Human Resources Management Commons^™

From The Outside In: The Negative Spillover Effects Of Boundary Effects Of Boundary Spanners’ Relations With Members Of Other Organizations, L. Ramarajan, K. Bezrukova, Karen Jehn, M. Euwema

Karen A. Jehn

No abstract provided.

Does Ethical Leadership Make A Difference? Exploring Leader And Follower Consequences Of Ethical Leader Behavior., Robert Rubin, Erich Dierdorff, Michael Brown

Erich C. Dierdorff

Despite sustained attention to ethical leadership in organizations, scholarship remains largely descriptive. This study employs an empirical approach to examine the consequences of ethical leadership on leader promotability. From a sample of ninety-six managers from two independent organizations, we found that ethical leaders were increasingly likely to be rated by their superior as exhibiting potential to reach senior leadership positions. However, leaders who displayed increased ethical leadership were no more likely to be viewed as promotable in the near-term compared to those who displayed less ethical leadership. Our findings also show ethical culture and pressure to achieve results are important …

Revisiting Faultline Conceptualization: Measuring Faultline Strength And Distance, Elaine Zanutto, Katerina Bezrukova, Karen Jehn

Karen A. Jehn

The purpose of this research is to develop a conceptually and methodologically sound measure of group faultlines (demographic alignment of members along multiple attributes within a group). This measure takes into account the concept of faultline strength (the extent of a demographic alignment across members within a group) and, thus far neglected in past work, the concept of faultline distance. This faultline distance measure reflects how far apart the emerging subgroups are on demographic characteristics. This new, more elaborate conceptualization of faultlines is validated by presenting a number of hypothetical examples that demonstrate the distinct properties of faultline measures. We …

Frame-Of-Reference Training Effectiveness: Effects Of Goal Orientation And Self-Efficacy On Affective, Cognitive, Skill-Based, And Transfer Outcomes., Erich Dierdorff, Eric Surface, Kenneth Brown

Erich C. Dierdorff

Empirical evidence supporting frame-of-reference (FOR) training as an effective intervention for calibrating raters is convincing. Yet very little is known about who does better or worse in FOR training. We conducted a field study of how motivational factors influence affective, cognitive, and behavioral learning outcomes, as well as near transfer indexed by achieving professional certification. Relying on goal orientation theory, we hypothesized effects for 3 goal orientations: learning, prove performance, and avoid performance. Results were generally supportive across learning outcomes and transfer. Findings further supported a hypothesized interaction between learning self-efficacy and avoid performance goal orientation, such that higher levels …

Human Resource Guidelines For Developing A Performance Management System, Daniel Koys

Daniel J. Koys

No abstract provided.

Evaluating Pay-For-Performance Systems: Critical Issues For Implementation, Myron Glassman, Aaron Glassman, Paul Champagne, Mike Zugelder

Aaron Glassman

Most organizations use a merit pay or pay-for-performance system (PFP) to improve employee performance. Despite its popularity, a PFP system can be difficult to implement. Success depends on several issues. These include adequate funding, suitable job characteristics, and appropriate performance feedback. Moreover, even under the best circumstances, PFP systems may cause unintended consequences such as dysfunctional behavior, unethical conduct and even employment discrimination. Still, when the critical issues for proper implementation are appropriately addressed, a PFP system is and should continue to be a successful management tool to enhance employee performance in the workplace.

Designing Effective Instruction With Passion And Accountability, Daniel Koys, Toni Ugaretti, Kenneth Thompson, H. Tillberg-Webb, T. Bradley

Daniel J. Koys

No abstract provided.

Work Design In Situ: Understanding The Role Of Occupational And Organizational Context., Frederick Morgeson, Erich Dierdorff, Jillian Hmurovic

Erich C. Dierdorff

Despite nearly 100 years of scientific study, comparatively little attention has been given to articulating how the broader occupational and organizational context might impact work design. We seek to address this gap by discussing how aspects of the occupational and organizational context can constrain or enable the emergence of different work design features as well as influence the relationships between work design features and various outcomes.We highlight how different forms of context might impact work design and suggest that this is an important and potentially fruitful area for future work design research and theory.

The Downside Of Goal-Focused Leadership: The Role Of Personality In Subordinate Exhaustion

L. A. Witt

No abstract provided.

Suchen Sie Mir Einen Kreativen!, Beat Habegger

Beat Habegger

No abstract provided.

The Role Of Rewards In Building Employee Engagement: A Survey Of Rewards Professionals, Dow Scott, T D. Mcmullen, M Royal

Dow Scott

No abstract provided.

Employee Voice And Intent To Leave: An Empirical Evidence Of Pakistani Banking Sector, Ahmed Imran Hunjra, Muhammad Asghar Ali, Muhammad Irfan Chani, Hashim Khan, Kashif Ur Rehman

Muhammad Irfan Chani