Employee Attitudinal Effects of Perceived Performance Appraisal Use

This research investigates how employee perceptions of performance appraisal use relate to employee satisfaction with the performance appraisal and with the appraiser—the employees’ immediate supervisor. Employee perceptions that appraisals were used for development positively associated with both attitudinal variables, after controlling for justice perceptions, performance, and demographics. Perceptions of PA use for evaluation did not show a significant relationship with either employee attitude. Implications of these findings are discussed

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

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

Employee Line of Sight to the Organization’s Strategic Objectives – What it is, How it can be Enhanced, and What it Makes Happen

Employee_Line_of_SightWP01_06.pdf: 13661 downloads, before Oct. 1, 2020

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Aligning employees with the firm’s larger strategic goals is critical if organizations hope to manage their human capital effectively and ultimately attain strategic success. An important component of attaining and sustaining this alignment is whether employees have “line of sight” to the organization’s strategic objectives. We illustrate how the translation of strategic goals into tangible results requires that employees not only understand the organization’s strategy, they must accurately understand what actions are aligned with realizing that strategy. Using recent empirical evidence, theoretical insights, and tangible examples of exemplary firm practices, we provide thought-leaders with a comprehensive view of LOS, how it is created, how it can be enhanced or stifled, and how it can be effectively managed. We integrate LOS with current thinking on employee alignment to help managers more effectively benefit from understanding human capital potential

When Stock Options Fail to Motivate: Attribution and Context Effects on Stock Price Expectancy

This study draws on attribution theory and literature from compensation and strategy to investigate executives’ perceptions about their influence over the firm’s stock price. We define stock price expectancy as the extent to which executives feel that they can influence the firm’s stock price. Results from of a survey of 435 U.S. executives suggest that stock price expectancy is related to both attributional and contextual antecedents. Based on these findings we discuss implications for the extension of expectancy theory and the design and administration of incentive systems

The Influence of Job Satisfaction and Organizational Commitment on Executive Withdrawal and Performance

This research examines the influence of job satisfaction and three dimensions of organizational commitment (i.e., affective, continuance, and normative) on the intention to leave, job search activity, performance, and leadership effectiveness of executives. Job satisfaction and the commitment dimensions were hypothesized to negatively predict the retention-related variables. Results generally supported the hypotheses. Job satisfaction had the strongest relationship, but both affective and continuance commitment showed an incremental effect even in the presence of job satisfaction. We also hypothesized that job satisfaction and affective commitment would positively and continuance commitment would negatively associate with general performance and leadership. As predicted, job satisfaction associated positively with performance, though not with leadership. Continuance commitment negatively associated with both performance and leadership

“You’re Nobody ‘til Somebody Loves You”: The Use of Job Search for Bargaining Leverage

The purpose of this research is to investigate a previously overlooked yet important objective for an employee engaging in job search – seeking alternative employment to obtain leverage against the current employer. We focus specifically on how employees conduct job search to obtain leverage, and then turn to the question of what motivates employees to adopt this objective. Using a sample of high-level managers, our results indicate the leverage-seeking job search predicts both preparatory and active search beyond the more traditional reason for engaging in job search (i.e., to change jobs). However, as expected, leverage-seeking search was a weaker predictor of the job search processes compared to searching to leave and was not significantly related to job satisfaction. Hierarchical level, perceived alternatives, financial independence, and the meaning attached to money significantly predicted leverage-seeking search, while compensation level, equity, and career plateau showed little effect. Implications for practice and future research on job search and employee retention more generally are discussed

Effects of Personality on Executive Career Success in the U.S. and Europe

The present study extended prior career success models by incorporating traits from the five-factor model of personality (often termed the Big Five ) and several dimensions of extrinsic (remuneration, ascendancy, job level, employability) and intrinsic (job, life, and career satisfaction) career success. The model examined both direct effects, and the mediating effects of an array of human capital and motivation variables derived from prior research. Data were collected from two large samples of American and European executives. Some results supported prior research: Extroversion related positively, and neuroticism negatively, to intrinsic career success across both the U.S. and European samples. Some results differed from expectations: (1) Conscientiousness was mostly unrelated to extrinsic success and negatively related to intrinsic success in both samples; (2) Agreeableness was negatively related to extrinsic success in both samples. Differences emerged between the European and American samples, in that: (1) Neuroticism associated with lower levels of extrinsic success for the American executives but not the Europeans; (2) Extroversion associated with higher levels of extrinsic success for the European executives, but not the Americans. For both samples, human capital and motivational variables associated predictably with career success, but seldom mediated the relationship between personality and career success

The Relationship Between Job Search Objectives and Job Search Behavior

This research expands the notion of “job search” beyond traditional models of searching for an alternative yet similar job, arguing that motivations for search are varied. Specifically, we investigate whether search objectives associate with use of different search processes. A study of high-level managers found mixed support for the hypotheses

The Nature of the New Employment Relationship(s): A Content Analysis of the Practitioner and Academic Literatures

This article seeks to provide HRM professionals information and guidance that will assist them in understanding, evaluating, and applying current thinking regarding the new employment relationship. The focus of the article is a study that investigates the extent to which there is a consensus in the literature regarding the nature of the new employment relationship by systematically analyzing the content of relevant articles. The discussion incorporates empirical findings from other studies, notes differences between the articles found in scholarly publications versus those found in trade magazines, provides recommendations for HRM professionals, and suggests areas of future research