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Social Networks and Employee Performance in a Call Center
Abstract
Much research in sociology and labor economics studies proxies for productivity; consequently, little is known about the relationship between personal contacts and worker performance. This study addresses, for the first time, the role of referral contacts on workers' performance. Using employees' hiring and performance data in a call center, the author examines the performance implications over time of hiring new workers via employee referrals. When assessing whether referrals are more productive than nonreferrals, the author also considers the relationship between employee productivity and turnover. This study finds that referrals are initially more productive than nonreferrals, but longitudinal analyses emphasize posthire social processes among socially connected employees. This article demonstrates that the effect of referral ties continues beyond the hiring process, having long-term effects on employee attachment to the firm and on performance.
... Many studies examining this question take a worker-based approach to ask a sample of respondents if networks helped them to find their current job (Granovetter, 1974;Lin et al., 1981), or compare different job applications of the same worker to examine how networks influence the chances of receiving a job offer (Obukhova and Lan, 2013;Yakubovich, 2005). Other studiesand the perspective taken hereuse an employer-based approach by examining for the entire applicant pool of a single firm if job applicants referred through networks have better chances to be hired into the firm (Castilla, 2005;Fernandez and Castilla, 2001;Fernandez et al., 2000;Fernandez and Weinberg, 1997;Petersen et al., 2000). ...
... The literature on the recruitment processes of firms generally argues that organizations search for new employees either through the networks employers themselves maintain with business or professional contacts or through the networks that the firm's incumbent employees maintain with other workers (Marsden, 2001;Marsden and Gorman, 2001). While studies to how employers use their own business and professional contacts during recruitment have emerged in recent years (Di Stasio and Gërxhani, 2015;Gërxhani and Koster, 2015), the majority of studies focuses on the social networks of incumbent employees (Castilla, 2005;Fernandez et al., 2000;Fernandez and Weinberg, 1997;Yakubovich and Lup, 2006). Whether searching for employees through the networks of incumbent employees or through employers' networks of business and professional contacts, scholars have put forward three reasons why firms hire through social networks: to increase the size of their search pool, to gather detailed information about the qualities and motivation of workers, and to ensure that workers fit in with the firm (Bills et al., 2017;Castilla, 2005;Di Stasio and Gërxhani, 2015;Fernandez et al., 2000;Fernandez and Weinberg, 1997;Gërxhani and Koster, 2015;Yakubovich and Lup, 2006). ...
... While studies to how employers use their own business and professional contacts during recruitment have emerged in recent years (Di Stasio and Gërxhani, 2015;Gërxhani and Koster, 2015), the majority of studies focuses on the social networks of incumbent employees (Castilla, 2005;Fernandez et al., 2000;Fernandez and Weinberg, 1997;Yakubovich and Lup, 2006). Whether searching for employees through the networks of incumbent employees or through employers' networks of business and professional contacts, scholars have put forward three reasons why firms hire through social networks: to increase the size of their search pool, to gather detailed information about the qualities and motivation of workers, and to ensure that workers fit in with the firm (Bills et al., 2017;Castilla, 2005;Di Stasio and Gërxhani, 2015;Fernandez et al., 2000;Fernandez and Weinberg, 1997;Gërxhani and Koster, 2015;Yakubovich and Lup, 2006). ...
Despite a vast literature examining networks in labor markets, it remains unclear how employers differ in their use of networks during recruitment. This study examines network hiring among high and low reputation organizations in Dutch professional football. Within-employer within-transfer window fixed effects conditional logistic regression models demonstrate that networks increase the likelihood that low reputation employers hire workers, but no network effect was found among high reputation employers. Qualitative interviews with employees suggest that low reputation employers identify their search pool and gather hard-to-observe information about potential hires through networks, while high reputation employers do not rely on networks for their search pool and gather information through observing workers for prolonged periods of time
... In a similar vein, Breaugh (2008) is of the view that social network ties reduce information lop-sidedness and assist organisations in the hiring of workers who are expected to be in better shape with the organisation. Conversely, social networks offer valued insider information to the fresh appointees, and in so doing assist them to integrate into the organisation faster and boost the chances of higher organisational productivity (Castilla, 2005;Manstead, 2018). Recruitment of candidates under the influence of social networks can also be a very powerful tool in advancing the interests of the organisation. ...
... Fernandez, et al. (2000) emphasise that having a connection to the organisation from the start assists the tenderfoot to access assets, acquire informal tutoring, get social support, feedback, advice, and form bonds with other employees. Moreover, earlier bonds help incorporate recruits into the new firm (Castilla, 2005;Sterling, 2014) and a newcomer who has several previous bonds with the employing organisation will be integrated more promptly into the recruiting organisation. ...
The labour market in Nigeria is currently witnessing an oversupply of labour. Social networks, as represented by relatives, friends, business contacts and acquaintances, enable job seekers to overcome specific employment barriers in the labour market. This paper, therefore, examined the benefits associated with the recruitment of candidates into work organisations using social network ties. The study was carried out in two banking organisations in Lagos Nigeria. A qualitative data technique was employed for data collection. Study participants were Human Resource managers who served as key informants (2) and 22 branch managers using in-depth interviews. Findings show that social network ties assist organisations in attracting and retaining more highly supportive employees; stimulate productive relationships between management and employee; help organisations to establish a robust and stable attachment among members of staff; promote harmonious relationships and reduce negative work attitudes. Furthermore, social networks influence is a critical and decisive factor in providing necessary assistance for candidates during their job search and outcome in the labour market; it also facilitates job opportunities and hiring of preferred candidates who can be integrated more quickly into the organisation. Organisations are, therefore, encouraged to pay more attention to the utilisation of social networks in the acquisition of their manpower needs.
... Sosyal bir varlık olan bireylerin geliştirdikleri ilişkilerin olumlu ve olumsuz olarak birlikte ele alınmasının bütüncül ve daha gerçekçi bir bakış açısı sağlayacağı da değerlendirilen diğer bir husustur. Yazında olumlu sosyal ağ ilişkileri ile performans arasındaki ilişkiyi inceleyen çalışmalarda (Podolny ve Baron, 1997;Kratz, 1998;Castilla, 2005;Geriş ve Aracı, 2011;Brass, 1981;Sparrowe, Liden, Wayne, ve Kraimer, 2001;Burt, 1997, Killduf ve Brass, 2010 kavramlar arası pozitif bir ilişki saptanırken, olumsuz sosyal ağ ilişkileri ile performans arasındaki etkileşimi inceleyen oldukça sınırlı çalışmanın (Podolny ve Baron, 1997;Moyihan ve Pandey, 2007;Xia, Yuan, ve Gay, 2009;Balkundi, Barsness, ve Michael, 2009;Sparrowe ve diğerleri., 2001;Labianca, 2014) kavramlar arası negatif yönlü bir ilişki olduğuna dikkat çektiği tespit edilmiştir. Bu bağlamda çalışmada ilk olarak sosyal ağ yapısına ilişkin analizler yapılmış olup, ardından performans ve sosyal ağ düzeneğinden elde edilen skorlar arasında anlamlı bir ilişkinin olup olmadığının saptanması adına değişkenler arası korelasyon ve regresyon analizleri yapılmıştır. ...
... Yazında olumlu sosyal ağ ilişkileri ve bireysel performans arasındaki ilişkileri ele alan çalışmalar incelendiğinde bahse konu kavramlar arasında pozitif yönlü ve anlamlı bir ilişki olduğu tespit edilmiştir (Podolny ve Baron, 1997;Kraatz, 1998;Castilla, 2005;Gerşil ve Aracı, 2011;Brass, 1981;Sparrowe ve diğerleri, 2001;Burt, 1997, Killduf ve Brass, 2010. Bunun yanı sıra bahse konu çalışmaların odaklandığı ortak kavramlar ise, bireylerin üyesi oldukları sosyal ağ ilişkilerinin özellikleri sonucu ortaya çıkan güven olgusu, bu güven ve huzur ortamının iş yeri ortamına yansıması, ağ düzeneği içerisinde bireyin ağdaki konumu dolayısıyla yüksek performansa sahip olması, yapısal boşlukları doldurup aracılık rolü üstlenen aktörlerin elde ettiği avantajların performanslarına olumlu olarak yansıması Fayganoğlu, Sözen şeklinde özetlenebilecektir. ...
Many behaviors of human being, who is a social being, in the organization are affected by the social network connections. The aim of this study is to reveal whether the social network connections of the actor in the organization have an effect on individual performance, which can be considered as the antecedent of many behavioral variables in the management and organization research literature. The absence of a holistic study in the literature that deals with positive and negative social network connections together constitutes the originality of the study, and it is considered that both the methodology and the theoretical infrastructure of the study will contribute to the literature. The social network of the study consists of 37 academicians working in a faculty affiliated to the university operating in Ankara Province. Within the scope of the study, first the network mechanism of the actors was revealed with the UCINET program, then the individual performance scores of the actors, which were measured regularly within the framework of the criteria determined by the university, and the network analysis obtained. Correlation and regression analyzes were performed to reveal the relationship between the findings through the SPSS program. As a result of the analyzes, quite remarkable results were obtained. Accordingly, it was determined that the performance scores of the central actor with positive social network connections, in other words, the most liked actor in the network, were low; it was determined that the actor with the most negative social network connections was the actor with the highest individual performance score.
... Bu araştırmada bahse konu değişkenlerden performans ele alınacaktır. Yönetim ve örgüt yazınında performans ve sosyal ağlar arasındaki ilişkiyi ele alan çalışmalar incelendiğinde (Podolny ve Baron, 1997;Kratz, 1998;Castilla, 2005;Geriş ve Aracı, 2011;Burt, 1997Burt, , 2005Mehra ve diğerleri., 2001;Killduf ve Brass, 2010;Moran, 2005;Dess ve Shaw, 2001;Ahuja ve diğerleri, 2003;Sparrow eve diğerleri, 2001;Cross ve Cummings, 2004), ağ içerisinde yer alan aktörün sahip olduğu olumlu sosyal ağ yapılarının aktöre performans anlamında katkı sağladığı, olumlu sosyal ağlar ile performans arasında doğru yönlü bir ilişkinin varlığı üzerine atıfta bulunmaktadırlar. ...
... Bunun yanında, çalışanın sahip olduğu sosyal ağ ilişkilerinin bireyin performansı üzerinde ne gibi etkiler yarattığı konusu, ilgili yazında ele alınan konulardan olup, söz konusu çalışmaların birçoğunun değinildiği üzere, bireyin sahip olduğu olumlu ağ ilişkilerine atıfta bulunduğu söylenebilecektir. Yönetim ve organizasyon yazınında yapılan inceleme neticesinde, olumlu sosyal ağların performans ile olan ilişkisine dair çalışmaların birkaç ana konuya ve kavrama odaklandığı tespit edilmiş olup, bu konular ve kavramlar ise şöyle sıralanabilmektedir; sosyal ağ ilişkilerinin niteliği sonucunda oluşan güven ve huzur ortamının performansa olumlu yansıması (Podolny ve Baron, 1997;Kratz, 1998;Castilla, 2005; Geriş ve Aracı, 2011), verili bir sosyal ağdaki aktörün konumu itibariyle yüksek performans göstermesi (Brass, 1981;Sparrowe ve diğerleri, 2001;Ahuja ve diğerleri, 2003;Cattani ve Feriani, 2008), aracılık faaliyetleri sonucunda elde edilen avantajın performansa olumlu katkı sunması (Burt, 1997(Burt, , 2005Mehra ve diğerleri., 2001;Killduf ve Brass, 2010;Cross ve Cummings, 2004). Sözü edilen bu çalışmaların birçoğunda da çalışanın sahip olduğu olumlu ağ ilişkilerinin, onun bireysel performansı üzerinde pozitif bir etki yaratabileceği sonucunda hemfikir olunduğu söylenebilmektedir. ...
A part of our empirical research trying to develop a new scale in or to measurehip consumer citizenship
... Our hypotheses regarding these customer metrics of managerial interest are informed by prior work in economics and sociology on employee referral (e.g., Coverdill 1998;Rees 1966), especially the work of Fernandez, Castilla, and Moore (2000), Neckerman and Fernandez (2003), and Castilla (2005) on the quality of employee referral programs. These studies show that the benefits of such programs are realized through distinct mechanisms, of which better matching and social enrichment appear particularly relevant to marketers. ...
... Social enrichment is another mechanism that may increase the value of referred customers. The argument is that the relationship with the firm is enriched because a family member or friend is a customer of the same firm (Castilla 2005;Fernandez, Castilla, and Moore 2000). Having a person close to oneself in a similar position (i.e., being a customer of the same firm) should increase the person's trust in the firm and strengthen his or her emotional bond with it, as both balance theory and social closure theory predict (Van den Bulte and Wuyts 2007). ...
Referral programs have become a popular way to acquire customers. Yet there is no evidence to date that customers acquired through such programs are more valuable than other customers. The authors address this gap and investigate the extent to which referred customers are more profitable and more loyal. Tracking approximately 10,000 customers of a leading German bank for almost three years, the authors find that referred customers (1) have a higher contribution margin, though this difference erodes over time; (2) have a higher retention rate, and this difference persists over time; and (3) are more valuable in both the short and the long run. The average value of a referred customer is at least 16% higher than that of a nonreferred customer with similar demographics and time of acquisition. However, the size of the value differential varies across customer segments; therefore, firms should use a selective approach for their referral programs.
... Almeida et al. (2003) found that work experience was not as important for successful job performance. Castilla (2005Castilla ( , 2008 and Huckman and Pisano (2006) found no relation or even negative one between work experience and performance. Bechky (2003) repoted that a mean correlation of 0.32 between work experience and job performance across a number of occupations Arthur et al. (2006) found a correlation of 0.18 between work experience and job performance. ...
... Training as a tool will help an employee to upgrade his knowledge and technicality and improves his performance in the organization (Castilla, 2005). ...
Sejahtera is an outcome of peace, harmony, unity, and tranquility in oneself and others. Sejahtera training produces happiness, satisfaction, and enhanced competency. Effective training yields the return on the investment in developing and enhancing the human resources of an organization with both immediate and long-term returns. This research aims to examine the influence of sejahtera in management support, training design, nature of training, and motivation on the training effectiveness of employees. This research has been conducted within the Department of Skill Development of the Ministry of Human Resources in Putrajaya Malaysia. The data for this research was collected from a self-administered questionnaire. A total of 100 employees have responded to the questionnaire. Out of 100 questionnaires, only 87 were deemed usable (valid and completed). In this research, there have been attempts to examine the relative influence of employee training dimensions in order to figure out which dimensions are important determinants of preference based on training programs. The effectiveness of training was measured on a scale ranging from 1= strongly disagree to 7= strongly agree. The resulting output had an adjusted R2 of 0.60 (p=0.01) and yielded four dimensions contributing significantly towards explaining the variance in the overall employee training program and all the dimensions were statically significant (p<0.01). Training Motivation is found to be the most important dimension of employee preference in the training program. Secondly, the training design and management support are less significant to the effectiveness of training. It was recommended that the management should strictly conduct the training evaluations to ensure training and qualifications programs are providing and maintaining the needed competencies.
... HRD needs to develop individuals to have both the confidence and self-awareness to adapt to new challenges and the consequences of change (McAleese, 1999). The components of HRD include organizational development (OD), career development and training & development (Thomson & Mabey, 1994;Berrett, Mabey &Salaman, 1995;McLagan 1989;Watkins 1989).The strategies shift from training and development to learning (Nadler & Nadler 1989;Megginson et al., 1993;Walton 1999) leads organizations to career development and organizational development (Laird, Holton III, & Naquin, 2003, Cardon& Stevens, 2004, Castilla, 2005, Bolman& Deal, 2011. Career development is lasting process of managing work, learning, leisure and change in order to move towards desired future. ...
The main objective of the study is to highpoint the nexus between the China-Pakistan Economic Corridor (CPEC), a multidisciplinary complex project and the real insight of an ever-changing field of human resource development (HRD). The shove of 5 major components of CPEC is to enhance regional connectivity in bringing economic transformation that is posing a challenge on contributing countries to acclimate and activate its human resources.This review paper is an effort to make a nexus between the realities of human resource development and economic development available in the literature and to propose suggestions to the strategists for CPEC. Literature has tremendously emphasized the need and importance of HRD especially in the developing countries like Pakistan but there is least focus on the core practices of HRD needed for the economic competitiveness and splendid projects like CPEC. The CPEC provides Pakistan a unique opportunity to improve managerial practices (including change management, total quality management, contingency leadership etc.) in institutions of the entire country to progress through embracing and transmitting this collective move. Now this very serious time demands Pakistan to educate its human resourceby emotions and soft skills and to make them proactive and transparent to havean accountable success of such mega projects. Moreover, dealing with brain drain challenge and benefiting from expatriate strategy are also pivotal challenges. Corruption free achievements in multi disciplines like supply chain management, marketing, production, information technology, research and development, human resource management can only integrate maximum benefits from such a matchless investment of around $46billions to be spent on Pakistan. A developed, knowledgeable, faithful and emotionally intelligent workforce can only assure realization of such development shift and achieving the desired milestones.
... Зокрема, С. Болтівець, ведучи мову про адаптацію підлітків, вважає, що зіставлення співвідношень адаптивних і неадаптивних елементів дає змогу визначити глибину, обсяг, силу, динаміку видозмінюваності особистості й середовища з урахуванням фактора часу (умовних періодів), протягом якого відбувається цей процес (Castilla, 2005(Castilla, : 1243(Castilla, -1283. Узагальнена вченим класифікація психотравматичних дезадаптивних факторів за типами соціального середовища, що їх детермінують, охоплює: ...
У статті розглядаються ознаки остракізму в процесі адаптації до освітнього середовища. Вивчається розвиток учасників освітнього середовища, оскільки саме рівень психічного здоров’я та навчальних успіхів є основним показником екологічності освітнього простору.Висвітлюється явище психологічної адаптації як синтез складної взаємодії особистості й життєвих ситуацій протягом усього біодромального шляху. Здійснено аналіз взаємозалежності соціально-психологічної адаптації та проявів остракізму всередині навчальних груп: зміна навчального закладу може зумовлювати складність адаптації особистості в новому освітньому просторі та — як наслідок утворення явища остракізму або входження індивіда в нове навчальне середовище з наявністю в ньому остракізаторських тенденцій — провокує формування дезадаптаційних механізмів у цієї особи. Висвітлений основний механізм формування остракізаторських тенденцій у процесі адаптації особистості – проблема прийняття ціннісної системи нового освітнього середовища є вагомим чинником для утворення тенденцій остракізації всередині групи щодо окремого індивіда. Сформовано класифікацію показників соціально-психологічної адаптації: рівень розвитку особистісної інтелектуальної сфери; рівень розвитку емоційної сфери особистості; рівень розвитку комунікативної сфери індивіда. Відмічено, що недостатня розвиненість зазначених показників в остракізованої особистості може провокувати такі адаптаційні порушення: розвиток озлобленості, підозрілості, негативізму або й агресивності, ворожості тощо. Зроблено висновки в системі вивчення ознак остракізму в процесі адаптації до освітнього середовища про те, що успішність соціальної адаптації значною мірою залежить як від індивідуально-психологічних особливостей остракізованої особи, міри її особистісно-соціальної відчуженості, так і від остракізаторського впливу, його тривалості, структури й ієрархії мікросередовища. Подальший розгляд цієї проблеми вбачаємо в більш розгорнутому вивченні проблеми остракізації в навчальному середовищі та створенні корекційних програм для мінімізації вказаного явища в просторі освіти.
... First, third parties have gained direct collaboration experience with the nonstar scientist and, hence, their endorsements represent a highly credible signal that the non-star is a competent collaborator and not a "lemon" (Burt & Knez, 1995;Luo et al., 2009;Wong & Boh, 2010). Second, having a vested interest in their relationship with the star scientist as well as a direct relationship with the non-star, third-party ties act as a warranty, or control mechanism, to ensure that the non-star scientist delivers on the expectations (Buskens, 2002;Castilla, 2005;Shapiro, 1987). Based on this line of argument, third-party ties are likely to have a particularly strong effect in facilitating the formation of collaboration ties between female star scientists and female non-star scientists. ...
... Referral-based hiring practices increase the probability that firms will access a larger and higher quality pool of candidates that have already been pre-screened by current employees (Granovetter, 1973(Granovetter, , 1995Marsden & Gorman, 2001). Referred candidates are also more likely to be hired, and perform better once hired, compared to candidates not hired via referrals (Castilla, 2005;Fernandez, Castilla, & Moore, 2000;Granovetter, 1973;Merluzzi & Sterling, 2017). The underlying argument for why referrals lead to better outcomes for job candidates is that receiving a referral is a positive signal of job candidates' quality; the audience perceives candidates that have been vouched for by an insider as higher quality than those who have not. ...
The critical role that referrals play in the hiring process, particularly for candidates contending with negative stereotypes and biases, is well documented. However, how those stereotypes and biases impact sponsors, and the effectiveness of the referrals that they provide, is not well understood. Drawing on evidence of reversals of gender bias, we explore the impact of sponsors’ gender and tenure on the effectiveness of their referrals in the context of U.S. Supreme Court law clerk hiring decisions. This is an appropriate setting because success in the application process for these elite early career positions is contingent on having a strong recommendation from a judge with which the candidate has previously worked, making it ideal to study gender differences in the effectiveness of referrals. Analyses show candidates recommended by male sponsors are more likely to be hired compared to those recommended by female sponsors overall, but this dynamic is also dependent on the sponsor’s tenure and the candidate’s gender. For female sponsors, higher levels of tenure are associated with better hiring outcomes for their female candidates only. All other gender combinations do not benefit from sponsor seniority. Possible mechanisms, limitations, and implications for future research directions are discussed.
... Breaugh, et al., (2008) considered the employee competencies and qualities as recruitment result, when they construct their recruitment models. As well as, Castilla (2005) and Chien & Chen (2008) identified the outcome of recruitment for the organization since the outcome determined the type of applicant's skills, ability and competencies need from the new hires. However, the competencies and quality of new recruits depend upon an organization's recruitment practice. ...
Human resources are the most valuable and critical of all institutional and organizational resources in both public and private services. This is essentially because all other resources will be dormant without activation by the human element. It is only through a systematically planned and scientifically executed recruitment and selection system that the appropriate team of competent, purpose-driven result-oriented and career-minded employees can be secured, created and built for the purpose of engineering the civil service to play its critically indispensable and facilitating role in the sock-economic and political development of Toro Local and Bauchi state at large. The recruitment and selection system and practice in Toro Local Government Area of Bauchi State Civil Service is however surprisingly fraught an d plagued with extra institutional/organizational factors that are altering the demands for meritocracy and constituting a threat to the efficacy of the Civil Service as an instrument and machinery of development in Bauchi State. The aim of this study is to assess the recruitment policy of Toro Local Government and its effect on the performance of staff in the local government. The methodology adopted in this study includes the primary and secondary sources of data. Simple descriptive analysis and percentages were used for the purpose of data analysis and chi-square was used to test hypothesis. The study revealed that, there is a direct and significant relationship between personnel recruitment policy and Kaduna Journal of Sociology (KJS) Vol. 3 No. 1 July 2015 36 personnel performance in Toro Local Government Area of Bauchi state. It is recommended that favoritism, tribalism as well as religious affiliations which constitute factors militating against recruitment in Toro Local Government should be avoided and that Toro Local Government must give all applicants equal opportunities to prove their worth; no sacred cow syndrome and qualification and merit must be well spelt out to include individual abilities to 'deliver' and not just 'paper' qualification. Introduction Recruitment which is securing a supply of possible candidates for the jobs in an organization is the first stage in the process of employment which involves determining the required number of personnel, the kind and type of personnel needed, what kind of employment to offer (contractual or tenure employment), determining where such personnel are available and finding the means of attracting them towards the organization before starting the process of selection. This is the most common process of recruiting in organizations but nowadays things are not done this way. For instance, just because an officer in an organization wants a particular person employed in his/her organization; vacancy can be created; by that there is no need to determine the kind of person needed. That notwithstanding, personnel are one of the four Ms that makes an organization or a firm. The four Ms are money, man, machinery and materials. In fact, if it is arranged in the order of priority, man should have come much earlier than the rest of the Ms. Technology is produced by man and as such, technology of any kind starts, advances and ends its existence in human mind. Ahiauzu, (1999:46) clarified it by saying that "what we see as tools, machines, production methods and techniques, which constitute hard and soft technologies are merely manifestation of what had earlier existed in the minds of men, in the form of ideas, that had become crystallized from human thoughts". How then can organizations develop if the factors that constitute the major and vital sector are not the right and best caliber of people? This is why this paper considers the issue of personnel recruitment into organizations as very paramount to the continuous existence of an organization particularly Toro Local Government of Bauchi state. If an organization fails, it is the personnel that make up the organization that failed collectively and more importantly the recruitment policy or process of the organization. Inversely, the survival of any organization depends largely on the personnel. Most problems that lead to the failure of organizations arise mostly within the recruitment processes of each and every organization. The
... They further added that better human resource planing by organiatons can lead toward employee-organizantion benefit. Castilla (2005) defined work environment as an atmosphare in which an employee works and performs his/her job. Researchers also believe that it is the working environment which is responsible for attracting employees in chosin, remaining and working in organization diligently (Ardakani & Mehrabanfar, 2015). ...
This study aims to examine the upshot of human resource practices on work engagement with mediation of procedural justice among faculty members of public sector universities in Pakistan. The target population of study is faculty member of 13 universities Pakistan. The research undertakes a cross-sectional and causal research design. The quantitative data is being analyzed with the help of inferential tool, structural equation modelling (SEM). Results documented that HR Practices have positive and significant effect on work engagement. Outcomes have additionally recognized that HR Practices do have positive and significant influence on procedural justice and in turn procedural justice has positive and significant impact on work engagement. Lastly study outcomes observe that procedural justice fully intervenes the association between human resource practices and work engagement. Study is domineering and important because it has observed a least observed area in research. Top management and policy makers can use findings of this research to better imply human resource practices to enhance work engagement level with the help of procedural justice in public sector universities.
... Additionally, according to Tsaur and Lin (2004), there is a significant link of training employee with improving the organizational activity. Moreover, upgrading employees' knowledge and performance, training plays as an instrument tool in the company (Castilla, 2005). Training works as motivation of employees who take part in various structured projects willingly that helps organizations to achieve goals (Gallos & Bolman, 2021). ...
This study is directed to concentrate on the practices of human resource management (HRM) in private enterprise as well as inspect the HRM practices affecting operational performance (non-financial). Survey questionnaire has been heading for collecting data from 120 staffs based on Random Sampling Technique working in three organizations to be specific Rahman Jute Spinners (Pvt.) Ltd., Jamuna Jute Industries Ltd. and North Bengal Golden Fiber & Diversified Jute Mills which are working under Bangladesh Jute Spinners Association (BJSA). Correlation Test, ANOVA Test and Regression Coefficient Test were done to bring out the outcomes of the study. The results uncovered that, noteworthy and satisfactory relationship exists among HRM functions (namely practices of recruitment and selection, assessment of performance, compensation and reward, training and development) and performance of operations. This study gives insight in terms of ensuring sustainable operational performance by practice these HRM practices which will ultimately accelerate the productivity of employees as well as private jute mills in Bangladesh.
... Training plays an important role in creating and improving employee competence and productivity so that later it can produce superior employee performance (Cardon & Stevens, 2004;Castilla, 2005;Qureshi & Mohammad, 2006). In addition, training will motivate employees to engage in important organizational activities in order to achieve organizational targets (Bolman & Deal, 2011). ...
p>Human resource management (HRM) is the foundation to face business competition. Organizational strategies related to HRM create satisfaction among employees so that employees perform well and can create a competitive advantage for their organization. The need for human resources in the hospital industry has developed along with the availability of hospitals reaching 2813 hospitals in Indonesia. This of course requires superior human resources performance. HRM practices are expected to drive human resources performance and achieve a competitive advantage in the hospital industry. This study will examine the effect of HRM practices, namely training, performance appraisal, and compensation systems on employee performance. Furthermore, this study will also examine the role of job satisfaction to mediate HRM practices on employee performance. The study was conducted in a private hospital in the Surakarta area with a sample of 120 respondents. Convenience sampling technique as a sampling method used to collect samples using a questionnaire. SmartPLS is used to analyze research data. The results showed that there was a significant positive effect on HRM Practices (training, performance appraisal, compensation system) on employee performance. However, job satisfaction only mediates the effect of performance appraisal and compensation system on employee performance, while job satisfaction does not play a role in mediating the effect of training on employee performance..</p
... As competing explanations, they consider the role of employee referrals in generating a richer pool of job applicants, providing a better match between the firm and the worker, and enriching the social environment at the workplace. In related work, Castilla (2005) uses data from a call center to assess whether workers hired through referrals are more productive than workers hired through other means. 9 ...
This paper examines the conditions under which employee referrals serve as a screening function when there is a conflict of interest between the firm and the current employees concerning referral recruitment. In particular, I consider two potential mechanisms that lead to a conflict of interest: the employee’s social connection with the applicant and her promotion prospects. Specifically, I posit that the employee will have an incentive to refer low-ability applicants if she has a strong social connection with them or if she faces the possibility of competing against her own referral to earn a promotion at the firm. Taking these potential sources for conflicting interests, I investigate the extent to which the firm can make use of financial incentives (fixed fees and bonuses) to align incentives of the employee with those of the firm.
... First of all, coalition-building as a concept has had a long tradition in social and civil rights movements (Cole, 2008;Phelan, 1989) as it incorporates collective action to address inequality (Ozkazanc-Pan, 2019; Pullen et al., 2019). Organizational literature on networking might be helpful in this respect (Castilla, 2005;Dennissen et al., 2018). Coalition-building is about the negotiation of interests and power, so that the facilitation of coalitions across intersectional differences could redistribute burdens. ...
Organizational research has come a long way in understanding and dealing with inequalities in the workplace. Despite this, there has not been enough progress toward equality. The reason for the stymied progress, we argue, is in large part due to the conceptual gaps in our understanding of equality. This has not been clear enough to prevent previous imbalances in power, interests and domination from re‐manifesting themselves in new ways. Because organizations are complex, there needs to be a clear definition and goal of equality that can account for these mechanisms. In this article, we present a conceptual approach we call intersectional equality. To develop this approach, we build on Kimberlé Crenshaw's intersectionality and Joan Acker's inequality regimes that are useful for understanding the presence and persistency of inequality in organizations, but these do not define solutions for equality. At this point, we turn to equality and justice theory and examine Amartya Sen's capabilities approach for incorporating organizations and organizational responsibilities to pursue equality. In light of the conceptual gaps in intersectionality, the inequality regimes, and the capabilities approach, we present intersectional equality as a conclusive alternative concept and approach. Intersectional equality sharpens the feminist definition and vision of equality for organizations and provides a practical path forward for building coalitions and capabilities across four dimensions of organizational disparities (procedural, discursive, material, and affective).
... This result is novel because of the known role of common language in workplace settings (Neeley et al. 2012, Neeley 2013, Hinds et al. 2014) and its correlation with common geographic origins. Crucially, we also cast doubt on the possibility of our results emerging from preexisting social networks resulting in referral-based hiring (Castilla 2005, Burks et al. 2015. One could argue that existing social networks from common hometowns could facilitate job opportunities, which may, in turn, explain equal splits in teams with common microgeographic origins. ...
This paper demonstrates that coworkers with the same microgeographic origin split economically significant rewards more equally than other teams. We provide three unique contributions through our empirical setting of coworkers bargaining over team commissions in 32 beauty salons in Beijing, China. First, we show that worker teams with a common hometown value equality more than other teams, and that this result cannot be fully explained by common language, ethnicity, or nationality, and is unlikely to be explained by pre-existing friendships. We instead argue this equality preference is consistent with the social identity of common microgeographic origins referred to in China as "laoxiang guanxi." Second, we show that this social-identity favoritism exists even in the presence of status dynamics such as age, gender, and rank differences. Teams with a common hometown show more equal pay splits regardless of other team characteristics. Finally, we show that this split equality is not achieved by relationships developed through repeated teamwork. Our paper shows that, when worker teams are allowed discretion for collective decision-making such as the allocation of tasks or rewards, social identity is likely to play a key role in the bargaining process.
... Moorman et al., 1992;Morgan and Hunt, 1994) that reduces an individual's concerns over the firm's future conduct (Luhmann, 1979;Doney et al., 1998). As a result, customers' commitment to the firm can also be strengthened, yielding stronger behavioral loyalty (Castilla, 2005;Fernandez et al., 2000;Van den Bulte and Wuyts, 2007). According to Schimitt et al. (2011), customers acquired through a referral are more valuable in both the short run and the long run. ...
Purpose
This study aims to investigate the effect of acquisition modes on customer behavioral loyalty to enrich our knowledge of the effectiveness of acquisition modes and how to better target customers in the service industry.
Design/methodology/approach
Using a data set from a large commercial bank in China, this study conducts a series of empirical analyses to examine the impacts of two types of acquisition modes (i.e. the gift acquisition mode and customer referral) on customer behavioral loyalty.
Findings
Gift acquisition has a negative effect on customer behavioral loyalty, as measured by the dropout probability, consumption amount and consumption frequency. Furthermore, this negative relationship could be weakened if the customer is referred by an existing customer.
Originality/value
Although prior studies have investigated the effectiveness of some acquisition modes in terms of customer loyalty, customer acquisition through the provision of gifts, which is widely implemented in marketing practice, has not been well investigated. This study addresses this research gap and identifies the joint influence of acquisition modes on customer behavioral loyalty, further enriching our knowledge of the effectiveness of different acquisition modes.
... Referrers can affect the performance of the newly hired workers both directly-by voluntarily monitoring their effort (Ekinci, 2016;Saloner, 1985;Smith, 2005)-and indirectly, if the applicants increase their productivity to compensate the referrers' favor (Smith, 2005). Also, referrers might have an important role in the integration of the workforce, as their presence might support smooth knowledge sharing and better cooperation at work (Castilla, 2005;Fernandez et al., 2000). The enhanced productivity of workers and lower monitoring costs could increase the firm's profits, but it is not trivial whether the firm shares the emerging rent with the applicant. ...
We address the presence, magnitude, and composition of wage gains related to former co-workers and discuss the mechanisms that could explain their existence. Using Hungarian linked employer–employee administrative data and proxying actual co-workership with overlapping work histories, we show that the overall wage gain attributable to former co-workers consists of multiple elements: a contact-specific, an individual-specific, a firm-specific and a match-specific component. Former co-workers, besides the direct effect of their presence, may funnel individuals into high-paying firms, enhance the sorting of good quality workers into firms, and may contribute to the creation of better employer–employee matches. By introducing and applying a wage-decomposition technique, we demonstrate that there are non-negligible differences between linked and market hires in all empirically separable wage elements. By focusing on specific scenarios, we provide additional empirical evidence in favor of employee referral and information transmission as the main drivers of co-worker gains.
... For instance, interactivity affects innovation or new adoption behavior positively (Mark & Rogers, 1997). However, some researchers suggest that interactivity can result in some quitting behaviors like dismissal (Castilla, 2005) or customer churn (Nitzan & Libai, 2011), and may destroy customer engagement. This study significantly differs from the extant literature as we studied the comprehensive impact of interactivity on customer engagement behaviors from a dynamic perspective and also considered its developmental effect. ...
Interactivity, which is a key characteristic of the live streaming commerce environment, fosters users’ active attitudes and behaviors in communications and transactions. However, the literature on live streaming commerce, is scarce, and few studies examine how interactivity influences customers’ non-transactional behaviors from a dynamic perspective. In this setting, based on the stimulus-organism-response (S-O-R) framework, we developed a research model using real-time data to investigate the dynamic effect of interactivity on customer engagement behavior through tie strength in live streaming commerce, which is a relatively new derivative of social commerce. This study developed a text mining method to quantify constructs using a large-scale sample of 3,500,445 online review texts. Our empirical study found that interactivity has a curvilinear relationship with customer engagement behavior. Besides, tie strength plays an intermediary role between interactivity and customer engagement behavior. It was further observed that both tenure of membership and popularity have an important moderating relationship between interactivity and tie strength. The study enriches the relationship marketing theory and live streaming commerce literature. Moreover, this study is one of the first studies to use real-time online data for live streaming commerce research.
... Nesta, classicos seminais (como Granovetter 1973Granovetter , 1983Granovetter , 1988Granovetter e 1994 fertilizaram um campo que não tem cessado de produzir novos estudos e reflexões densos e consistentes. 6 Eles têm explorado o potencial explicativo das redes, desvendando uma pluralidade de dimensões, dentre as quais destacaríamos aquelas relativas: aos processos de recrutamento (Fernandez e Weinberg, 1997;Petersen, Saporta et al, 2000); ao efeito do tipo de vínculo sobre o acesso ao trabalho (Bian, 1997;Ioannides e Loury, 2004;Yakubovich, 2005;Tassier, 2006), ao processo de emparelhamento (matching) entre demandantes e ofertantes (Fernandez e Sosa, 2006;Stovel e Fountain, 2008;Barr, 2009;Mc Donald, 2010), à performance e progressão nas carreiras (Podolny e Baron, 1997;Moerbeek e Need, 2003;Neckerman e Fernandez, 2003;Castilla, 2005) e à mobilidade socio-ocupacional (Lin, Ensel e Vaughn, 1981;Davern e Hachen jr, 2006), aos impactos dos tipos de vínculos sobre os rendimentos obtidos no trabalho e os padrões de desigualdade deles resultantes (Weneger, 1991;Elliot, 1999;Mouw, 2003;Carvó-Armengol e Jackson, 2004;Franzen e Hangartner, 2006;Tassier, 2006), com especial atenção ao efeito de marcadores sociais como raça e gênero (Seidel, Polzer e Stewart, 2000;Huffman e Torres, 2002; McDonald, Lin e Ao, 2009), ou mesmo aos contextos institucionais em que os indivíduos procuram ou obtêm trabalho, aí compreendidas as características da relação entre empresa e escola (Brinton e Kariya, 2001) ou a introdução de reformas de mercado em antigas economias socialistas (Gerber e Mayorova, 2010) e suas implicações para o modo como as redes têm sido acionadas na busca e obtenção de trabalho. ...
O texto analisa os mecanismos pelos quais os indivíduos têm acesso a oportunidades de emprego e como, para tal, acionam os seus contatos pessoais. Argüi-se a importância de entender o modo como os mesmos interpretam os seus percursos sócio-ocupacionais e estabelecem alvos com respeito ao trabalho para bem interpretar as maneiras pelas quais acionam suas redes e o lugar que lhes conferem na busca por emprego. O argumento é ilustrado com a análise de oito casos, retirados de uma pesquisa mais ampla com demandantes de trabalho em agências de emprego da região metropolitana de São Paulo; este estudo combinou um survey por amostra representativa com 1507 casos, em 2004, e uma pesquisa qualitativa, entre 2009 e 2010, que coletou 29 entrevistas biográficas e mapeou as redes de uma sub-amostra de casos-tipo, selecionados dentre os que haviam respondido o questionário em 2004.
Abstract:
The article aims at contributing to recent analysis on how people get access to job opportunities and the role of different mechanisms mobilized on it, with special interest in personal contacts. We argue that job search decisions are grounded in individual interpretations and meanings; decisions on if and how personal networks are mobilized in the job search depend upon the ways job seeker interpret his own social and occupational trajectory and establish professional targets. Therefore research designs have to take into account the characteristics related to individual attributes, networks and trajectories, exploring how those three dimensions interact. In order to illustrate this argument, eight cases were selected from a broader research conducted with job seekers on employment agencies in the metropolitan area of São Paulo, Brazil. The study combined two methodological approaches: in a first phase, conducted in 2004, a sample survey explored 1507 individual profiles and trajectories; in a second phase, between 2009 and 2010, a qualitative research was carried out with a subsample of 26 respondents selected among the first phase interviewees. Biographical interviews allowed collecting their occupational trajectories and mapping their personal networks.
... Returning to the same unit or manager may carry additional benefits, in that it may allow such boomerangs to rely on social support from pre-existing relationships with organizational members and to benefit from a stronger understanding of the local social context alongside the broader organization's social system (Srikanth & Puranam, 2014). Newcomers entering an organization with a pre-existing relationship with a current employee may receive preferential access to information and social support unavailable to new hires lacking such relationships, leading to improved job performance (Castilla, 2005). Moreover, variations in how managers coordinate activities and how the members of a unit work together may lead to subtle variations in the routines and process operating within different parts of the organization (Srikanth & Puranam, 2014), and an employee's understanding of these "local" variations may also lead to improved job performance (Moreland, 1999). ...
... Various sources operationalise experience as time on the job, number of years in a current role, number of times a certain task is completed, or the number of lateral career moves an individual makes (Quiñones et al., 1995). The inconsistency in conceptualisation and operationalisation of prior work experience has produced mixed results regarding the relationship between previous work experience and performance; some studies showed a positive correlation between the two constructs (Borman et al., 1993;McDaniel et al., 1988;Quiñones et al., 1995), whereas others failed to demonstrate a relationship (Castilla, 2005;Fiedler, 1970;Medoff and Abraham, 1980). ...
We examine strategic communication in labor market recommendations. Our formal model features two-sided asymmetric information: An adviser has private information about his own preference bias for a focal candidate and a signal of the quality of this candidate, whereas the hiring firm has private information about the quality of an alternative candidate. The adviser can choose whether to recommend his focal candidate to the firm. If he recommends and the firm hires the candidate, then the adviser pays a reputational cost (receives a reputation boost) if the firm later learns that the hire has low quality (high quality). Our main results describe how the equilibrium behavior of advisers (lying choices) and firms (hiring choices) depend on the intricate interplay between preference biases, reputation, lying costs, and the hiring firm’s labor market strength (access to alternative candidates with higher quality). We show that the equilibrium features assortative matching: advisers with a higher (lower) reputation choose to lie less (more), and consequently, their candidates are more likely to be hired by firms with strong (weak) access to high-skilled outside candidates. Two equilibrium forces create a “rich get richer” effect. First, advisers choose to lie less to hiring firms with access to better top candidates, further benefiting those firms. Second, advisers with a higher (lower) reputation choose to lie less (more), which increases (decreases) their future reputation, creating a “reputation trap.” We discuss the implications of our model for hiring strategy, referral systems, and the ability to accrue and sustain human capital-based competitive advantages.
This paper was accepted by Alfonso Gambardella, business strategy.
A common explanation for women’s underrepresentation in many economic contexts is that women exit talent pipelines at higher rates than men. Recent empirical findings reveal that, in male-dominated selection contexts, women are less likely than men to reapply after being rejected for an opportunity. We examine the conditions under which this gender difference contributes to women’s underrepresentation in talent pipelines over time. We formally model and analyze the population dynamics of a generic selection context, which we then ground using three distinct empirical settings. We show that gender differences in reapplication are an important mechanism of gender segregation in some selection contexts but negligible in others. The extent to which gender differences in reapplication contribute to women’s underrepresentation is driven in part by the rejection rate. Higher rejection rates increase the stock of rejected applicants, which in turn enables gender differences in reapplication to disproportionally reduce women’s representation. The results demonstrate that interactions between individuals’ choices on the supply side and screeners’ behavior on the demand side may have consequences for gender inequality, even if we were able to fully eliminate demand-side biases. We discuss the theoretical and policy implications of our research for understanding women’s underrepresentation in talent pipelines. We also interrogate the effectiveness of common interventions focused on encouraging women to apply for opportunities in male-dominated domains.
Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.1635 .
The second half of the twentieth century witnessed a quite dramatic shift in the nature of white collar employment, from lifetime tenure, often in a very hierarchical work structure, to a new model defined by flatter organizations, job insecurity, shorter tenures, declining attachment between employer and employee, and contingent work. Managing employment relations has become an issue of huge strategic importance as businesses struggle to respond to the pace of change in management systems and working practices. Employment Relationships: New Models of White-Collar Work traces developments in employment arrangements drawn from a number of business contexts. These include the rising role of outside hiring and lateral moves in shaping and managing careers, increased career uncertainty, and much greater variety in organizational structures - even within industries and professions - as employers struggle to meet the diverging demands of their product markets.
When screening candidates, organizations often give preference to certain applicants on the basis of their familial ties. This “legacy preference,” particularly widespread in college admissions, has been criticized for contributing to inequality and class reproduction. Despite this, studies continue to report that legacies are persistently admitted at higher rates than non-legacies. In this article, we develop a theoretical framework of three distinct sense-making strategies at play when decision-makers screen applicants into their organizations—the meritocratic, material, and diversity logics. We then apply this framework to investigate how legacy preferences either support or undermine each organizational logic using comprehensive data on the population of applicants seeking admission into one elite U.S. college. We find strong support for the material logic at the cost of the other two organizational logics: legacies make better alumni after graduation and have wealthier parents who are materially-positioned to be more generous donors than non-legacy parents. Contrary to the meritocratic logic, we find that legacies are neither more qualified applicants nor better students academically. From a diversity standpoint, legacies are less racially diverse than non-legacies. We conclude with a discussion of our study’s implications for understanding the role of family relationships and nepotism in today’s organizational selection processes.
This paper examines differences in the wage-offer functions between males and females in the insurance industry. The results of random forest regression (RFR) residual analysis and quantile regressions (QRs) by gender indicate considerable inequities for underwriters, sales agents, and claims adjusters. We find relatively modest wage inequities among actuaries. Underwriters’ and adjusters’ gender wage inequality lies between the actuaries and sales agents. Across the specifications (RFR, QR, and the OLS benchmark), males benefit more from experience than females except for actuaries. In addition, males generally have a greater return to education than females (except for actuaries). Sales agents’ jobs exhibit the greatest inequality, with extremely high values for the regression Gini index of inequality at the upper quantiles. Actuaries exhibit the least amount of gender inequality across the board, with demographic responses suggesting competitive pressures across states yielding the least wage-offer inequality across gender. In summary, taste-based discrimination, social employment networks, difficulties in assessing productivity in heterogeneous work situations, competitiveness in the labor market, and the flexibility of work hours help explain our findings for different occupations in the insurance industry.
This paper addresses how referral generation and referral value evolve throughout the customer's life cycle as a function of service usage, experience level, and past referral behavior. We look at the referral behavior of 400,000 users of a large ride-sharing platform over the duration of a year. The upshot is that users make more and higher value referrals as they become more experienced with the service and when they are using the service intensively. However, as users make referrals, they are more likely to run out of friends to refer, leading to fewer (and lower value) referrals in the future. Based on these results, we suggest how digital platforms can improve their referral programs by tailoring them to how referral generation and referral value evolve over time. The richness of our data set allows us to address two shortcomings from previous studies: modeling dynamic behavior, such as the relationship between past and future referrals, and accounting for unobserved heterogeneity across users.
Universities and colleges often engage in initiatives aimed at enrolling students from diverse demographic groups. Although substantial research has explored the impact of such diversity initiatives, less understood is the extent to which certain application strategies may continue to favor historically privileged groups, especially white men, as they seek admission to selective programs. With this study, I begin to address this gap by investigating the gender and racial implications of application endorsements—a common, often informal, network practice of signaling support for certain applicants that is shown to significantly boost an applicant’s chances of admission. Using unique data on the applicants and matriculants to a full-time MBA program at one elite U.S. business school, I first assess whether the endorsement advantage differs across demographic groups. Building on the social networks, selection, and inequality literatures, I then identify and test three key theoretical mechanisms by which the endorsement process may potentially benefit white men more than women and racial minorities. Although I do not find evidence in the studied program that the application endorsement is valued differently by key admissions officers or that it provides a different quality signal depending on the applicant’s gender or race, I do find that white men are significantly more likely than women and minorities to receive application endorsements. I conclude by discussing the implications of this study for understanding how gender and racial differences in accessing advantageous (often informal) network processes may undermine organizational efforts to achieve demographic equality and diversity.
Funding: Financial support from the James S. Hardigg (1945) Work and Employment Fund and the MIT Sloan School of Management is gratefully acknowledged.
The widespread use of employee referrals raises questions regarding how they affect labor market outcomes. Does referral hiring lead to a more efficient allocation of workers compared to when hiring is possible only on a competitive market? To utilize the social links of their employees, are employers willing to pay a wage premium? We develop a model and provide results from a laboratory experiment to address these questions. We find that employers often hire via referrals, which in turn mitigates adverse selection and elevates wages. Importantly, employers anticipate the future value of hiring high-productivity employees—which consists of gaining access to valuable social links—and are thus willing to take the risk of offering wage premiums when hiring on the competitive market. We also find that employers' risk aversion and the dynamic nature of the hiring process can help account for the inefficiency remaining in the labor market.
Purpose
Drawing from social capital theory, this study aims to investigate the manifested critical barriers in deriving and implementing gender diversity policies, paying particular attention to the role multiple directorships play in shaping the directors’ behavior and the dynamic of the board of directors. The study comprehends social capital as a multi-dimensional concept and uses combinations of interconnected internal, external, expressive and instrumental networks.
Design/methodology/approach
The study uses a mixed-method approach through which the quantitative approach is supplemented by a qualitative research method to comprehensively examine the development and impact of female directors’ networks in Australia. To do so, a large data set consisting of 2,527 observations of all Australian firms and data emerged from semi-structured interviews with female directors were brought together and analyzed.
Findings
The findings reveal an inverted U-shaped relationship between the size of women’s directorate networks and firm performance. The study additionally explicates the key moderating factors influencing the optimal number of multiple directorships. The key power-based and psychological well-being-related benefits of the inter- and intra-organizational interactions and “open” directorate networks for individual directors are further discussed. The findings also elucidate the status quo vis-à-vis labyrinth metaphor and excessive numbers of directorships.
Social implications
The study should be of interest to those interested in effective gender diversity management. The findings would assist in enabling tangible outcomes for women through advanced processes and systematic investment in and institutionalization of well-structured, equitable opportunities provided via gender-responsive policies dedicated to the education and training of future female directors.
Originality/value
Calling for social dialogues and discussions on non-financial factors, this study adds to the scarce literature on influential factors related to diversity management policies and practices on the board of directors.
The value of communication network has received significant attention in the literature on churn prediction, while little is known about the potential business value of alternative networks. This knowledge would help telephone companies to make timely strategic decisions in our evolving economic environment where traditional communication technologies are declining. This study assesses to which extent two alternative networks might (1) structurally substitute this network and (2) complement this network for churn prediction within telephone companies.
In this article we introduce and propose a research agenda on tryouts, a hiring arrangement in which individuals spend time in organizations performing job-related work prior to the chance to become regular, full-time employees. We define tryouts as a construct and discuss how tryouts differ from traditional, direct hiring. We provide a typology of alternative hiring arrangements that serve as tryouts and evidence for their utilization. We theorize that tryouts stem from changes in the nature of work, organizations, and labor markets in the 21st century. For labor market researchers, we raise questions about not only the consequences of tryouts—such as who is hired, what kinds of jobs they lead to for workers, and the social and economic awards attached to such jobs—but also about the motivations of individuals who engage in tryouts, how these motivations (and the consequences of tryouts) differ across demographic groups, and how tryouts may create multi-tiered hiring systems. For organizational scholars, we suggest that tryouts update theoretical conceptualizations of hiring, and lead organizational behaviors to commence during hiring that demand further attention. While worthy of study in their own right, we also discuss reasons that tryouts offer an “ontological laboratory” for assessing theories on organizations, labor markets, and the origins and remediation of workplace inequality.
The study evaluates the implication of social networking on employee performance of multinational oil organizations in Nigeria. This is done by identifying the social networking needs and its usage for better performance of employees in selected Multinational companies. Using the purposive sampling technique, the study delimited its scope to Rivers state branches of these various oil firms. A sample size of 50 human resource managers constituted the respondents of the study. Using the regression analysis, the study observes that social networking contributes significantly to employee’s performance as captured by the skills learning, knowledge, productivity and motivation. This study shows that social networking become an integral part of respondents’ life and have a strong impact on their organizational performance. Social networking affects working situations of employees of multinational oil firms too. The study recommends that managers and those in top administration in M.N.C.s to take part in creating social Networking. It will empower employees to participate in and center on various dynamic to empower associations and their workers to accomplish better execution. Organizations should divide employees in different categories according to their habits of response on social networks and manage their performance productivity accordingly.
In this chapter, the authors investigate the correlation between characteristics of the four social networks and employee task and contextual performance. The chapter focuses on the degree centrality and betweenness centrality of the four social networks (Job Advisory, Work Discussion, Friendship and Email Networks) of a Chinese state-owned enterprise as well as the individual attributes of knowledge sharing behavior and IT capability. The findings of this research are 1) employee contextual performance is uncorrelated with the network characteristics; 2) it is significantly and positively correlated with knowledge sharing behavior, but significantly and negatively correlated with individual IT capability, and 3) task performance is correlated, both positively and negatively, with various network characteristics, but not with knowledge sharing behavior and individual IT capability. In addition to discussing the cultural dimension of these results, the authors draw theoretical and managerial implications based on our research framework and findings.
The question of agency has been neglected in social network research, in part because the structural approach to social relations removes consideration of individual volition and action. But recent emphasis on purposive individuals has reignited interest in agency across a range of social network research topics. Our paper provides a brief history of social network agency and an emergent framework based on a thorough review of research published since 2004. This organizing framework distinguishes between an ontology of dualism (actors and social relations as separate domains) and an ontology of duality (actors and social relations as a mutually constituted) at both the individual level and at the social network level. The resulting four perspectives on network agency comprise individual advantage, embeddedness, micro-foundations, and structuration. In conclusion, we address current debates and future directions relating to sources of action and the locus of identity.
People Analytics of data-based decision-making method in human ressource departments and companies, which is underutilised despite its potential. In order to gain better understanding of mechanisms behind the use of People Analytics and to derive practical criteria and recommendations for action in the sense of a maturity model, this paper empirically examined the requirements for People Analytics, the attitude towards People Analytics and the role of digital maturity. An online survey among employees and managers from mostly german-based companies shows that these three aspects are related in terms of correlations and regression analysis. In addition, a higher degree of digital maturity leads to higher fulfillment of the requirements for People Analytics. A more positive attitude towards People Analytics improves the evaluation of People Analytics. This shows the relevance of these constructs for understanding
and practical use of People Analytics. Also the use of People Analytics in the sample is rare and mostly limited to low-key analyses, while the digital maturity level is higher compared to previous. On this basis, questions for further investigation can be identified in order to better understand the requirements, moderators and benefits of People Analytics and to promote actual use in terms of quantity and quality
El presente estudio tuvo como objetivo explorar los factores humanos asociados con los empleados que configuran la satisfacción del cliente en el campo de los centros de llamadas de emergencia de las empresas de distribución de energía. La literatura se revisó en una variedad de disciplinas diferentes, incluida la calidad del servicio, la gestión de recursos humanos y el marketing. La población estadística de este estudio está compuesta por todos los empleados de los centros de llamadas de emergencia de las empresas de distribución de energía, entre los cuales, según la tabla de Krejcie & Morgan (1970), el tamaño mínimo de la muestra para este estudio es de 285 personas. El método de muestreo de este estudio fue un método aleatorio completo y los cuestionarios se distribuyeron entre la muestra seleccionada. Se utilizó el cuestionario de Dorna et al., (2018) para medir las variables. Los resultados del estudio muestran que los factores de la gestión de recursos humanos conducen al plan de trabajo, la satisfacción del empleado, la eficiencia del empleado, la satisfacción del cliente, la retención del empleado, la capacitación, el desempeño del empleado y, en última instancia, el desempeño organizacional. Los gerentes de los centros de llamadas de emergencia de las compañías de distribución de energía deben tener en cuenta que invertir en prácticas de recursos humanos ayuda a mejorar la satisfacción del cliente en los centros de llamadas de emergencia de las compañías de distribución de energía.
This study provides direct evidence concerning the relationship between experience and performance among managerial and professional
employees doing similar work in two major U. S. corporations. The facts presented indicate that while, within grade levels,
there is a strong positive association between experience and relative earnings, there is either no association or a negative
association between experience and relative rated performance. If we are correct that the performance ratings given to managerial
and professional employees in any grade level adequately reflect those employees' relative productivity in the year of assessment,
the results imply that the human capital on-the-job training model cannot explain a substantial part of the observed return
to labor market experience.
Recent work has called into question the "human relations" interpretation of the evidence from the classic Hawthorne studies, arguing that external factors suffice to explain the variation in workers' output found at the Hawthorne plant. In contrast, this paper demonstrates that, allowing for a wide range of other factors mediated by the social interactions in the working group, workers' productivity levels in the Hawthorne plant were indeed interdependent. Using five years of weekly data from the original Hawthorne studies, a structural model of worker productivity is estimated. This model allows for interdependence of workers' output levels, while recognizing that, although mediated by small group interactions, external and experimental variables can also play a role. The results reveal the joint importance of external factors and worker interaction in affecting the level and variability of output. The human relations approach to industrial sociology is not controverted by the original Hawthorne data from which it began.
Most research on social mobility has concentrated either on identifying the causes of status attainment or on describing a population's movement over time by means of a stochastic (usually Markov) model. Viewing mobility as a semi-Markov process suggests that the rate of mobility is a proper object of explanation, and the status attainment literature suggests substantive determinants. In particular, I argue that the rate at which a person leaves a job declines with duration in the job and depends on initial levels of job rewards, stationary and changing individual resources, and on the distribution of rewards and resources in the social system. Results from testing the proposed model with data on 1609 jobs of 456 different Chicano men support most points of the argument.
This article argues that a common organizational practice - the hiring of new workers via employee referrals - provides key insights into the nation of social capital. Employers who use such hiring methods are quintessential "social capitalists," viewing workers' social connections as resources in which they can invest in order to gain economic returns in the form of better hiring outcomes. Identified are three ways through which such returns might be realized: the "richer pool," the "better match," and the "social enrichment" mechanisms. Using unique company data on the dollar costs of screening, hiring, and training, this article finds that the firm's investment in the social capital of its employees yields significant economic returns.
We replicate and extend studies of job-matching by Lin, Ensel, and Vaughn (1981) and Bridges and Villemez (1986), concentrating
on the effects of social network resources on the following outcomes of job-changes: occupational prestige, wages, industrial
sector, firm size, possession of authority, and closeness of supervision. Our replication confirms major findings of prior
work, and demonstrates that these are not affected by incidental selection bias or the absence of controls for the immediately
preceding levels of outcome variables. Our extensions, however, qualify the social resources argument by indicating that effects
of different social resource measures are largely outcome-specific: no single measure among those studied appears as a general
indicator of “social capital” providing advantages in matching people to a broad range of valued outcomes. The analyses also
show no significant net effects of tie strength on either mobility outcomes or access to social resources.
With few exceptions, recent developments on the nature of sampling bias have not filtered into sociological practice. Undertakes a brief review of recent advances in the diagnosis of and corrections for 'sample selection bias'.-Author
Compared 7 methods or sources that are used to obtain new workers in terms of their influence on employee turnover. 4 sources are shown to be predictors of stable employment: (a) the reemployment of former workers who left but now desire to return, (b) the hiring of individuals referred by their high schools, (c) the hiring of individuals referred by present employees, and (d) others (primarily walk-ins). 3 sources associated with high employee turnover are: (a) the utilization of hiring agencies other than the major one under contract with the firm, (b) newspaper advertising, and (c) the use of the major hiring agency. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Examined relations between recruiting source, employee tenure, and productivity for 618 male technical salespersons over a 2-yr period. All data were obtained from personnel records. Unlike earlier research, a relation between recruitment source and job tenure was not found, nor was recruiting source found to be related to employee productivity. Explanations for differences between the present findings and earlier research include characteristics of this particular job, the fact that multiple jobs and levels were not always considered, and the turnover rate of the sample job. Additional findings support D. P. Schwab's (1982) suggestion that recruiting sources may be differentially effective to the extent that they reach different populations. A comparison of research results with textbook presentations and practitioner articles is also provided, with a discussion of the gap between research and practice. (24 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Several recruiting sources for obtaining new workers used by an insurance company, a bank, and a professional abstracting service were compared in terms of their relationship to later job survival. Types of jobs studied included clerical, managerial, professional, and sales. Significant differences were found among the various recruiting sources in their relationship to later employee turnover. (4 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
For 98 social service workers, the "realism" explanation for source differences received more empirical support than the "individual difference" explanation. Employee referrals had more realistic expectations than Ss who responded to newspaper ads or directly applied to the organization, and recruitment source was related to employee performance and involuntary turnover. Individual differences in motivation are suggested as a possible explanation for the unexpected performance findings. (12 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The literature on job performance and turnover generally indicates that employees who leave their organization are better performers. This hypothesized relationship was tested for 162 female registered nurses who were evaluated by their supervisors using the Slater Nursing Competence Rating Scale. Nurses who left their jobs did not perform significantly better than those who stayed. Four issues related to performance–withdrawal research are discussed: (a) The combined use of objective measures and rater methods would improve performance measurement validity. (b) More than just professional employees in service organizations must be studied. (c) Different types of people who leave must be investigated. (d) Withdrawal research must move beyond studying its determinants to studying its impact on a wide range of organizational properties. (14 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A practical and theoretical approach is presented to assist nursing administrators in dealing with turnover. Data from an attitude survey ol 242 were analyzed and underlying factors that influence turnover were identified through utilization of a model to predict voluntary turnover. The authors illustrate the use of this predictive model.
(C) Lippincott-Raven Publishers.
Using a racially mixed sample (N= 1400) of store clerks, the relationship between recruiting source and employee success was examined. The results suggest that for Whites, informal recruiting sources (e.g., employee referrals, in-store notices) were associated with longer tenure, generally confirming earlier research. For Blacks, more formal sources (e.g., employment agencies, media announcements) were associated with longer tenure. These results are discussed in terms of their implications for practice.
Labor economists are devoting increasing attention to employer search. The existing literature falls into two categories: research on information networks and research on search effort. The empirical research on search effort considers the determinants of effort but does not attempt to measure its effectiveness. Other research considers the impact of information networks on labor market outcomes, but ignores the role of search effort. Using data from the Employment Opportunities Pilot Project (EOPP), this paper attempts to synthesize the empirical research on employer search effort by considering information networks and search effort together within a job-matching framework. Specifically, the effects of employer search on employee turnover are examined using both hazard models and Probit analysis. The effect of employer search on wage growth within the job is also considered. I find, consistent with prior research, that when firms search through informal networks, the resulting worker-firm matches are superior to those resulting from search through formal networks. I also find that the impact of employer search effort depends upon the type of information network used in the search process.
The article focuses on employee turnover measurement and human resource accounting. Human resources accounting, which was pioneered in a joint project between the Graduate School of Business Administration and the Institute for Social Research at the University of Michigan, has great appeal but because of practical application problems has not been widely implemented in organizational practice. In a similar way, turnover costing has been attempted by many people in many ways, but most attempts at it seem to result in works of accounting fiction. Of the two, turnover measurement and costing is perhaps the lesser developed conceptually and this paper addresses to that problem. The surest route to making full practical sense out of both the notions of human resource accounting and turnover measurement and costing is thus to integrate the two into one system. The depreciation of any business investment must be determined by reference to the probable life expectancy of that investment. The life expectancy of any human developmental investment will frequently best be defined by reference to the average position tenure of a specific job as determined from measurements of acceptable position turnover for the position to which that investment contributes.
Abstract This essay traces the development of the research enterprise, known as the social resources theory, which formulated and tested a number of propositions concerning the relationships between embedded resources in social networks and socioeconomic attainment. This enterprise, seen in the light of social capital, has accumulated a substantial body of research literature and supported the proposition that social capital, in terms of both access and mobilization of embedded resources, enhances the chances of attaining better statuses. Further, social capital is contingent on initial positions in the social hierarchies as well as on extensity of social ties. The essay concludes with a discussion of remaining critical issues and future research directions for this research enterprise.
A long-run equilibrium theory of turnover is presented and is shown to explain the important regularities that have been observed by empirical investigators. A worker's productivity in a particular job is not known ex ante and becomes known more precisely as the worker's job tenure increases. Turnover is generated by the exis- tence of a nondegenerate distribution of the worker's productivity across different jobs. The nondegeneracy is caused by the assumed variation in the quality of the worker-employer match.
The economics of information have been established by now as an integral part of economic analysis. However, surprisingly little has been written on the implications of search (and in particular, job search) for the estimation of the wage function and its ramifications in such cases as the estimation of the determinants of labor force participation, age-earning profiles, rates of return and rates of depreciation of human capital, degree of discrimination, etc. Given a wage offer distribution, the parameters of the observed wage distribution depend on the intensity of search. The lower a personâ€TMs wage demands the greater the chance of his finding an acceptable job, but the lower the wage he expects to receive and the wider the dispersion of acceptable wages around their mean. On the other hand, the job seeker may opt for a more ambitious search strategy, raising his minimum wage demand and consequently increasing the risk of remaining unemployed, but also increasing the expected wage and decreasing the dispersion of available offers. Models of wage offer distribution have traditionally been based on empirical observation of observed wage distribution. This approach may involve certain biases when applied to secondary labor groups – married women, teenagers and the aged. This paper attempts to point out some of these biases and suggests a method for their correction.
The negative impact of turnover is well documented in the literature. This paper examines turnover with a unique, positive focus. Turnover is reviewed, not only from the standpoint of the organizational theorist, but with economic, sociological, and psychological/social psychological perspectives. Often ignored benefits of turnover are noted.
The paper discusses the two-stage estimation method for switching simultaneous equations models where the criterion function determining the switching is of the probit type and the tobit type. It derives the asymptotic covariance matrices of these estimators and shows that when the criterion function is of the probit type the correct covariance matrix is underestimated when the heteroscedasticity introduced in the first step is ignored, whereas the same is not necessarily the case for one of the regimes when the criterion function is of the tobit type.
A class of statistical models which generate simultaneous equation models with both discrete and continuous endogenous variables is introduced. This class of models can also be regarded as a new class of switching simultaneous equation models which are of general interest. Identification and estimation problems are investigated. Several simple consistent two stage methods are proposed. The consistency of those estimators is proved. Two step maximum likelihood procedures are then developed. -Author
Identification and Estimation in Binary Choice Models with Limited (Censored) Dependent VariablesNotes and Comments: Generalized Econometric Models with Selectivity
- Lee
Lee, Lung-Fei. 1979. “Identification and Estimation in Binary Choice Models with Limited (Censored) Dependent Variables.” Econometrica 47:977–96. ———. 1983. “Notes and Comments: Generalized Econometric Models with Selectivity.” Econometrica 51 (2): 507–13
A Study of Factors Associated with Turnover of Exempt Personnel
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Bassett, Glenn A. 1967. A Study of Factors Associated with Turnover of Exempt Personnel. Crotonville, N.Y.: Behavioral Research Service, General Electric Company Series. ———. 1972. “Employee Turnover Measurement and Human Resources Accounting.” Human Resource Management Fall: 21–30
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Information and Influence Networks in Labor Markets Pp. 1–37 in Five Thousand American Families: This content downloaded from 130.127.238.233 on Fri Regression Models and Life Tables (with Discussion)
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How Much Is That Network Worth? Social Capital Returns for Referring Prospective Hires
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Ferná ndez, Roberto M., and Emilio J. Castilla. 2001. " How Much Is That Network Worth? Social Capital Returns for Referring Prospective Hires. " Pp. 85–104 in Social Capital: Theory and Research, edited by Karen Cook, Nan Lin, and Ronald Burt.
Wage Growth and Job Turnover: An Empirical Analysis A Study of Factors Associated with Turnover of Exempt Personnel Employee Turnover Measurement and Human Resources Accounting
- Ann P Bartel
- George J Borjas
Bartel, Ann P., and George J. Borjas. 1981. " Wage Growth and Job Turnover: An Empirical Analysis. " Pp. 65–90 in Studies in Labor Markets, vol. 31, edited by Sherwin Rosen. Chicago: University of Chicago Press. Bassett, Glenn A. 1967. A Study of Factors Associated with Turnover of Exempt Personnel. Crotonville, N.Y.: Behavioral Research Service, General Electric Company Series. ———. 1972. " Employee Turnover Measurement and Human Resources Accounting. " Human Resource Management Fall: 21–30.
Sequential Selection Rules and Selectivity in Discrete Choice Econometric Models
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Lee, Lung-Fei, and G. S. Maddala. 1985. " Sequential Selection Rules and Selectivity in Discrete Choice Econometric Models. " Econometric Methods and Applications 2:311–29.
The Uniform Guidelines on Employee Selection Procedures: A Retreat from Reason
- Mobley
- William
Mobley, William H. 1980. " The Uniform Guidelines on Employee Selection Procedures: A Retreat from Reason? " Business and Economic Review 26 (4): 8–11.
12.430 1.218 12.432 1.202 12.422 1.189 Performance (1 p good evaluation) .228 .419 .209 .408 .211 .410 Ever worked as a CSR (1 p yes)164 Dependent variables: No. of calls answered per hour The Economic Implications of Learning by Doing
- ............................................... Wage......................................................................................................................................... Terminated.......................................................................... Quality
Referrer's characteristics at time of application:*........ Tenure (in years).......................................... 4.019 3.984 3.478 3.523 3.819 3.622 Wage....................................................... 9.749 5.635 9.536 4.816 9.821 5.257 Years of education........................................ 12.430 1.218 12.432 1.202 12.422 1.189 Performance (1 p good evaluation)......................228.419.209.408.211.410 Ever worked as a CSR (1 p yes)........................297.457.351.479.330.472 Terminated.................................................034.182.041.198.028.164 Dependent variables: No. of calls answered per hour............................ 20.291 3.629 20.312 3.501 No. of calls answered per hour (quality adjusted)....... 20.044 3.594 20.059 3.477 Maximum level of performance............................ 26.497 27.949 Minimum level of performance............................ 19.458 19.319 Courtesy (worst level p 0; best level p 1)................998.007.998.008 Accuracy (worst level p 0; best level p 1)...............983.024.963.022 No. of cases..................................................... 4,114 290 Constant.............................................. Ϫ1.457***.257 Ϫ1.449***.257 Ϫ1.443***.257 External referral......................................250***.064.248***.064.248***.064 Gender (1 p male).................................. Ϫ.256***.074 Ϫ.254***.074 Ϫ.257***.074 Repeat application (1 p yes)....................... Ϫ.130.112 Ϫ.133.112 Ϫ.132.112 Computer..............................................176*.080.174*.080.175*.080 Language............................................. Ϫ.189*.087 Ϫ.200*.086 Ϫ.200*.086 Years of education................................... Ϫ.012.019 Ϫ.013.019 Ϫ.013.019 Works at time of application........................310***.069.314***.069.311***.069 Months of bank experience..........................000.002.000.002.000.002 Months of nonbank experience......................002.001.002.001.002.001 Nonbank experience, squared.......................000*.000.000*.000.000*.000 Months of customer service.........................003***.001.003***.001.003***.001 No. of previous jobs................................. Ϫ.075*.031 Ϫ.076*.031 Ϫ.076*.031 Tenure in last job (in days)......................... 0.000*.000.000* 0.000.000*.000 Salary in last job.................................... Ϫ.015.010 Ϫ.015.010 Ϫ.015.010 No. of applications.................................. Ϫ.003.002 Ϫ.003.002 Ϫ.003.002 No. of openings...................................... Ϫ.001.003.000.003 Ϫ.001.003 Wald chi-square statistic: 3.20 21.88 14.26**................................................. Works at time of application....................... Ϫ.009.131 Ϫ.075.369 Months of bank experience......................... Ϫ.002.004.018***.006 Months of nonbank experience..................... Ϫ.005*.002 Ϫ.004***.001 Ϫ.009*.005 Nonbank experience, squared.......................000.000.000*.000 Months of customer service.........................004***.001.003**.001.004.004 No. of previous jobs................................. Ϫ.013.051 Ϫ.211.157 Tenure in last job (in days)..........................000.000.000.000 Salary in last job.....................................024.019 Ϫ.055.049 No. of applications...................................006*.003.006*.003 Ϫ.001.013 No. of openings...................................... Ϫ.001 REFERENCES Arrow, Kenneth J. 1962. " The Economic Implications of Learning by Doing. " Review of Economic Studies 29 (3): 155–73.
The Consequences of Turnover
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- Barry
Staw, Barry M. 1980. " The Consequences of Turnover. " Journal of Occupational Behavior 1:253–73.