5,152 research outputs found

    Human Resource Practices and Organizational Commitment: A Deeper Examination

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    This paper examines newer conceptualizations of HRM practices in the HR-Performance Relationship as well as newer conceptualizations of commitment. Juxtaposing these categories of HR practices and types of commitment provides a clearer theoretical rational for at least some ways that HR practices can influence organizational performance, be that positive or negative. Implications for research are then discussed

    Strategic Management and HRM

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    [Excerpt] The purpose of this chapter is to discuss this intersection between Strategic Management and HRM, what we know, and future directions for SHRM research. We will begin by briefly discussing the concept of strategy and the popularization of the resource-based view (RBV) of the firm. Next we will address its role in creating the link between HRM and Strategic Management including key questions that the RBV has raised in relation to SHRM. We will then examine the current state of affairs in SHRM; the progress made, and key questions and concerns occupying the attention of SHRM researchers. Finally, we will conclude with our views on future directions for SHRM research

    Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

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    Since the early 1980’s the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: Level of analysis (individual/ group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four sub-areas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently

    People's perceptions and classifications of sounds heard in urban parks : semantics, affect and restoration

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    Sounds have been broadly categorized by researchers into ‘human’, ‘nature’ and ‘mechanical’. It is less clear if the general public define and classify sounds in the same way and which factors influence their classification process. Establishing people’s classification and impression of urban park sounds helps identify their perception and experience of urban parks. This in turn aides the process of defining parks with reference to soundscapes, to produce an appreciated and potentially restorative place. This study involved urban park sounds, identified by park users, being presented in card sorts and survey items. Participants sorted the sounds into similar groups, in reference to a visited park. The terminology, factors involved and classification of the sounds was assessed using multidimensional scaling. Triangulation of the results suggests affect is a key factor in people’s classification process. Participants’ grouped sounds were labelled by affective terms more often than their perceived physical properties. Affective evaluations of each sound produced a similar classification structure as the card sort results. People’s classification structure also varied depending on how restorative they found their urban park. Furthermore schematic recollections played a part with many sounds being ‘expected’. Overall similarities and differences with ‘human’, ‘nature’ and ‘mechanical’ classifications were observed

    Simultaneous Observations of Comet C/2002 T7 (LINEAR) with the Berkeley-Illinois-Maryland Association and Owens Valley Radio Observatory Interferometers: HCN and CH_3OH

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    We present observations of HCN J = 1-0 and CH_3OH J(K_a, K_c) = 3(1, 3)-4(0, 4) A+ emission from comet C/2002 T7 (LINEAR) obtained simultaneously with the Owens Valley Radio Observatory (OVRO) and Berkeley-Illinois-Maryland Association (BIMA) millimeter interferometers. We combined the data from both arrays to increase the (u, v) sampling and signal to noise of the detected line emission. We also report the detection of CH_3OH J(K_a, K_c) = 8(0, 8)-7(1, 7) A^+ with OVRO data alone. Using a molecular excitation code that includes the effects of collisions with water and electrons, as well as pumping by the Solar infrared photons (for HCN alone), we find a production rate of HCN of 2.9 × 10^(26) s^(–1) and for CH_3OH of 2.2 × 10^(27) s^(–1). Compared to the adopted water production rate of 3 × 10^(29) s^(–1), this corresponds to an HCN/H_2O ratio of 0.1% and a CH_3OH/H_2O ratio of 0.7%. We critically assess the uncertainty of these values due to the noise (~10%), the uncertainties in the adopted comet model (~50%), and the uncertainties in the adopted collisional excitation rates (up to a factor of 2). Pumping by Solar infrared photons is found to be a minor effect for HCN, because our 15" synthesized beam is dominated by the region in the coma where collisions dominate. Since the uncertainties in the derived production rates are at least as large as one-third of the differences found between comets, we conclude that reliable collision rates and an accurate comet model are essential. Because the collisionally dominated region critically depends on the water production rate, using the same approximate method for different comets may introduce biases in the derived production rates. Multiline observations that directly constrain the molecular excitation provide much more reliable production rates

    Robust Weak-lensing Mass Calibration of Planck Galaxy Clusters

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    In light of the tension in cosmological constraints reported by the Planck team between their SZ-selected cluster counts and Cosmic Microwave Background (CMB) temperature anisotropies, we compare the Planck cluster mass estimates with robust, weak-lensing mass measurements from the Weighing the Giants (WtG) project. For the 22 clusters in common between the Planck cosmology sample and WtG, we find an overall mass ratio of \left = 0.688 \pm 0.072. Extending the sample to clusters not used in the Planck cosmology analysis yields a consistent value of <MPlanck/MWtG>=0.698±0.062\left< M_{Planck}/M_{\rm WtG} \right> = 0.698 \pm 0.062 from 38 clusters in common. Identifying the weak-lensing masses as proxies for the true cluster mass (on average), these ratios are ∌1.6σ\sim 1.6\sigma lower than the default mass bias of 0.8 assumed in the Planck cluster analysis. Adopting the WtG weak-lensing-based mass calibration would substantially reduce the tension found between the Planck cluster count cosmology results and those from CMB temperature anisotropies, thereby dispensing of the need for "new physics" such as uncomfortably large neutrino masses (in the context of the measured Planck temperature anisotropies and other data). We also find modest evidence (at 95 per cent confidence) for a mass dependence of the calibration ratio and discuss its potential origin in light of systematic uncertainties in the temperature calibration of the X-ray measurements used to calibrate the Planck cluster masses. Our results exemplify the critical role that robust absolute mass calibration plays in cluster cosmology, and the invaluable role of accurate weak-lensing mass measurements in this regard.Comment: 5 pages, 2 figure

    Building the High-Performing Executive Leadership Team: Results of the 2020 HR@Moore Survey of Chief Human Resources Officers

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    Over the past two years researchers in the Center for Executive Succession have conducted interviews with CEOs, former CEOs, board members, and CHROs regarding how they build their executive leadership teams (ELT) and accelerate those teams to become high-performing. In addition, the 2020 HR@Moore Survey of CHROs assessed a number of relevant characteristics of the CEO and the ELT. This report provides a summary of this multi-method research stream. First, the interviews reveal that CEOs must first build a team whose skill sets match the needs of the strategy and whose motivations prioritize the outcomes of the organization and the team over their own. Once in place, CEOs can accelerate the team’s performance by articulating a broader purpose than just financial returns and working to create a culture and values that engage the team and the organization. They also must articulate a clear strategy and the values that will guide decision-making by team members, drive alignment to the strategy and values among the team members, and ensure that incentives promote behaviors that foster alignment and drive support for the strategy. The CEO must also constantly evolve the team as the strategy changes, and listen to the advice and counsel provided by board members. Second, the 2020 survey assessed a relatively new characteristic known as CEO Generativity, a characteristic described as a focus on developing and enhancing the vitality of the next generation and a desire to leave one’s own contributions in capable hands. We found that high Generativity CEOs had more diverse, cohesive and inclusive ELTs. They also were more engaged in the CEO succession process and had driven more diverse talent pipelines for senior operating roles
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