendidi perusahaan keluarga. Bagi kalangan akademisi sistematika dan kontek keilmiahan masih sangat kuat, sehingga layak digunakan untuk digunkan untuk mendukung mata kuliah Metodologi Penelitian dan Publikasi. Selebihnya sangat selaras untuk mendukung mata kuliah Pengantar Bisnis, Manajemen Sumber Daya Manusia, Perilaku Organisasi, Manajemen Perubahan, Kewirausahaan dan Manajemen Kinerja.
Bagian bagian penting dari buku ini meliputi bukti – bukti performa dan kontribusi (share) perusahaan keluarga (family firm) terhadap product domestic bruto dan product national bruto sesuai dengan lokus operasi perusahaan maupun kepemilikan perusahaan keluarga tersebut. Perjumpaan konten ini termaktub pada Bab I.
Selanjutnya pada Bab II akan disajikan pemetaan dialektika para ilmuan bisnis keluarga yang melahirkan banyak konsep manajemen khas bisnis keluarga, tipe perusahaan keluarga dan operasional serta suksesi pada perusahaan keluarga. Pada bab ini juga akan dijelaskan bukti – bukti empiris dari berbagai temuan hasil riset terdahulu terkait dengan tata kelola perusahaan keluarga. Disisi memang banyak dipertukarkan antara perusahaan keluarga, family business dan family firm, namun demikian yang dimaksud tetap perusahaan milik keluarga.
Bagian Bab III, akan menjelaskan metodologi dan pendekatan riset yang dilakukan, pengujian untuk menemukan pola hubungan berbagai variabel dan konsep berserta penafsirannya.
Selanjutnya pada Bab IV disajikan hasil olah data secara deskriptif, pengujian model dan pengujian hubungan serta pengaruh antar variabel. Hal ini penting disajikan agar dapar mendeskripsikan serta memperkuat validates dan reliabilitas model serta bagaimana model bekerja dan mampu memperdiksi bagaimna kinerja manajerial dari perusahaan keluarga.
Pendalaman atas temuan pengujian pada Bab IV dilanjutkan dengan penyajian Bab V berupa konfirmasi dari berbagai temuan penelitian terdahulu yang relevan. Pada bagian ini juga dideskripsikan bukti triangulasi melalui penelusuran dokumen yang relevan dan wawancara kepada informan terpilih yang memiliki pengetahuan memadai tentang operasionalisasi perusahaan, kepemimpinan manajer pada perusahaan serta ukuran-ukuran kinerja manajerial yang ditetapkan pada perusahaan.
Mengakhiri buku ini akan disajikan pada Bab VI berupa simpulan dan implikasi teoritis untuk pengembangan Ilmu Manajemen dan Family Firm. Selebihnya implikasi manajerial yang bermanfaat untuk meningkatkan kinerja manajerial dan suksesi kepada generasi yang lebih muda sebagai putra mahkota, yang diproyeksikan meneruskan pengelolaan dan kepemilikan perusahaan keluarga.
... However, this may not be enough. In line with the broader literature on the science-practice gap (Rynes et al., 2002), our results showed that decision makers rather consult the professional than the academic literature to obtain information on how to best make hiring decisions. Yet, the professional literature contains much misinformation, and evidence-based decision making is hardly discussed . ...
Although mechanical combination results in more valid human performance predictions and decisions than holistic combination, existing publications suggest that mechanical combination is rarely used in practice. Yet, these publications are either descriptions of anecdotal experiences or outdated surveys. Therefore, in several Western countries, we conducted two surveys (total N = 323) and two focus groups to investigate (1) how decision makers in psychological assessment and human resource practice combine information, (2) why they do (not) use mechanical combination, and (3) what may be needed to increase its use in practice. Many participants reported mostly using holistic combination, usually in teams. The most common reasons for not using mechanical combination were that algorithms are unavailable in practice and that stakeholders do not accept their use. Furthermore, decision makers do not quantify information, do not believe in research findings on evidence‐based decision making, and think that combining holistic and mechanical combination results in the best decisions. The most important reason why mechanical combination is used was to increase predictive validity. To stimulate the use of mechanical combination in practice, decision makers indicated that they should receive more training on evidence‐based decision making and that decision aids supporting the use of mechanical combination should be developed.
The study of toxic leadership, which is a form of destructive leadership, has intensified in recent years, as the results of its existence are destructive for both health-care organization and employees. The present work explores the relationship between toxic leadership and more specifically the toxic leadership triangle and the well-being of employees in the public sector. The toxic leadership triangle, which contributes to the existence of destructive leadership, is a theoretical model based on three factors, namely the leader, the subordinates (followers) and the conditions of the environment. Initially, the theoretical background of the concepts of toxic leadership, followers, the health-care organization environment, and employee well-being is studied. The research questions are then formulated and the results are analyzed, which do not reveal a direct impact of toxic leadership on the well-being of employees in the public sector. The role of followers and the supportiveness of the health-care organizational environment seem to act as mediators.
Human resource (HR) practitioners are regularly contacted by academic researchers who seek access to interviewees and/or survey respondents within the HR practitioner's organisation. However, despite interest in closing the research-practice gap, there has been limited consideration of the HR practitioner's role in the conduct of organisational field research. To address this, we draw upon insights from the social networks literature on brokerage to propose that HR practitioners can function as research brokers-individuals behaving as intermediaries between internal and external organisational stakeholders to control or facilitate academic research activities. We integrate the literatures on network brokerage and boundary management strategies to develop a typology of HR practitioner brokering behaviours. We identify which conditions lend themselves to productive brokering that can facilitate the execution of research project partnerships. We outline challenges faced by HR practitioners in the research brokerage role and approaches for addressing these challenges. Finally, we identify opportunities for furthering the examination of research brokerage.
While management research is often criticized for not sufficiently addressing practical or socially relevant issues, it has also been noted that business practice often does not adequately consider scientific findings. This leads to a perceived gap between academia and practical applications. This article discusses potential underlying causes for this phenomenon. In addition, considerations for bringing science and practice closer together are presented.
The purpose of the study is to investigate the influence of job satisfaction toward employee engagement through psychological ownership as the moderator. Research design used is a cross sectional study of 163 employees. Data is analyzed by multiple linear regression analysis. Result shows job satisfaction is able to influence employee engagement significantly through psychological ownership as the mediator. The p=0,000 with significance level 0,05. The sig F change shows 0,006, which is<0,05, therefore mederation effect is significant. Moderation effect also has a better influence than the direct effect. The effect is increasing from 27,2% without moderator to 31,5% with moderator.
This article distinguishes three noteworthy gaps between HR practice and the logical research in the region of worker frames of mind as a rule and the most central representative mentality specifically work fulfillment (a) the reasons for worker demeanors, (b) the consequences of positive or negative activity fulfillment, and (c) how to gauge and impact worker dispositions. Recommendations for experts are given on the most proficient method to close the gaps in learning and for assessing executed practices. Future research will probably concentrate on more noteworthy comprehension of individual qualities, for example, feeling, in characterizing work fulfillment and how representative mentalities impact authoritative execution.
Purpose
This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes.
Design/methodology/approach
The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit.
Findings
Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation.
Research limitations/implications
As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees.
Practical implications
The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors.
Social implications
The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success.
Originality/value
The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.
We take a theory-driven approach to designing an evidence management system. The ultimate purpose is to promote evidence-based management. The immediate purpose is to capture, curate, maintain, and deliver evidence gathered from both management research and management practice in a format usable by both humans and intelligent systems. The unified theory of acceptance and use of technology (UTAUT) and the theory of planned behaviour serve as the framework for the design, resulting in a design theory and empirical propositions. Our design offers a platform to facilitate ongoing communication between researchers and practitioners as well as a trustworthy mechanism for delivering the evidence to the end user in real-time. It comprises an evidence template, a wiki platform for bidirectional communication, and blockchain technology for ensuring trust among evidence users.
The selection of personnel has proven to be an invaluable procedure for organizations. However, in practice employers often (and prefer) to use the selection methods of scarce and questionable evidence. In the Bolivian context, the use of personal questions related to age, marital status, sex, race, pregnancy, among others, seems to be quite widespread. Although the usefulness that justifies its inclusion remains unproven. In this article, I analyze the relevance and support of personal questions based on their contribution to three purposes of personnel selection: validity to predict job performance, recruitment, and discrimination. Finally, I provide some suggestions: (1) to improve the efficiency of the selection processes, and (2) to amend and strengthen the laws against discrimination in the selection of Bolivian labor law.
A major problem in employee selection coalesces around convincing decision‐makers (e.g., hiring managers) to use analytically derived models. Existing recommendations in the literature largely focus on convincing executives to adopt analytical models and then exert their top‐down influence on lower‐level hiring decisions. In contrast to these solutions, we explore end user modifiability (i.e., allowing decision‐makers to modify a statistical model before use) as a bottom‐up approach for increasing hiring managers' implementation of analytical recommendations. From a utility standpoint, we consider how incorporating end user modifiability into hiring decisions will result in a less statistically valid, but potentially more valuable, organizational selection process. We explore these ideas in two studies. In Study 1, we experimentally test whether model modification increases decision‐maker reliance on a statistical model, as well as how much decision‐makers need to modify a model in order to use it. In Study 2, we examine the extent that modifiability introduces implicit biases that might adversely affect marginalized groups. Results suggest that modifiability can increase decision‐makers' perceived usefulness of a model and, importantly, that only a small amount of modifiability is needed to elicit this effect. Further, end user modifications were statistically insignificant predictors of hiring rates across race‐based subgroups, though supplementary analyses suggest important cautionary nuance. Given that analytical models are rarely perfectly or wholly implemented, end user modifiability may offer a viable solution for organizations seeking to increase the implementation of algorithmic guidance in selection decisions, even if it deviates modestly from a statistical optimality.
Evidence-based policing (EBP) has become a key perspective for practitioners and researchers concerned with the future of policing. This volume provides both a review of where evidence-based policing stands today and a consideration of emerging trends and ideas likely to be important in the future. It includes comparative and international contributions, as well as researcher and practitioner perspectives. While emphasizing traditional evidence-based methods and approaches, the book also identifies barriers to the advancement of evidence-based policing and expands the vision of evidence-based policing by critically examining ethical and moral concerns and questions. The book's main focus is not on what has to happen in police agencies to advance EBP, but rather on an issue that has received far less attention - the science that is necessary to produce for EBP to be successfully integrated into policing.
Bajo la perspectiva del hombre complejo suscitada por Chiavenato (2000) se plasma la necesidad de analizar las motivaciones de los empleados de modo diferencial a como clásicamente se ha venido analizando con los modelos teóricos tradicionales. En este sentido, la vinculación de los motivos, así como su combinación en perfiles motivacionales (Chiavenato, 2000), permite una aproximación más adecuada a la realidad organizativa. A ello se ha de añadir lo que Chiavenato denomina la interrelación compleja entre las necesidades iniciales y las experiencias de la organización, y que con el estudio presente se ha operativizado en lo que denominamos los gaps motivacionales. Por ello, es realmente complicado analizar la realidad motivacional en las organizaciones desde enfoques globales y generalistas. En este sentido, Chiavenato (2000) plantea que no existe ninguna estrategia directiva correcta que pueda cobijar a todas las personas en todos los momentos. En este estudio se plasma la necesidad de segmentar a los empleados para ajustar las estrategias de recursos humanos buscando también comunalidades en la aplicación de estrategias conjuntas o genéricas. Por otro lado se analizan las estrategias de motivación requeridas por los empleados y recibidas por parte de la organización, analizando por tanto los gaps motivacionales percibidos de los empleados. Bajo este modelo general planteado se suscita la necesidad de tener en cuenta en todas las estrategias de recursos humanos la realidad compleja del empleado para una correcta implementación de las prácticas de recursos humanos.
We propose that a pluralistic conceptualization of scholarly impact includes surprise in addition to the more established relevance construct. We identify competing perspectives on the nature of the relevance–surprise relationship and test these perspectives empirically. Results suggest that when managers rate research findings, there is a very strong negative relationship between relevance and surprise; however, when rated by academics attempting to predict managerial responses, the relationship is orthogonal. We also find that academics are generally adept at predicting managers’ ratings of relevance and surprise when presented with academic research findings. Our findings are encouraging in that they suggest that academics are adept at perspective taking; however, they simultaneously highlight a challenge for academics because their most surprising research findings may be dismissed as irrelevant by managers.
One of the features of modern mining is its focus on the development of human resources. The high level of labor productivity, as the main factor in the efficiency of mining enterprises in the context of heightened competition in the mineral resources market, brings to the fore the assessment of the state of human potential and its use with maximum efficiency. Consequently, the successful operations of a mining enterprise largely depend on how effectively its human potential is used. To achieve high results of work, a competently built personnel policy is required, one of the key tasks of which is the selection and placement of personnel. As practice shows, the shortage of qualified mining engineers and the growth of their cost in the labor market can become one of the key factors hindering the development of business in the field of mining.
When psychologists test a commonsense (CS) hypothesis and obtain no support, they tend to erroneously conclude that the CS belief is wrong. In many such cases it appears, after many years, that the CS hypothesis was valid after all. It is argued that this error of accepting the "theoretical" null hypothesis reflects confusion between the operationalized hypothesis and the theory or generalization that it is designed to test. That is, on the basis of reliable null data one can accept the operationalized null hypothesis (e.g., "A measure of attitude x is not correlated with a measure of behavior y"). In contrast, one cannot generalize from the findings and accept the abstract or theoretical null (e.g., "We know that attitudes do not predict behavior"). The practice of accepting the theoretical null hypothesis hampers research and reduces the trust of the public in psychological research.
This article summarizes the practical and theoretical implications of 85 years of research in personnel selection. On the basis of meta-analytic findings, this article presents the validity of 19 selection procedures for predicting job performance and training performance and the validity of paired combinations of general mental ability (GMA) and the 18 other selection procedures. Overall, the 3 combinations with the highest multivariate validity and utility for job performance were GMA plus a work sample test (mean validity of .63), GMA plus an integrity test (mean validity of .65), and GMA plus a structured interview (mean validity of .63). A further advantage of the latter 2 combinations is that they can be used for both entry level selection and selection of experienced employees. The practical utility implications of these summary findings are substantial. The implications of these research findings for the development of theories of job performance are discussed.
Value congruence between co-workers is an important dimension of an individual's fit with the work environment. This study examined the relationship of value congruence between co-workers and various work-related outcomes in an industrial setting. Findings indicated that tenure moderated the relationship between value congruence and facet satisfactions and attendance, such that value congruence related positively to beneficial outcomes for lower tenured employees. The relationship between value congruence and performance outcomes was moderated by the extent to which the job required that individuals work closely with others. When job interdependence was high, value congruence had a positive relationship with a supervisory performance rating.
Population ecology is used to explain the role of human resource management (HRM) in enhancing the performance of initial public offering (IPO) companies. We examined the determinants of structural inertia and developed hypotheses on the relationship between HRM and organizational performance. The results indicate that two human resource variables, human resource value and organization-based rewards, predict initial investor reaction and long-term survival. The rewards variable negatively affects initial performance but positively affects survival.
We describe why human resource management (HRM) decisions are likely to have an important and unique influence on organizational performance. Our hope is that this research forum will help advance research on the link between HRM and organizational performance. We identify key unresolved questions in need of future study and make several suggestions intended to help researchers studying these questions build a more cumulative body of knowledge that will have key implications for both theory and practice.
Four alternative methods of measuring values were used to examine the impact of work values on perception and decision-making tasks. Perception and its relation to values was assessed using interpretation of ambiguous stimuli. The effect of values on decision making was evaluated using within-subject regression analyses of 20 separate decisions. A total of 103 undergraduate subjects completed values measures and the perceptual and decision-making tasks in three work sessions, each separated by from 2 to 4 days. A rank order measure of values related more consistently to perception and decision making than did other measurement methods. Results also provide some support for a theory of values in which values affect perceptual organization and act as a guide to decision making. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Conducted a comprehensive meta-analysis based on 665 validity coefficients across 576,460 data points to investigate whether integrity test validities are generalizable and to estimate differences in validity due to potential moderating influences. Results indicate that integrity test validities are substantial for predicting job performance and counterproductive behaviors on the job, such as theft, disciplinary problems, and absenteeism. The estimated mean operational predictive validity of integrity test for predicting supervisory ratings of job performance is .41. Results from predictive validity studies conducted on applicants and using external criterion measures (i.e., excluding self-reports) indicate that integrity tests predict the broad criterion of organizationally disruptive behaviors better than they predict employee theft alone. Despite the influence of moderators, integrity test validities are positive across situations and settings. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This article summarizes the practical and theoretical implications of 85 years of research in personnel selection. On the basis of meta-analytic findings, this article presents the validity of 19 selection procedures for predicting job performance and training performance and the validity of paired combinations of general mental ability (GMA) and the 18 other selection procedures. Overall, the 3 combinations with the highest multivariate validity and utility for job performance were GMA plus a work sample test (mean validity of .63), GMA plus an integrity test (mean validity of .65), and GMA plus a structured interview (mean validity of .63). A further advantage of the latter 2 combinations is that they can be used for both entry level selection and selection of experienced employees. The practical utility implications of these summary findings are substantial. The implications of these research findings for the development of theories of job performance are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Presents the findings of a project investigating the validity of the employment interview. Analyses are based on 245 coefficients derived from 86,311 individuals. Results show that interview validity depends on the content of the interview (situational, job related, or psychological), how the interview is conducted (structured vs unstructured; board vs individual), and the nature of the criterion (job performance, training performance, and tenure; research or administrative ratings). Situational interviews had higher validity than did job-related interviews, which, in turn, had higher validity than did psychologically based interviews. Structured interviews were found to have higher validity than unstructured interviews. Interviews showed similar validity for job performance and training performance criteria, but validity for the tenure criteria was lower. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The relationships among vision attributes, vision content, vision communication, and venture growth were explored in one industry using a longitudinal design. Charismatic leadership, entrepreneurship, and business strategy theory guided the formation of hypotheses that were tested with data collected from 183 entrepreneur-CEO and employee pairs. Visions were evaluated for 7 attributes that were derived from the literature and for content. Structural modeling confirmed that vision attributes and vision content affect subsequent venture growth directly and through verbal and written communication. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Reexamines, via meta-analysis, the relation between personality traits and leadership perceptions or extent of leader emergence, arguing that prior research on trait theories and leadership has been misinterpreted as applying to a leader's effect on performance when it actually pertains to the relation of leadership traits to leadership emergence. Further, based on current theories of social perceptions, several traits were expected to be strongly related to leadership perceptions. The meta-analytic technique of validity generalization was used with the 15 articles identified by R. D. Mann (see record
1960-04194-001) as investigating the relationship between personality traits and leadership. These studies were then pooled with 9 subsequent studies in an additional set of meta-analyses. Results support the expectation in that intelligence, masculinity–femininity, and dominance were significantly related to leadership perceptions. Findings show that variability across studies in the relation of these traits to leadership perceptions could be explained largely by methodological factors, indicating that contingency theories of leadership perceptions may not be needed. Both of these results contrast with the conclusions of earlier nonquantitative literature reviews on traits and leadership perceptions and with conventional thinking in the leadership area. (62 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Examined the relative importance of 3 job factors and 3 organizational factors in individual position choice decisions and used a new methodology for determining such relative importance weights. The study also examined 2 individual differences—growth need strength and amount of previous work experience—as potentially influencing the relative importance of job and organizational variables. Data were collected from 62 American and Canadian graduate management students. Results suggest that pay and fringe benefits were the most important factors in the position choice situation, followed by use of skills and abilities, responsibility and leadership, and autonomy and independence, with flexibility of working hours and types of services the organization provides the 2 least important factors. Growth need strength and amount of previous work experience were related to relative importance of job and organizational variables. The advantages and disadvantages of the new methodology are assessed. (20 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Group differences on overt integrity tests were examined. Gender, age, and race differences were investigated using 724,806 job applicants. Women scored higher on overt integrity tests than men. There were very small differences between older job applicants (40 years old and older) and younger job applicants (younger than 40). No appreciable age-gender interactions were detected. Race differences were examined by comparing mean scores of Blacks, Hispanics, Asians, and American Indians with those of Whites and were found to be trivial. Implications for adverse impact, test construction, and personality measurement are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper comprehensively examined the linkages between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for the predictions that the impact of High Performance Work Practices is in part contingent on their interrelationships and links with competitive strategy was limited.
This study tests the hypotheses that (1) congruence between internal need states and external environments drives the organizational-choice process and (2) those attracted to particular organizations are more homogeneous than the applicant pool in general. Subjects were evaluated on 14 needs using the Jackson Personality Research Form. They then viewed two video-taped segments of simulated campus interviews to gain information about two distinct types of organizational reward systems. The interview segments entered the discussion in progress to avoid any reference to a particular job that might introduce an occupational confound. Subjects received job offers from both organizations and were asked to indicate which of the two organizations they found more attractive by accepting one of the offers. Analysis of variance results indicated only weak support for the congruency hypothesis. Differences were observed in nAch between the groups of subjects attracted to each organization. No differences were found for any of the other need strength measures. This suggests that the subjects attracted to the different organizations were substantially similar. Hierarchial factor analysis of the PRF has suggested a six-factor structure that appears consistent with the second-order factors from other respectable personality measures. This suggests that the second-order solution may be a parsimonious mapping of the personality domain and may therefore be more relevant in testing these hypotheses. The analysis was repeated using these dimensions. The results suggest that work force homogeneity may be more complex than originally considered. Implications for the homogeneity hypothesis are discussed, and suggestions for further study of this concept are offered.
The present study has two general purposes. First, based on the compensation strategy literature, we examine the extent to which organizations facing similar conditions make different managerial compensation decisions regarding base pay, bonus pay, and eligibility for long-term incentives. Second, working from expectancy and agency theory perspectives, we explore the consequences of these decisions for subsequent firm performance as measured by return on assets. Using longitudinal data on approximately 16,000 top and middle level managers and 200 organizations, significant between-organization differences in compensation decisions are found. The smallest organization effects are on the level of base pay. The largest organization effects are on bonus levels and eligibility for long-term incentives. In other words, our results suggest that organizations tend to distinguish themselves through decisions about pay contingency or variability rather than through decisions about the level of base pay. To study consequences, residualized measures (adjusted for employee and job factors) of organization pay level and pay mix are used. Pay level is not associated with organization financial performance. On the other hand, greater contingency of pay in the form of bonuses and long-term incentives is associated with better financial performance.
When psychologists test a commonsense (CS) hypothesis and obtain no support, they tend to erroneously conclude that the CS belief is wrong. In many such cases it appears, after many years, that the CS hypothesis was valid after all. It is argued that this error of accepting the "theoretical" null hypothesis reflects confusion between the operationalized hypothesis and the theory or generalization that it is designed to test. That is, on the basis of reliable null data one can accept the operationalized null hypothesis (e.g., "A measure of attitude x is not correlated with a measure of behavior y"). In contrast, one cannot generalize from the findings and accept the abstract or theoretical null (e.g., "We know that attitudes do not predict behavior"). The practice of accepting the theoretical null hypothesis hampers research and reduces the trust of the public in psychological research.
A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.
People tend to hold overly favorable views of their abilities in many social and intellectual domains. The authors suggest that this overestimation occurs, in part, because people who are unskilled in these domains suffer a dual burden: Not only do these people reach erroneous conclusions and make unfortunate choices, but their incompetence robs them of the metacognitive ability to realize it. Across 4 studies, the authors found that participants scoring in the bottom quartile on tests of humor, grammar, and logic grossly overestimated their test performance and ability. Although their test scores put them in the 12th percentile, they estimated themselves to be in the 62nd. Several analyses linked this miscalibration to deficits in metacognitive skill, or the capacity to distinguish accuracy from error. Paradoxically, improving the skills of the participants, and thus increasing their metacognitive competence, helped them recognize the limitations of their abilities. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Executive Overview Despite years of research designed fo match jobs and people, selection decisions are not always based on an exact fit between the person and the job. Microsoft values intelligence over all else, for all jobs. Southwest Airlines values character. When are these general characteristics adequate to the task of selecting job candidates? Should firms value intelligence and conscientiousness above specific skills? Ask any ten human resource managers how they select employees and you will find that most of them work from the same set of unchallenged, gen- erally unspoken ideas. Their way of thinking and the employee selection procedures that stem from it involve precise matching of knowledge, ability, and skill profiles. They see employee selection as fitting a key—a job candidate—into a lock—the job. The perfect candidate's credentials match the job requirements in all respects. Only an exact fit guarantees top employee performance. Cook, Mc- Clelland and Spencer capture the precise match- ing idea in the AMA's HandbooJi for Employee Re- cruitment and Retention: The final selection decision must match the 'whole person' with the 'whole job.' This re- quires a thorough analysis of both the person and the job; only then can an intelligent de- cision be made as to how well the two will fit together.. .stress should be placed on match- ing an applicant to a specific position.'
The human resource (HR) directors of 201 large U.S. organizations responded to a survey concerning the relative use of different sources of new HR information. Academic research-related information sources were used much less frequently than practitioner-related sources. However, analyses suggested that only academic sources were significantly related to organizational profitability. The strength of the relationship between the use of academic information and profitability also varied across industry types.
This study investigated the relation of the "Big Five" personality di- mensions (Extraversion, Emotional Stability, Agreeableness, Consci- entiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of person- ality. Conscientiousness, showed consistent relations with all job per- formance criteria for all occupational groups. For the remaining per- sonality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid pre- dictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (p < .10). Overall, the results illustrate the benefits of using the 5- factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of person- nel selection, training and development, and performance appraisal.
This paper provides a review of research into the relationships between psychological types, as measured by the Myers-Briggs Type Indicator (MBTI), and managerial attributes, behaviors and effectiveness. The literature review includes an examination of the psychometric properties of the MBTI and the contributions and limitations of research on psychological types. Next, key findings are discussed and used to advance propositions that relate psychological type to diverse topics such as risk tolerance, problem solving, information systems design, conflict management and leadership. We conclude with a research agenda that advocates: (I) the exploration of potential psychometric refinements of the MBTI, (2) more rigorous research designs, and (3) a broadening of the scope of managerial research into type.
Getting an innovation adopted is difficult; a common problem is increasing the rate of its diffusion. Diffusion is the communication of an innovation through certain channels over time among members of a social system. It is a communication whose messages are concerned with new ideas; it is a process where participants create and share information to achieve a mutual understanding. Initial chapters of the book discuss the history of diffusion research, some major criticisms of diffusion research, and the meta-research procedures used in the book. This text is the third edition of this well-respected work. The first edition was published in 1962, and the fifth edition in 2003. The book's theoretical framework relies on the concepts of information and uncertainty. Uncertainty is the degree to which alternatives are perceived with respect to an event and the relative probabilities of these alternatives; uncertainty implies a lack of predictability and motivates an individual to seek information. A technological innovation embodies information, thus reducing uncertainty. Information affects uncertainty in a situation where a choice exists among alternatives; information about a technological innovation can be software information or innovation-evaluation information. An innovation is an idea, practice, or object that is perceived as new by an individual or an other unit of adoption; innovation presents an individual or organization with a new alternative(s) or new means of solving problems. Whether new alternatives are superior is not precisely known by problem solvers. Thus people seek new information. Information about new ideas is exchanged through a process of convergence involving interpersonal networks. Thus, diffusion of innovations is a social process that communicates perceived information about a new idea; it produces an alteration in the structure and function of a social system, producing social consequences. Diffusion has four elements: (1) an innovation that is perceived as new, (2) communication channels, (3) time, and (4) a social system (members jointly solving to accomplish a common goal). Diffusion systems can be centralized or decentralized. The innovation-development process has five steps passing from recognition of a need, through R&D, commercialization, diffusions and adoption, to consequences. Time enters the diffusion process in three ways: (1) innovation-decision process, (2) innovativeness, and (3) rate of the innovation's adoption. The innovation-decision process is an information-seeking and information-processing activity that motivates an individual to reduce uncertainty about the (dis)advantages of the innovation. There are five steps in the process: (1) knowledge for an adoption/rejection/implementation decision; (2) persuasion to form an attitude, (3) decision, (4) implementation, and (5) confirmation (reinforcement or rejection). Innovations can also be re-invented (changed or modified) by the user. The innovation-decision period is the time required to pass through the innovation-decision process. Rates of adoption of an innovation depend on (and can be predicted by) how its characteristics are perceived in terms of relative advantage, compatibility, complexity, trialability, and observability. The diffusion effect is the increasing, cumulative pressure from interpersonal networks to adopt (or reject) an innovation. Overadoption is an innovation's adoption when experts suggest its rejection. Diffusion networks convey innovation-evaluation information to decrease uncertainty about an idea's use. The heart of the diffusion process is the modeling and imitation by potential adopters of their network partners who have adopted already. Change agents influence innovation decisions in a direction deemed desirable. Opinion leadership is the degree individuals influence others' attitudes
The field of strategic human resource management (SHRM) has been criticized for lacking a solid theoretical foundation. This article documents that, contrary to this criticism, the SHRM literature draws on three dominant modes of theorizing: universalistic, contingency, and configurational perspectives, Seven key strategic human resource practices are identified and used to develop theoretical arguments consistent with each perspective, The results demonstrate that each perspective can be used to structure theoretical arguments that explain significant levels of variation in financial performance.
Financial and employment data from companies in the Standard & Poor's 500 Index from 1981 through 1992 were studied to examine the relationships between changes in employment and financial performance. A total of 5,497 observations were included. Companies were categorized based on their level of change in employment and their level of change in assets. Both Employment Downsizers and Asset Downsizers generated returns of assets that were lower than those of Stable Employers. After downsizings, the Asset Downsizers improved their financial performance. Comparing performance relative to their respective industries, Asset Downsizers that had been performing significantly below their industries before downsizing tended to improve their performance to the point where they were performing significantly better than their industries 2 years after restructuring. With respect to stock returns, there were no significant differences between downsizing companies and Stable Employers. Comparing the returns with returns for their industries, none of the organizations in the downsizing categories exhibited returns significantly different from those of their respective industries. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Discusses theories regarding the proper use of employee participation in decision making. It is proposed that participation (i.e., joint decision making by a manager and an employee or group of employees) is not an ethical imperative but simply a managerial technique that is appropriate only in certain situations. Research findings indicate that, while behavioral science interventions in various combinations can improve productivity, the effects of employee participation are variable and do not demonstrate a clear tendency to result in higher productivity. Factors related to job satisfaction, including work, promotion, working conditions, co-workers, supervision, and the organization, are examined in relation to the responsibility of management to meet these needs. In addition, suggestions for providing basic job values related to satisfaction are presented as alternatives to employee participation that can be used as effective managerial techniques to encourage optimal productivity. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Surveys of organizational personnel practices often indicate that techniques advocated by industrial and organizational (I/O) psychologists are used with less frequency than might be expected given their technical merit. This article attempts to explain this phenomenon by viewing the adoption of I/O-type personnel practices as organizational innovations that are subject to the mechanisms and processes described in the innovation-diffusion literature. It is argued that the adoption of I/O-type personnel practices constitutes administrative innovation and that such innovation is not strongly influenced by technical merit. Rather, imitation processes, environmental threat, government regulation, and political influence often dominate highly uncertain adoption processes. Recommendations are made for enhancing the adoption rate for psychology-based personnel innovations.
With data from 12,689 associates of human resource (HR) professionals in 1500 businesses in 109 firms, this research represents an extensive assessment of HR competencies. It extends current HR theory and practice in two ways. First, it proposes specific competencies HR professionals may demonstrate to add value to a business. Second, it offers an empirical assessment of how these competencies affect the performance of HR professionals as perceived by their Associates. The results indicate that when HR professionals demonstrate competencies in business knowledge, delivery of HR, and management of change, then HR professionals are perceived by their associates as more effective. © 1995 by John Wiley & Sons, Inc.
The present study investigated the degree to which pay preferences influenced job search decisions in both hypothetical and actual organizations, and the degree to which preferences for particular compensation attributes depended on job seekers' dispositional characteristics. Based on prior theory and research, we hypothesized that certain pay systems generally would be preferred by job seekers, that these pay systems would affect applicant attraction to organizations, and that different types of job seekers would be attracted to different types of pay systems. The sample comprised 171 college students who were seeking jobs during the study, and who represented six majors, three degree types, and two degree levels. Experimental policy-capturing results and results obtained about actual companies with which the job seekers would potentially interview supported hypotheses that organizations perceived to offer high pay levels, flexible benefits, individual-based pay, and fixed pay policies were more attractive to job seekers. Results further suggested that the attractiveness of these pay policies may be heightened by greater levels of fit between individual personality traits and compensation system characteristics.
In recent years there have been several hundred studies within the rather narrowly-defined topic of information utilization in judgment and decision making. Much of this work has been accomplished within two basic schools of research, which we have labeled the “regression” and the “Bayesian” approaches. Each has its characteristic tasks and characteristic information that must be processed to accomplish these tasks. For the most part, researchers have tended to work strictly within a single approach and there has been minimal communication between the resultant subgroups of workers. Our objective here is to present a review and comparative analysis of these two approaches. Within each, we examine (a) the models that have been developed for describing and prescribing the use of information in decision making; (b) the major experimental paradigms, including the types of judgment, prediction, and decision tasks and the kinds of information that have been available to the decision maker in these tasks; (c) the key independent variables that have been manipulated in experimental studies; and (d) the major empirical results and conclusions. In comparing these approaches, we seek the answers to two basic questions. First, do the specific models and methods characteristic of different paradigms direct the researcher's attention to certain problems and cause him to neglect others that may be equally important? Second, can a researcher studying a particular substantive problem increase his understanding by employing diverse models and diverse experimental methods?
The influence of pay and three other attributes on job application decisions under two sets of market conditions were examined. Consistent with economic hypothesizing, results suggested that most respondents used noncompensatory strategies to evaluate pay in making their application decisions. Moreover, both model usage and the pay importance appeared to vary as a function of market pay variability. Results are discussed primarily in terms of likely limitations to the generalizability of findings obtained from studies of attribute importance.
The “split roles of performance appraisal” perspective introduced by H. H. Meyer and associates in 1965 (H. H. Meyer, E. Kay, J. R. P. French, Jr. Harvard Business Review, 43, 123–129) argues that discussing salary has a negative impact on the developmental aspects of performance appraisal (PA). This research provides the first empirical evaluation of that proposition. Of key interest is the relationship between salary discussion and process characteristics (e.g., participation), content characteristics (e.g., work planning), and the outcomes (e.g., utility) of PA. Also, several contingency factors are investigated to see if they moderate the impact of discussing salary. The results indicate that salary discussion has either no impact or a positive impact on PA process, content, and outcomes. Of the five contingency factors, only performance level has a consistent moderating impact. Low performers, compared to high performers, evidence a stronger positive relationship between salary discussion and key PA variables.
A meta-analysis of findings from 254 controlled evaluation studies showed that computer-based instruction (CBI) usually produces positive effects on students. The studies covered learners of all age levels — from kindergarten pupils to adult students. CBI programs raised student examination scores by 0.30 standard deviations in the average study, a moderate but significant effect. Size of effect varied, however, as a function of study feature. Effects were larger in published rather than unpublished studies, in studies in which different teachers taught experimental and control classes, and in studies of short duration. CBI also produced small but positive changes in student attitudes toward teaching and computers, and it reduced substantially the amount of time needed for instruction.
This paper reviews the hundreds of studies showing that general cognitive ability predicts job performance in all jobs. The first section shows that general cognitive ability predicts supervisor ratings and training success. The second section shows that general cognitive ability predicts objective, rigorously content valid work sample performance with even higher validity. Path analysis shows that much of this predictive power stems from the fact that general cognitive ability predicts job knowledge (r = .80 for civilian jobs) and job knowledge predicts job performance (r = .80). However, cognitive ability predicts performance beyond this value (r = .75 versus r = [.80][.80] = .64) verifying job analyses showing that most major cognitive skills are used in everyday work. The third section of the paper briefly reviews evidence showing that it is general cognitive ability and not specific cognitive aptitudes that predict performance.
This study examines the relationship between employees' perceptions of person–job (P-J) and person–organization (P-O) fit. Survey data collected from 231 employees (104 office personnel and 127 drivers) of a national trucking company show a low correlation (r=.18) between the two types of self-reported fit. Both P-J and P-O fit had a unique impact on job satisfaction and intent to quit. P-O fit was a better predictor of intentions to quit than was P-J fit, but there was little difference in their relative influence on job satisfaction. The predicted positive relationship between perceived P-O fit and contextual performance (extrarole behaviors an employee performs beyond those prescribed in their job description) was also supported. No relationship was found between perceived P-J fit and task performance. Taken as a whole, these results provide further evidence that employees' perceptions of P-J and P-O fit should be treated as distinct constructs.