18 research outputs found
Complex relationships among personality traits, job characteristics, and work behaviors
The aim of the study was to investigate the additive, mediating, and moderating effects of personality traits and job characteristics on work behaviors. Job applicants (N = 161) completed personality questionnaires measuring extraversion, neuroticism, achievement motivation, and experience seeking. One and a half years later, supervisors rated the applicants' job performance, and the job incumbents completed questionnaires about skill variety, autonomy, and feedback, work stress, job satisfaction, work self-efficacy, and propensity to leave. LISREL was used to test 15 hypotheses. Perceived feedback mediated the relationship between achievement motivation and job performance. Extraversion predicted work self-efficacy and job satisfaction. Work stress mediated the relationship between neuroticism and job satisfaction. Job satisfaction and experience seeking were related to propensity to leave. Autonomy, skill variety, and feedback were related to job satisfaction
Gendering the careers of young professionals: some early findings from a longitudinal study. in Organizing/theorizing: developments in organization theory and practice
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce â not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales
Is there a bigger and better future for employer branding?:Facing up to innovation, corporate reputations and wicked problems in SHRM
Employer branding is becoming an increasingly important topic for research and
practice in multinational enterprises (MNEs) because it plays directly into their
corporate reputation, talent management and employee engagement agendas. In this
paper, we argue that the potential effects of employer branding have yet to be fully
understood because current theory and practice have failed to connect this internal
application of marketing and branding to the key reputational and innovation agendas
of MNEs, both of which are at the heart of another strategic agenda â effective
corporate governance. However, these agendas are characterised by âwicked problemsâ
in MNEs, which have their origins in competing logics in strategic human resource
management (SHRM). These problems need to be articulated and understood before
they can be addressed. This paer proceeds by (1) setting out a definition and model of
employer branding and how it potentially articulates with corporate governance,
innovation and organisational reputations, (2) discussing and analysing the âwicked
problemsâ resulting from the sometimes contradictory logics underpinning innovation
and corporate reputations and SHRM in MNEs and (3) evaluating the potential of
employer branding as a contribution to the third SHRM approach â HR strategy-inaction
â as a way of resolving three particularly wicked problems in MNEs. We
conclude with some ideas for research and practice on the future for emp