Research Report on Phase 4 of Cornell University/Gevity Institute Study Human Resource Management Practices and Firm Performance in Small Businesses: A Look at the Effects of HR Practices on Financial Performance and Turnover

In this study, we found evidence that groups of HR practices that represent different strategies for managing employees were significantly related to the financial performance of small companies. In particular, we found that an employee selection strategy based on person-organization fit, employee management strategy based on self-management, and employee motivation and retention strategy based on creating a family-like environment were all significantly related to firm performance in terms of revenue and profit growth. In addition, we found that the relationships between these HR strategies and firm performance were stronger in firms that face greater competition, are pursuing growth strategies, and are larger in size

Research Report On Phase 3 of the Cornell University/Gevity Institute Study – Employee Outcomes: Human Resource Management Practices and Firm Performance In Small Businesses

[Excerpt] Improving company performance is something of interest to all small business leaders. Small business leaders have many tools at their disposal — from finance to marketing to customer service — that could potentially improve the performance of their company. Among these tools is the way that small business leaders manage their people. As has been mentioned in previous reports, research has shown that people management does indeed impact company performance, even at the financial level. Studies show increases in value per employee of up to $40,000 and survival rates for IPO firms as much as 20% higher for companies that effectively manage their human resources. The Cornell University/Gevity Institute study of human resource management practices in small businesses is attempting to answer two important questions faced by small business leaders: 1. Do people contribute to the success of small businesses? 2. What human resource management strategies and practices can small business leaders employ to foster firm success? In phase two of the study, we found that employee management practices help small employers improve workforce alignment, which was defined as having the right people with the right skills in the right jobs. Firms with high levels of workforce alignment experience higher performance than firms with lower levels of workforce alignment. Building on these findings, the third phase of the study addresses the positive employee outcomes that can result from effective people management and seeks to understand which employee outcomes or behaviors tend to lead to different types of performance outcomes important to small business leaders. The results for this study were taken from a sample of 111 small companies where responses were received from both the top manager as well as the employees. Companies ranged in size from 10 to 165 employees with an average size of approximately 30 employees representing a broad range of industries. The results of the study will be presented as follows: First, we briefly discuss what is known about how human resource management impacts performance through employees. Second, we discuss the performance outcomes, and employee outcomes and behaviors that were studied as well as the specific employee behaviors and outcomes that seem to drive the different kinds of performance. Finally, we present some key takeaways from the results of this study

Entrepreneurial Human Resource Strategy

[Excerpt] Entrepreneurship is the process by which opportunities to create future goods and services are discovered, evaluated, and exploited (Shane and Venkataraman, 2000: 218). In other words, it is the process by which organizations and individuals convert new knowledge into new opportunities in the form of new products and services. Strategic human resource management (SHRM) has been defined as the system of organizational practices and policies used to manage employees in a manner that leads to higher organizational performance (Wright and McMahan, 1992). Further, one perspective suggests that sets of HR practices do not themselves create competitive advantage; instead, they foster the development of organizational capabilities which in turn create such advantages (Lado and Wilson, 1994; Wright, Dunford, and Snell, 2001). Specifically, this body of literature suggests that HR practices lead to firm performance when they are aligned to work together to create and support the employee-based capabilities that lead to competitive advantage (Wright and Snell, 2000; Wright, Dunford, and Snell, 2001). Thus, entrepreneurial human resource strategy is best defined as the set or sets of human resources practices that will increase the likelihood that new knowledge will be converted to new products or services

Employee Outcomes: Human Resource Management Practices and Firm Performance in Small Businesses

[Abstract] Improving company performance is something of interest to all small business leaders. Small business leaders have many tools at their disposal — from finance to marketing to customer service — that could potentially improve the performance of their company. Among these tools is the way that small business leaders manage their people. As has been mentioned in previous reports, research has shown that people management does indeed impact company performance, even at the financial level. Studies show increases in value per employee of up to $40,000 and survival rates for IPO firms as much as 20% higher for companies that effectively manage their human resources. The Cornell University/Gevity Institute study of human resource management practices in small businesses is attempting to answer two important questions faced by small business leaders: 1. Do people contribute to the success of small businesses? 2. What human resource management strategies and practices can small business leaders employ to foster firm success? In phase two of the study, we found that employee management practices help small employers improve workforce alignment, which was defined as having the right people with the right skills in the right jobs. Firms with high levels of workforce alignment experience higher performance than firms with lower levels of workforce alignment. Building on these findings, the third phase of the study addresses the positive employee outcomes that can result from effective people management and seeks to understand which employee outcomes or behaviors tend to lead to different types of performance outcomes important to small business leaders. The results for this study were taken from a sample of 111 small companies where responses were received from both the top manager as well as the employees. Companies ranged in size from 10 to 165 employees with an average size of approximately 30 employees representing a broad range of industries. The results of the study will be presented as follows: First, we briefly discuss what is known about how human resource management impacts performance through employees. Second, we discuss the performance outcomes, and employee outcomes and behaviors that were studied as well as the specific employee behaviors and outcomes that seem to drive the different kinds of performance. Finally, we present some key takeaways from the results of this study

Environmental Impact Assessment: Detecting Changes in Fish Community Structure in Response to Disturbance with an Asymmetric Multivariate BACI Sampling Design

One of the primary challenges to detecting anthropogenic environmental impacts is the high degree of spatial and temporal variability inherent in natural systems. Planned or routine events that result in disturbance to populations and communities provide an opportunity for scientists to apply well-replicated and statistically powerful sampling designs to assess subsequent biological effects. For example, a thick layer of sessile invertebrates is the prominent biotic feature of intertidal and shallow subtidal portions of offshore petroleum platforms in southern California. Given the central role of such invertebrates in providing food and shelter, their presence can reasonably be expected to influence associated fish community structure. At one platform on the San Pedro Shelf, invertebrate biomass was completely removed from support pilings and horizontal crossmembers to a depth of 20 m with high-pressure water during a standard “hydrocleaning” event in November 2007. Three nearby platforms remained undisturbed, providing a unique opportunity to test for disturbance-related changes in the local fish assemblage and the overall time course of community recovery. The potential impact of the abrupt and intense removal of the invertebrate layer was assessed with survey data collected periodically for one year prior- and one year post-hydrocleaning in a modified Before-After-Control-Impact (BACI) design. Asymmetrical multivariate analyses of variance revealed a significant effect of disturbance to fish, driven largely by reductions in the abundance of numerically dominant blacksmith (Chromis punctipinnis). Nevertheless, the system was surprisingly resilient, recovering to pre-disturbance conditions within ten months. Our results demonstrate that a well-replicated BACI sampling design can detect even subtle biological changes in response to disturbance, a key step towards developing a mechanistic understanding of community disassembly in the face of increasingly frequent and intense perturbations

The Radio Recovery of SN 1970G: The Continuing Radio Evolution of SN 1970G

Using the Very Large Array, we have detected radio emission from the site of SN 1970G in the Sc galaxy M101. These observations are 31 years after the supernova event, making SN 1970G the longest monitored radio supernova. With flux densities of 0.12 +/- 0.020 mJy at 6 cm and 0.16 +/- 0.015 mJy at 20 cm, the spectral index of -0.24 +/- 0.20 appears to have flattened somewhat when compared with the previously reported value of -0.56 +/- 0.11, taken in 1990. The radio emission at 20 cm has decayed since the 1990 observations with a power-law index of beta_20cm = -0.28 +/- 0.13. We discuss the radio properties of this source and compare them to those of other Type II radio supernovae.Comment: 11 pages, 1 table and 2 figures; To appear in Astrophysical Journal Letter

Using GLM Flash Density, Flash Area, and Flash Energy to Diagnose Tropical Cyclone Structure and Intensification

Increased lightning in tropical cyclones (TCs) is typically associated with intensification, but significant lightning outbreaks are also observed in weakening storms. The total number of lightning flashes in a TC is not always a reliable indicator of TC intensity evolution. Issues with the range and detection efficiency of ground-based networks, particularly for intracloud lightning. Physical processes such as vertical wind shear can intensify asymmetric convection while also weakening the TC. The commissioning of the Geostationary Lightning Mapper (GLM) aboard GOES-16 and GOES-17 marked, for the first time, the presence of an operational lightning detector in geostationary orbit. In addition to flash density (the number of flashes per unit area per unit time), GLM also provides continuous observations of flash area and total optical energy

Task-Related Deactivation and Functional Connectivity of the Subgenual Cingulate Cortex in Major Depressive Disorder

Background: Major depressive disorder is associated with functional alterations in activity and resting-state connectivity of the extended medial frontal network. In this study we aimed to examine how task-related medial network activity and connectivity were affected in depression. Methods: 18 patients with major depressive disorder, aged 15- to 24-years-old, were matched with 19 healthy control participants. We characterized task-related activations and deactivations while participants engaged with an executive-control task (the multi-source interference task, MSIT). We used a psycho-physiological interactions approach to examine functional connectivity changes with subgenual anterior cingulate cortex. Voxel-wise statistical maps for each analysis were compared between the patient and control groups. Results: There were no differences between groups in their behavioral performances on the MSIT task, and nor in patterns of activation and deactivation. Assessment of functional connectivity with the subgenual cingulate showed that depressed patients did not demonstrate the same reduction in functional connectivity with the ventral striatum during task performance, but that they showed greater reduction in functional connectivity with adjacent ventromedial frontal cortex. The magnitude of this latter connectivity change predicted the relative activation of task-relevant executive-control regions in depressed patients. Conclusion: The study reinforces the importance of the subgenual cingulate cortex for depression, and demonstrates how dysfunctional connectivity with ventral brain regions might influence executive–attentional processes

Regulation of B cell fate by chronic activity of the IgE B cell receptor.

IgE can trigger potent allergic responses, yet the mechanisms regulating IgE production are poorly understood. Here we reveal that IgE+ B cells are constrained by chronic activity of the IgE B cell receptor (BCR). In the absence of cognate antigen, the IgE BCR promoted terminal differentiation of B cells into plasma cells (PCs) under cell culture conditions mimicking T cell help. This antigen-independent PC differentiation involved multiple IgE domains and Syk, CD19, BLNK, Btk, and IRF4. Disruption of BCR signaling in mice led to consistently exaggerated IgE+ germinal center (GC) B cell but variably increased PC responses. We were unable to confirm reports that the IgE BCR directly promoted intrinsic apoptosis. Instead, IgE+ GC B cells exhibited poor antigen presentation and prolonged cell cycles, suggesting reduced competition for T cell help. We propose that chronic BCR activity and access to T cell help play critical roles in regulating IgE responses