CAHRS hrSpectrum (May - June 2006)

HRSpec06_06.pdf: 114 downloads, before Oct. 1, 2020

Getting to Know You: Self-awareness Is Key for High-Performing, Adaptive Teams

KEY FINDINGS · Role identification behaviors, or information exchanges among team members regarding individuals’ roles within a team, are crucial to the development of a team’s self awareness. · If team members do not accurately exchange information about their roles, their responsibilities and duties may be unclear, important tasks may go unaddressed, and other tasks may be performed inefficiently (e.g., performed with redundant efforts). · The more that team members engage in role identification exchanges early in the team’s life cycle, the better the team’s performance

CAHRS hrSpectrum (November - December 2002)

HRSpec02_12.pdf: 85 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (January - February 2008)

HRSpec2008_02.pdf: 111 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (September - October 2005)

HRSpec05_10.pdf: 68 downloads, before Oct. 1, 2020

All Turnover Is Not Created Equal: Gaining Insight Into How Employee Departures Affect Organizational Units

[Excerpt] Key Findings: Traditional turnover ratios–the number of employees leaving versus the total number in a unit—may not accurately describe how employee departures affect business unit performance. Traditional measures of turnover focus primarily on the quantity of employee exits, but fail to measure important qualities of turnover events. Some turnover scenarios tend to be more damaging than others, such as if a unit loses proficient workers, loses workers all at once, gains relatively less proficient workers, or loses workers from core functions rather than peripheral ones. To effectively link turnover to performance, metrics should account for when employees leave and from which positions, and accurately reflect the capabilities of exiting, remaining, and entering employees. The authors propose a new measure of “capacity” that targets both the quantity and qualities of turnover, allowing practitioners to improve the information value of attrition-related metrics

Do Nice Guys -- And Gals -- Really Finish Last? The Joint Effects of Sex and Agreeableness on Income

Key Findings • The pay gap between agreeable and disagreeable males is significantly larger than the gap between agreeable and disagreeable females. That is, there is a“benefit” of being (moderately) disagreeable as a male, but this “benefit” is minimal for females. • Employees are subject to gender stereotypes in the workplace. Males are expected to exhibit masculine qualities, including disagreeableness. Females are expected to exhibit feminine qualities, including agreeableness. When one gender defies such stereotypes, the employee can be perceived as deviant. • Males who are agreeable are disadvantaged (vs. disagreeable males) for two reasons: first, agreeableness is negatively correlated with income; secondly, they defy the male stereotype of being assertive and disagreeable

CAHRS hrSpectrum (July - August 2006)

HRSpec06_08.pdf: 61 downloads, before Oct. 1, 2020

Perception Is Reality: How Employees Perceive What Motivates HR Practices Affects their Engagement, Behavior and Performance

KEY FINDINGS Espoused or intended HR practices have differential effects on employee engagement and citizenship behaviors depending on the underlying management motives employees attribute to those practices. To achieve desired organizational outcomes, it’s important to have not only the right HR practices but the right employee perceptions of those practices. Within the service organization studied, employees were more engaged when they believed HR practices were motivated by the organization’s concern for high-quality service and employee well-being. Employees were less engaged when they believed a company’s HR practices were motivated by a desire to reduce costs and exploit employees. Employee attitudes coalesce into unit-level citizenship behaviors, some of which are associated with greater customer satisfaction