7,191 research outputs found
An Employment Systems Approach to Turnover: Human Resources Practices, Quits, Dismissals, and Performance
Key Findings
• Organizations using high-involvement work practices have lower rates of quits, dismissals, and total turnover, which in turn leads to higher rates of customer satisfaction.
• Long-term investments in employees—such as the use of internal promotions , high relative pay, pensions, and full-time employment—lead to lower rates of quits, dismissals, and total turnover.
• HR practices that emphasize short-term performance such as intensive performance monitoring and commission-based pay—lead to higher rates of quits, dismissals, and total turnover
Understanding the New Reality of Layoffs and Helping Employees Find Solutions to Cope
KEY FINDINGS
· In general, job tenure in the United States has shortened significantly over recent decades, particularly for relatively older male workers.
· Stock prices, which used to react negatively to job loss announcements, began to react less negatively in the recent past, and now tend to react slightly positively.
· CEO pay is correlated with layoffs, but, when company size is controlled for, there is no relationship between CEO pay and layoffs.
· Laid-off workers are less well off than in the past, in terms of subsequent wages, reemployment, and health.
· While there are some alternatives to layoffs, firms tend not to use them
Rules of Attraction: Job Seekers Use Negative News to Filter Initial Search
KEY FINDINGS
· In contrast to popular belief that any publicity is good publicity, the researchers found that exposure to negative information about a company had both immediate and longer lasting effects on important recruitment outcomes.
· Job seekers exposed to negative information about a previously unknown company were much less attracted to that company immediately after exposure, and had fewer intentions to apply for jobs there.
· The effect of negative information on job seeker attraction is persistent—one week later, its impact remains much larger than that of positive information.
· Job seekers also found it easier to recall more overall judgments of organizations one week after being exposed to negative versus favorable information
Starting Off on the Right Foot: Take Proactive Measures to Enhance Project Teams\u27 Performance
Key Findings
• The period between a project’s initiation and the project team’s first meeting is a crucial time that can significantly affect the team’s success
• Team leaders can use this time effectively to lay the groundwork for their team’s activities via a mobilization strategy, in which a leader researches the team’s objectives, proactively defines members’ roles, and staffs the team based on members’ knowledge, skills and abilities
• The amount of a team’s aggregate knowledge, skills and abilities, or human capital, is less important to team effectiveness than is the proper alignment of this human capital with project tasks
CAHRS hrSpectrum (January - February 2006)
HRSpec06_02.pdf: 166 downloads, before Oct. 1, 2020
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