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There is reason to believe that an ethically minded approach to hiring and the development of an ethical context should be associated with incremental decreases in employees’ perceptions of ethical conflict. It is also likely that the selection of ethical employees, and the reduced ethical conflict that follows, are positively related to employees’ positive work attitudes. The purpose of this paper is to test these relationships.

Using a self-report questionnaire, information was collected from 187 employees working for a medium-sized financial services organization with offices located primarily in the Midwestern USA.

Results of structural equation modeling indicated that employees’ perceptions of ethics-related selection were negatively related to perceived ethical conflict, and that reduced ethical conflict and enhanced ethics-related selection were associated with an increased positive work attitude, which was comprised of job satisfaction, an intention to stay, and organizational commitment.

The results cannot prove causal association between the constructs, and the use of one focal firm limits generalizability.

Organizational leaders and HR professionals should develop ethics-based hiring practices to reduce ethical conflict and strengthen a company's ethical context.

This investigation is relevant because strong relationships among ethics-related hiring, ethical conflict, and positive work attitudes would suggest that companies must use ethical selection criteria and maintain an ethical culture/climate that meets or exceeds employees’ expectations about ethics. Furthermore, this study adds to the relatively few published works exploring the relationship between ethical conflict and work attitudes.

Past research has found employee ownership to be linked to better attitudes and behaviors. We investigate three possible mechanisms: (a) a selection effect – employees who buy stock in their own company may have better attitudes to begin with; (b) a status effect – employees who have any amount of employee ownership may have better attitudes; and (c) a size of stake effect – employee attitudes and behaviors may be influenced by the size of their employee ownership stake. We used a rich database of over 40,000 employee surveys from one large multinational company and 13 other companies. We find some support for all three mechanisms. Selection effects are indicated by several positive relationships between attitudes and stock that is bought by the employees rather than being granted by the employer. Status and size of stake effects are indicated by several positive relationships between attitudes and stock that is granted by the employer, particularly when the employee ownership is accompanied by high-performance work policies. While dividing employee ownership into bought or granted stock sheds light on the selection issue, the data are cross-sectional so selection and causality cannot be firmly established. There is need for further research on selection versus causality in examining the effects of employee ownership. The results indicate that companies may improve employee attitudes and behaviors of people by granting them stock and by having opportunities for employees to purchase stock. Even the results pointing to selection effects, however, can be important for companies, since offering stock ownership opportunities to employees may be an effective way to identify which employees are most committed to the firm and are likely to become good corporate citizens.

Over the past decade, the rapid evolution of social media has impacted the field of human resource management in numerous ways. In response, scholars and practitioners have sought to begin an investigation of the myriad of ways that social media impacts organizations. To date, research evidence on a range of HR-related topics are just beginning to emerge, but are scattered across a range of diverse literatures. The principal aim of this chapter is to review the current literature on the study of social media in HRM and to integrate these disparate emerging literatures. During our review, we discuss the existent research, describe the theoretical foundations of such work, and summarize key research findings and themes into a coherent social media framework relevant to HRM. Finally, we offer recommendations for future work that can enhance knowledge of social media’s impact in organizations.

The strength-based approach is promulgated as a management practice that improves individual productivity and performance. This study's purpose is to explore the prospective applicability of the strengths-based approach to managing and developing employees in small businesses. The study focuses on four domains of practice: selection, training, performance evaluation and task assignment.

The study employed semi-structured, face-to-face interviews to obtain data. The units of analysis were managers and employees of small businesses. Eleven managers and 19 employees were interviewed. Data analysis involved thematic analysis with the NVivo 12 software program.

First, the small businesses used a strengths-based approach for employee selection during employees' temporary status of employment and in employee task assignment. However, managers did not employ a strengths-based approach to employee selection during selection interviews, training or performance evaluations. Second, the managers perceived strengths identification as a difficult task. Based on personal observations, they perceived employees' positive character traits, job-related skills and work-related efficiency as employee strengths.

This study informs managers about a potential alternative to the traditional weakness-based management practice. The findings and conceptual arguments suggest that a strengths-based approach can provide a cost-effective alternative to the resource-intensive approaches commonly employed to enhance employee productivity and performance.

The study provides the first empirical evidence on the prospective applicability of the strengths-based approach to small businesses and explores conceptually the suitability of the said approach to this context.

The social media (SM) engagement framework consists of dimensions of employee privacy expectations and organizations' social media orientation. Further, the social media privacy orientation model provides better understanding of complexities of selection and retention created by the social media landscape.

Organizations are increasingly seeking talent to support burgeoning social media strategies. Qualified employees may be expected to have related professional experience and an active personal social media presence. In contrast to this evolving demand, prevailing guidelines suggest applicants minimize their social media activity altogether. These restrictive guidelines may be better suited for organizations that prefer or require high levels of discretion on social media given the differing engagement expectations across firms and among individuals.

How the congruence between an employee's expectations of privacy on SM and the organization's expectation of employees' SM usage affects applicant attraction to organizations and employee retention is outlined. Propositions are offered to foster research in this area.

Social media congruence is an important consideration for human resource (HR) policies and associated training.

Public policies toward the use of social media in recruitment and privacy should consider social media congruence.

The model advanced in the paper provides organizations and applicants with a stronger understanding of the complexities surrounding the use of SM in selection and retention decisions.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-05-2021-0260

The purpose of this paper is to establish the impact of human resource (HR) practices on organizational performance and moderating effect of Islamic principles on the impact in Pakistani business organizations. It aims at finding efficacy of HR practices as well as the role of Islamic teachings in business.

Five broad categories of HR practices: selection, training, compensation, performance appraisal and employee participation, have been taken as independent variables and their impact has been assessed on organizational performance: dependent variable, keeping the application of the Islamic principles as moderating variable. Data were collected from employees of mobile telecommunication service providers operating in Pakistan through a questionnaire based on a 5-point Likert scale and then analyzed in SPSS.

HR practices, including selection, training, compensation, performance appraisal and employee participation, have been found to be significantly and positively related to organizational performance. Moderation by the application of Islamic principles was observed to be positive. Its magnitude generally displayed decreasing trend with an increase in level of application.

Measurement of Islamic work ethics and organizational performance has been unidirectional, gauged only on the basis of employees’ judgment. Inclusion of organizational and market data in future studies will add to the value of the outcome. Understudy business organizations grudgingly provided required information, in spite of personal connections and liaison, because of their organizational policies, commitments and limited concern with the research. Lists of employees were not shared with the researchers, which left only the option of convenient sampling. More reliable sampling techniques are recommended for future research on the subject. Moreover, the sampling frame was limited to the province of Punjab because of shortage of resources. Future research on the subject is suggested to have a broader base, including organizations interested to participate in the exercise of research.

Outcome of the study will provide useful guidelines to the business organizations by clarifying whether business is a religion-neutral affair or not. It is also expected to provide a line of thought for self-assessment and improvement. The concept of maximization of profit for a business organization can be evolved to a win–win arrangement by the maximization of benefit for all stakeholders. This is a logical and certain outcome once a business organization takes care of its employees, society, environment and, definitely, its shareholders.

A few studies exist on human resource management in Islamic as well as Pakistani context; however, the role of the religion and its contribution toward organizational performance has not been amply crystallized. This is just an endeavor in hitherto less frequented direction.

Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

The existing literature on the recruitment and selection process in Sub-Saharan African (SSA) context has not sufficiently revealed inherent challenges. The purpose of this paper is to examine managers’ perceptions of employee resourcing in Nigeria.

This paper uses qualitative data which were generated from the semi-structured interviews of 61 managers across the six geo-political zones of Nigeria.

The paper finds that in addition to the Federal Character Principle and the Quota System Policy, favouritism, ethnicity, age and gender discrimination, as well as corruption significantly inhibit the recruitment and selection process in Nigeria. Consequently, the ability to hire the best workers to improve competitiveness is also inadvertently hampered.

The paper shows that the institutional and cultural variations in SSA require a nuanced approach in the recruitment and selection process in order to enhance organisational competitiveness.

The institutional and cultural variations in SSA require a nuanced approach in the recruitment and selection process in order to enhanced organisational competitiveness.