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The purpose of this study is to examine the effects of developmental opportunities and perceived pay equity-and paternalistic leadership on affective organizational commitment and the moderating role of paternalistic leadership at the team level in a Korean context.

Hierarchical linear modeling with a two-level design was used to analyze data collected from 844 employees and 59 work teams.

The study identified that developmental opportunities and perceived pay equity were significantly associated with affective organizational commitment. However, paternalistic leadership was not significantly related to affective organizational commitment. The results also showed that the moderation effect of paternalistic leadership on the relationship between pay equity and organizational commitment was non-significant, and paternalistic leadership moderated the relationship between developmental opportunities and organizational commitment. In particular, the relationship of developmental opportunities with organizational commitment became weaker when the supervisor’s paternalistic leadership was stronger.

The results of this study supported the applicability of organizational support theory and previous empirical studies supporting the relationships between human resource (HR) practices and commitment, particularly in the Korean cultural context. The results have several practical implications for employers, mangers and HR practitioners in an East Asian cultural context.

This study extends the body of knowledge in leadership research by investigating the influences of two key factors of HR practices and a Confucianism-based indigenous leadership theory on organizational commitment. More importantly, the results can guide future cross-national or cross-organizational studies exploring the relationships among leadership, organizational culture and organizational effectiveness. This study also offers clearer empirical evidence for why and how developmental opportunities and perceived pay equity need to be enhanced in an East Asian cultural context.

This paper aims to build a moderate mediation model to delineate when and how employee with perceived overqualification will exert extra effort and therefore engage in more altruistic helping behavior.

The research hypotheses were empirically tested using multitime and multisource survey data. Given the nested nature of data (i.e. 52 immediate supervisors rated 143 subordinates), multilevel structural equation modeling analyses within Mplus were conducted to test the proposed model.

The results support the proposed moderated mediation effect and indicate that perceived overqualification is positively related to extra effort on a condition that there is either strong desire for higher workplace status or more developmental job opportunities. The extra effort will subsequently lead to more altruistic helping behavior.

Based on the findings of this paper, human resource managers should consider the job applicant’s desire for workplace status and the organizational context the employer can provide when hiring overqualified employees. Second, organizations should carefully conduct job design to improve overqualified employees’ on-the-job developmental experiences. Third, training programs should be conducted to help satisfy needs and improve workplace status of overqualified employees, so that they can exert extra job effort and engage in pro-organizational behaviors.

Drawing on motivation–opportunity–ability theory, this paper extends the limited understanding of important boundary conditions under which perceived overqualification can be beneficial. The findings add to the knowledge on extant literature by identifying altruistic helping behavior as a new outcome of perceived overqualification.

The results of this study suggest that self‐reported leadership styles of female accountants differ somewhat from the leadership styles reported by male accountants. Females are more likely than males to indicate that they use an interactive style of management called transformational leadership. This leadership style was found to be correlated with several management skills associated with success. Female accountants reported somewhat higher perceived effectiveness on two of these management skills: coaching and developing and communicating. The findings also suggest that female accountants receive more developmental opportunities than do their male colleagues.

I begin by examining some ways in which organisations have attempted to improve their recruitment and selection procedures to minimise bias and unfair discrimination, and focus on the assessment centre as a potentially useful technique in this respect, especially for managerial selection. I go on to examine the assessment centre in more detail, including its origins, construction and uses, before discussing the strong evidence for its validity as a selection and assessment procedure. I then describe some recent British innovations in assessment centre design and practice, especially in its use for management and organisation development purposes, before discussing some of my own recent research, in collaboration with Ivan Robertson and Usha Rout, on participants' attitudes towards the use of assessment centres for selection and development purposes, including gender differences in attitudes.

Drawing upon the conservation of resources (COR) theory, this study examined the relationship between organizational developmental human resource (HR) practices and employees' commitment to the organizational career (COC), while considering the mediating role of psychological availability and the moderating effects of links and fit.

A hierarchical linear modeling analysis was conducted to analyze the data from a 3-wave time-lagged study with 394 employees and 65 supervisors in ten Chinese firms.

The study's findings suggest that organizational developmental HR practices have a positive and indirect impact on employees' COC, with psychological availability serving as a mediator. The indirect effects were stronger for employees with stronger links and better fit.

This study provides managers with guidelines to improve employees' COC. Managers should also focus on supporting employees' psychological resources. Furthermore, organizations should be aware that employees with varying levels of links and fit may respond differently to psychological availability.

The study offers a new understanding of how and under what conditions organizational developmental HR practices can increase employees' COC. It also highlights the role of psychological availability as the psychological mechanism mediating this relationship and adds to the limited literature on the potential positive impact of strong links and fit.

The employee selection process has generally focused on the near‐term performance potential of internal candidates in filling vacant positions. This research addresses the potential influence of adding a career development emphasis to the employee transfer decision process. In a career‐focused transfer process the applicants' individual career development needs and growth opportunities are a key basis for internal selection decisions.

Using web‐based survey methodology, a US financial services firm is used to evaluate the relationship between the use of career‐focused employee transfer criteria and key employee attitudes.

The study finds that the use of career‐focused processes are positively related to employees' developmental opportunity satisfaction and perceived support for career development. Regression analyses finds that these two attitudes mediate the positive relationship between the use of career‐focused transfer criteria and perceived organization support (POS). Other research efforts (e.g. Allen and Shore) have linked POS to a variety of positive outcomes, including lower employee turnover. Past research, however, has not considered how specific human resource practices can be the basis for the development of key attitudes.

This research – while limited due to it cross‐sectional methodology – builds on that stream of research by focuses on the design of the employee transfer process and how it can be a key practice for achieving a developmental focus and associated benefits.

The results suggest that focusing on performance potential of applicants and career‐focused criteria are not necessarily antagonistic but can be used jointly to make internal selection decisions.

The purpose of this paper is to examine the applicability of Prochaska and colleagues' “stages of change model,” which has generated substantial support in the therapeutic literature as a useful framework for understanding the dynamics of motivation to change problem behaviors, in a leadership development context.

A group of over 70 supervisors/managers was studied over a period of nine months as they participated in a company‐sponsored leadership development effort.

Results provide initial evidence that the stages of change model has the potential for being reliably and validly assessed in a leadership development context. Participants' stage scores related in meaningful ways to relevant criteria such as job attitudes, perceptions of personal leadership areas needing improvement, and evaluations of actual development module content and presentation over a nine‐month period.

Participants were drawn from only one organization and this was the first major leadership development effort undertaken by this organization.

Study results provide support for the appropriateness of applying the stages of change model and its measurement in a leadership development context. Results demonstrate that the stages of change model appears to offer useful and pragmatic insight into motivation to learn and on improving the effectiveness of leadership development activities.

The present study is unique in that makes use of a stages of change model to empirically examine differential patterns of relationships between participants' stages of change and their organizational attitudes, leadership developmental needs, and longitudinal reactions to the development effort.

Purpose – This paper seeks to examine the relationship between individuals' developmental mentoring networks and a subjective career outcome, clarity of professional identity. How developmental network characteristics are related to professional identity over time is explored. Design/methodology/approach – This is a three‐wave, longitudinal survey study, covering a five‐year span (1996‐2001). The participants (n=136), full‐time MBA students at the inception of the study, provided complete developmental network data on each survey. The relationships between clarity of professional identity and three different measures of developmental network density were explored: early‐career density; general density; and density dynamics (e.g. the change in density over time). Findings – Developmental network density, which reflects the professional identity exploration process, is negatively related to clarity of professional identity. Research limitations/implications – The study is limited by the use of graduating MBA students from a single, top‐20 business school as participants. Practical implications – The findings suggest that people might be able to improve their careers through changing their developmental networks, particularly during their early‐career years. Originality/value – This paper provides novel insights to the mentoring, identity, and careers literatures. Given the previously uncharted territory of understanding the dynamics of developmental networks and its relationship to career outcomes, this study opens avenues for future research, while also answering questions about developmental networks and the ways they function over time.

The subject of Management Development alone must be thought of as a misnomer in contemporary industrial society. Certainly for the future Human Resource Development probably better describes what the business must be about than simply Management Development. Having said that, however, there is an element of uniqueness attached to management development in the future, which separates it from its current activities of developing its human resources in order to make the maximum use of their contribution and capacity. It is this unique element for which there is a special need: that of developing in some people — call them success‐orientated managers — the finest qualities of leadership relevant to the work environment. This will bring real achievement to organisations, and reverse the trend away from the bureaucratic, self‐perpetuating and self‐protecting managers we know so well today.

The changing landscape that leaders face demands an evolution of leadership development that not only builds skills but also grows a leader’s capacity to effectively respond to and manage an ambiguous, uncertain and changing future. Based on adult development theory, we explore the nuanced difference of leadership development through two distinct, but equally useful lenses: horizontal and vertical leadership development. We examined the state of leadership development practice across fifteen large organizations and present differences in how six common leadership development practices including assessments, individual development plans, expert knowledge sharing, mentorship, coaching, and experiential opportunities were used in a more traditional skill-building way, and how principles of vertical development were incorporated. We conclude with specific practical approaches to modify traditional practices to meet emerging needs.