Institutional isomorphism, negativity bias and performance information use by politicians: A survey experiment

New Public Management popularized performance measurement in public organizations. Underlying performance measurement's popularity is the assumption that it injects performance information (PI) into decision-making, thus rationalizing the ensuing decisions. Despite its popularity, performance measurement is criticized. In part, this criticism results from the limited knowledge of the conditions under which PI is purposefully used by politicians. We conducted a survey experiment based on real PI with 1,240 politicians. We hypothesized that PI has a positive impact on performance information use (PIU) when PI is benchmarked with coercive, mimetic or normative pressures. Moreover, due to negativity bias we expected this positive impact to be stronger when PI signals low performance. We found that normative pressures had a positive impact on actual PIU while coercive pressures positively affected intended PIU. Negativity bias is only relevant when linked to coercive pressures and intended PIU for analysing the organization's finances

Vulnerable workers' employability competences : the role of establishing clear expectations, developmental inducements and social organizational goals

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Moving beyond the link between HRM and economic performance : a study on the individual reactions of HR managers and professionals to sustainable HRM

This study contributes to the growing literature on the intersection between human resource management and corporate sustainability (CS) and, in particular, on sustainable human resource management (interpreted here as HRM practices informed by the CS principles, thus aiming at economic, social, environmental and human sustainability simultaneously). In particular, this paper claims that the members of the HR professional community can increase their job satisfaction and decrease their intention to leave by implementing sustainable HRM. In addition, we test for the mediating role played by the meaning that HR professionals and managers attach to HR work. Indeed, when HR professionals and managers are involved in sustainable HRM perceive their job to become more meaningful as it has a broader scope which goes beyond the solely focus on economic performance, and that leads then to higher job satisfaction and lower turnover intention. The study, which is based on 176 questionnaires collected through a cross-country survey, has been developed in partnership between the authors and a leading European association of HR managers and professionals. Our findings, which in general extend the knowledge on the employees' perception of CS-employee attitudes relationships, represent a data-driven argument for a more active role of HRM in developing Sustainable HRM