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Management Sciences and Quantitative Methods Commons™
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Full-Text Articles in Management Sciences and Quantitative Methods
Employee Performance, Well‐Being, And Differential Effects Of Human Resource Management Subdimensions: Mutual Gains Or Conflicting Outcomes?, Chidiebere Ogbonnaya, Jake G. Messersmith
Employee Performance, Well‐Being, And Differential Effects Of Human Resource Management Subdimensions: Mutual Gains Or Conflicting Outcomes?, Chidiebere Ogbonnaya, Jake G. Messersmith
Department of Management: Faculty Publications
The human resource management (HRM) literature supports the idea that coherent systems of HRM practices can induce attitudinal effects when perceived subjectively by employees. Recently, scholars have proposed that subdimensions of HRM systems exist and account for variance in outcomes. This study explores differential effects of three subdimensions of HRM systems (skill‐, motivation‐, and opportunity‐enhancing HRM practices) on employee innovative behaviors and well‐being. Our predictions are based on the mutual gains perspective, which specifies positive relationships between HRM practices and employee performance, and the conflicting outcomes perspective that links HRM practices to higher job demands and stress. Using data from …
Motivating Employee Referrals: The Interactive Effects Of The Referral Bonus, Perceived Risk In Referring, And Affective Commitment, Jenna R. Pieper, Jessica M. Greenwald, Steven D. Schlachter
Motivating Employee Referrals: The Interactive Effects Of The Referral Bonus, Perceived Risk In Referring, And Affective Commitment, Jenna R. Pieper, Jessica M. Greenwald, Steven D. Schlachter
Department of Management: Faculty Publications
Research has provided compelling evidence that employee referrals result in positive outcomes for organizations and job seekers, but it has been limited on how organizations can increase the likelihood of obtaining employee referrals. Using the theoretical lens of social exchange theory and tenets from expectancy theory, we tested two common assumptions of most employers: A referral bonus motivates employees to refer, and higher bonus amounts incite greater likelihood of referring. We theoretically developed and tested a model integrating the effects of perceived risk in referring and affective commitment and their interactions with the referral bonus to better explain the likelihood …