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Article
Publication date: 6 June 2022

Christopher M. Harris, Lee W. Brown and Marshall W. Pattie

This study examines how managers' human capital, time spent with employees and employees' human capital can influence employees' career advancement. While research tends…

Abstract

Purpose

This study examines how managers' human capital, time spent with employees and employees' human capital can influence employees' career advancement. While research tends to find a positive relationship between human capital and career advancement, less attention is paid the effect of managers' human capital on employee careers. A combination of human capital and social capital theories is used to develop hypotheses.

Design/methodology/approach

A five-year sample of American football players selected in the National Football League (NFL) draft is used to test the hypotheses. Archival data for human capital, social capital and career success measures are used, and OLS regression analyses test the hypotheses.

Findings

The authors find employees with higher levels of human capital experience greater career advancement. Managers' human capital moderates this relationship and the length of time worked together by the employee–manager dyad. The relationship between employees' human capital and career advancement is strengthened when managers have high levels of human capital.

Practical implications

The results of this study indicate that individuals with higher levels of human capital and social capital have greater career success. When individuals have higher levels of human capital it is important for them to determine how long they should work for a particular manager before advancing in their careers. Individuals with higher levels of human capital may need lees time working for a manager than those with lower levels of human capital before advancing in their careers.

Originality/value

This study contributes to careers and human resource management research by examining the moderating impact that manager human capital and time employees spend with a manager have on the relationship between employee human capital and employee career advancement.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 13 November 2020

Christopher M. Harris and Lee W. Brown

The human capital of a leader and the human capital of the employees who work for the leader can impact the bonus earned by the leader. Little to no research has examined…

Abstract

Purpose

The human capital of a leader and the human capital of the employees who work for the leader can impact the bonus earned by the leader. Little to no research has examined data that includes the maximum potential bonus that could be earned by a leader and the actual bonus earned. This information provides a closer examination of leader performance and the impacts of leader and employee human capital on the bonus earned by the leader.

Design/methodology/approach

The authors use a sample of NCAA college football teams and head coaches over two years to test their hypotheses. They measure the human capital of the team and the human capital of the head coach. In addition, the authors assess the percentage earned by the head coach of the maximum potential bonus possible.

Findings

The authors find that a coach's human capital and the human capital of their team positively and significantly predict the percentage of the maximum possible bonus earned by the head coach.

Practical implications

The results of this study indicate the importance of leader human capital to a leader's ability to earn more of their maximum potential bonus. Additionally, if a leader is able to surround himself or herself with highly talented employees, it will benefit the leader in terms of the amount of bonus earned.

Originality/value

This study extends previous research to provide a more complete picture of factors that influence a leader's ability to earn more of their maximum possible bonus. The authors’ findings that both the human capital of the leader and the human capital of employees who work for the leader impact the amount of bonus earned by the leader add value to human resource management research. Specifically, when examining factors that impact a leader's bonus earnings, it is important to consider not only characteristics of the leader but also factors apart from the leader, such as the leader's employees.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 8 no. 1
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 16 March 2021

Christopher M. Harris and Lee Warren Brown

While research has shown that multiple actors, both internal and external to the organization, influence performance, oftentimes, these actors are studied in isolation…

1606

Abstract

Purpose

While research has shown that multiple actors, both internal and external to the organization, influence performance, oftentimes, these actors are studied in isolation. This paper aims to examine the performance implications of both top management team (TMT) and chief executive officer (CEO) human capital. In addition, the authors consider external actors' influence on performance by examining corporate political activity (CPA).

Design/methodology/approach

The authors use a sample of National Collegiate Athletic Association (NCAA) football teams, examining human capital data on the head coaches and the assistant coaches, combined with the schools' participation in NCAA football committees.

Findings

The study findings indicate that organizations engage in various market and nonmarket strategies in concert, and that different strategies result in performance outcome differences. Specifically, we examine how the use of CEO and TMT human capital and CPA interact and influence performance.

Practical implications

The authors examine the moderating effects of political activity on the human capital–performance relationship for both top leaders and TMTs. Organizations benefit from investing in the human capital of their leaders internally and CPA externally.

Originality/value

While organizations engage in market and nonmarket actions in concert, management research has generally studied these concepts in isolation. This paper suggests that both market and nonmarket activities can influence performance.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 8 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 1 June 2012

Christopher M. Harris, Gary C. McMahan and Patrick M. Wright

This study aims to directly examine the relationships between various aspects of human capital and relationship stability (overlapping tenure) and team performance…

5705

Abstract

Purpose

This study aims to directly examine the relationships between various aspects of human capital and relationship stability (overlapping tenure) and team performance. Additionally, this study aims to contribute to strategic human resource management and human capital research by placing an emphasis on human resources (i.e. people) and their influence on performance.

Design/methodology/approach

The direct and interaction effects of human capital and overlapping tenure on performance are examined with a sample of 230 National Collegiate Athletic Association (NCAA) men's basketball teams in the 2006‐2007 season. A third party measure of basketball players' human capital is aggregated to the team level to examine its relationship with team performance. Additionally, the human capital of the head coach of each team and its relationship with team performance is examined. Relationship stability is assessed by measuring overlapping tenure, which is defined as the amount of time individuals have worked together towards a common performance outcome. Team level overlapping tenure among players and the overlapping tenure between players and their head coach are measured and their relationships with team performance are tested. Finally, the interaction effect of players' human capital and players' overlapping tenure on team performance is examined. Hierarchical regression is used to test each hypothesis.

Findings

The results find a positive relationship between both players' and coaches' human capital and performance. Also, players' overlapping tenure is positively related to performance. Lastly, the interaction between players' human capital and players' overlapping tenure is not significantly related to performance.

Originality/value

There has been a growing interest in human resources (i.e. people) as a source of competitive advantage. This study employs a unique sample of NCAA men's basketball teams to theoretically develop and empirically test relationships among human capital, overlapping tenure, and performance. Different from previous studies, an objective, third party measure of human capital and measurements of overlapping tenure are utilized and their direct and interaction effects on team performance are examined. The results of this study point to the importance of acquiring and retaining high levels of human capital.

Details

Personnel Review, vol. 41 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 7 June 2021

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Both internal and external actors have scope to shape how a firm performs. An organization might therefore devise strategies that aim to optimize performance by exploiting the human capital of its top leaders in combination with engagement in corporate political activity to create a favorable operating environment.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 37 no. 6
Type: Research Article
ISSN: 0258-0543

Keywords

Article
Publication date: 1 April 1991

Allan Metz

This is a selective annotated bibliography of the literature on Christopher Columbus from 1970 to 1989. The subject is particularly relevant considering the approach of…

Abstract

This is a selective annotated bibliography of the literature on Christopher Columbus from 1970 to 1989. The subject is particularly relevant considering the approach of the Quincentenary of the “discovery” of America in 1992. For that same reason, there has been an outpouring of literature on the subject since 1990, a significant subset of which contributes to are interpretation of Columbus the man, his voyages, and their impact on the new world. It is hoped that this more recent literature will be part of a subsequent annotated bibliography.

Details

Reference Services Review, vol. 19 no. 4
Type: Research Article
ISSN: 0090-7324

Article
Publication date: 1 January 1985

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to…

16346

Abstract

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Details

Management Decision, vol. 23 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 23 September 2022

Temidayo Oluwasola Osunsanmi, Clinton Ohis Aigbavboa, Wellington Didibhuku Thwala and Ayodeji Emmanuel Oke

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's…

Abstract

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

Details

Construction Supply Chain Management in the Fourth Industrial Revolution Era
Type: Book
ISBN: 978-1-80382-160-3

Keywords

Article
Publication date: 19 July 2022

Christopher Harris and Sean Perry

This study aims to obtain information regarding the personnel, policies and practices of Internal Affairs (IA) units in large, municipal, US police departments.

Abstract

Purpose

This study aims to obtain information regarding the personnel, policies and practices of Internal Affairs (IA) units in large, municipal, US police departments.

Design/methodology/approach

The authors administered an 85-question survey to 436 departments that employed 100 or more full-time sworn officers in 2019 to inquire about their IA units, and 198 (45.4%) responded.

Findings

The authors find considerable variation in terms of the organization and management of IA units, frame policy findings in terms of IA’s best practices specified by the Office of Community Oriented Policing Services and find variation in adherence to these practices as well; some policies and practices are almost universally adopted, while others are much less frequently followed or even go against best practices.

Originality/value

There has only been a single study conducted of IA units and that is over three decades old. This study provides a much-needed expansion and update regarding the form and function of IA units in the US.

Details

Policing: An International Journal, vol. 45 no. 6
Type: Research Article
ISSN: 1363-951X

Keywords

Article
Publication date: 1 June 2002

Barrie O. Pettman and Richard Dobbins

This issue is a selected bibliography covering the subject of leadership.

22817

Abstract

This issue is a selected bibliography covering the subject of leadership.

Details

Equal Opportunities International, vol. 21 no. 4/5/6
Type: Research Article
ISSN: 0261-0159

Keywords

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