Search results

Drawing on the work as calling theory, the purpose of this study is to explore how and when career calling promotes taking charge by focusing on the mediating effects of work meaningfulness and felt obligation and the moderating role of family-friendly human resource practice (FF-HRP).

The authors collected data from 293 supervisor–employee dyads at three time points in southeastern China. Path analysis and bootstrap method were used for hypothesis testing.

Employees' perceived career calling positively affected taking charge through work meaningfulness and felt obligation. The positive effects of career calling on work meaningfulness and felt obligation as well as the indirect effect of career calling on taking charge are stronger when employees perceive high levels of FF-HRP.

Organizational interventions should be designed to enhance employees' sense of calling, and the organization should inspire employees to take charge by awakening their perception of work meaningfulness and obligation. Moreover, FF-HRP should be implemented as a form of organizational support.

This research identifies work meaningfulness and felt obligation as mediators that link career calling to taking charge and reveals the role of FF-HRP in amplifying the positive impact of career calling.

The purpose of this paper is to examine the effects of China's official household residential status (hukou) on perceived human resource management (HRM) practices, perceived organizational justice (POJ) and its moderation of the relationship between them.

The data for the study were collected from 775 employees in 36 companies in China. Missing data analysis was conducted in order to identify the pattern associated with personal demographic variables. A one-way between-groups MANOVA was performed to investigate hukou differences in the perceptions of HRM practices and POJ. Confirmative factor analysis was conducted on POJ's three-factor measurement model to examine the distinctiveness of the study variables.

Employees registered as agricultural, i.e. rural, hukou, who have migrated to and found employment in urban areas, perceive HRM practices and distributive and procedural justice less favourably than do non-agricultural, i.e. urban, hukou. It also finds that hukou status moderates the effect of HRM on POJ. The findings therefore are that HRM that differentiates rural hukou and urban hukou results in different impressions of their employing organizations, and that hukou status changes the strengths of the relationship between HRM and employees' perceived fairness in their organizations.

The use of the single data source is more likely to result in common method variance which may bias the strength of the relationships that this study proposed. Moreover, this study contributes to the literature with regard to the moderating effects of personal demographic variables on the relationship between organizational policies and POJ, but hukou is the only personal variable examined and therefore the generalisation of the study's findings may be limited. Future research should examine the moderating effects of other personal factors.

The moderating effect of personal demographic variables has been constantly examined in management and psychology research, but with a focus on employees' work attitudes and behaviour. For example, gender was found to moderate the relationship between organizational commitment and turnover intention. The extent to which personal demographic variables might moderate the relationship between organizational policies and POJ has not hitherto been examined. This study fills this void.

This study seeks to examine the contents and the nature of the academic psychological contract. It aims to explore to what extent the contract has been fulfilled and the impact of demographic variables on the contract and its fulfilment.

Data for the study were collected through a survey of 280 academic staff of a middle‐ranked Australian university. To identify the contents of the academic psychological contract, three focus groups, each comprising eight academic staff, were conducted in three schools. The ordered probit model was employed to explore the impacts of various demographic variables.

The elements of the academic psychological contract to a certain extent differ from that of the contracts of other professions. Also, the academic psychological contract is more transactional than relational in character. Overall, the academic psychological contract has been fulfilled at the low level.

The study contributes to the debate on the different interpretation of employer obligations and their fulfilment between research‐oriented and teaching‐oriented academics. Exploring the psychological contract from both employee and employer perspectives will assist in the understanding of mutual expectations. Further research should involve a wide range of universities and make comparisons across national boundaries.

Some items, such as ensuring a safe workplace, the provision of adequate resources to do work, the provision of equal and competitive pay, fair promotion, consultation and recognition of skills and talents, ranked considerably higher than others and should, therefore, be given priority over others. More support should be provided to young, research‐oriented academics who are enthusiastic about research, but mobile and marketable in order to develop university sustainability.

The study contributes to the literature by arguing that the contents and the perceived significance of the academic psychological contract are to a certain extent different from those of the contracts in other sectors.

The purpose of this paper is to analyze how differences in strategic integration between women and men in HR director positions vary in an international comparison and particularly how gender‐egalitarian cultural values influence the level of these differences.

Cross‐country comparison of HR managers involving 22 countries based on the 2004 Cranet survey.

Consistent with the hypothesis, findings show a negative relationship between gender‐egalitarian values and sex differences in strategic integration.

Enhanced understanding of impact of cultural egalitarianism on cross‐national differences in segregation of women in the HR profession.

Level of segregation of women in HR director positions varies with the prevalence of gender‐egalitarian cultural values.

The purpose of this paper is to review data from 1.4 million people who completed personality, attitude, psychopathology, or behavior scales between the 1930s and the present and to discuss how those differences may impact today's workplace.

The data are gathered from research reports using psychological scales over the last eight decades, primarily those using college student samples.

Generation Me (sometimes called Gen Y or Millennials) demonstrates higher self‐esteem, narcissism, anxiety, and depression; lower need for social approval; more external locus of control; and women with more agentic traits.

Managers should expect to see more employees with unrealistically high expectations, a high need for praise, difficulty with criticism, an increase in creativity demands, job‐hopping, ethics scandals, casual dress, and shifting workplace norms for women. Organizations can respond to these changes with accommodations (e.g. praise programs) or with counter pressure (e.g. dress codes), and it is imperative that managers consider the best reaction for their workforce.

Most studies of generations interview workers at one time; thus any differences could be due to age or generation. Many of these reports are also based on subjective opinions and perceptions. In contrast, the paper reviews quantitative data on generational differences controlling for age. This empirically based look at generations in the workplace should be useful to managers and workers.

This paper aims to establish to what extent family-friendly practices and high-performance work practices are positively related to work–family balance and to identify the role played by job satisfaction and working hours as mediators of this relationship

We use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. To test the mediation mechanism implied by our hypotheses, we follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit and regression models were estimated in the analysis.

The results show that, in general, family-friendly practices and high-performance work practices increase work–family balance and that these positive relationships are partially mediated by job satisfaction and working hours. While both family-friendly practices and high-performance work practices increase job satisfaction, only the first increase working hours. Moreover, job satisfaction increases work–family balance, while working hours reduces it. The net effect of these opposing forces on work–family balance is positive.

The use of secondary data posits some constraints, such as the type of measures and the failure to control for a higher number of family-friendly practices and high-performance work practices. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction.

Managers should implement family-friendly practices and high-performance work practices, as, in general, they increase work–family balance. A significant portion of this positive effect is channeled through job satisfaction and working hours.

The paper contributes to understanding the relationship between different subsets of human-resources management practices and work–family balance, proposing a model that aims to disentangle the mediating mechanisms through which this relationship occurs.

The learning objectives to be drawn from the case are to evaluate the various biases that women face in organisational life, understand the challenges facing women at all organisational levels, understand the importance of adopting a proactive approach to change perceptions and discriminatory behaviours and processes and appreciate the role that an inclusive culture within an organisation can play in advancing and championing women’s progression to senior management roles.

The case highlights the challenges facing women in leadership positions in emerging economies and societies in transition like South Africa and explores the role that gender plays in the world of work. It focuses on the dilemmas faced by Alison Bourne, newly promoted to the CEO role at Bergmann Engineering Works (SA).The case shows that, despite the positive contribution resulting from the inclusion of women in organisations, women experience a multitude of obstacles. Some of the limitations highlight that women must work even harder to be perceived as legitimate leaders. These challenges come about despite research showing that the inclusion of women in the workforce improves company performance, enriches the knowledge base and improves the decision-making quality of company boards.

Postgraduate business students at the master’s level.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 6: Human Resource Management

The objective of this research is to analyse the affective organizational commitment in cooperatives in Ecuador. This was done by adapting and testing a measurement scale based on the one-dimensional model proposed by Porter.

Field work was carried out, with a structured questionnaire being given to a significant sample of workers in Ecuadorian cooperatives (2,499 employees and heads of department). The scale was adapted through a structural equation model.

The results show that the adaptation of the measuring scale for affective organizational commitment using a one-dimensional vision is consistent for the cooperative sector. In addition, the analysis of the socio-demographic variables and the work position show that some of them have a statistically significant relationship with organizational commitment.

The proposed scale can contribute to the management of human capital in cooperatives in Ecuador. It can also be used as a tool to support the national agency in charge of the cooperative sector in this country (Superintendencia de Economía Popular y Solidaria, “Superintendency of Popular and Solidarity Economy”). By applying this tool, social economy organizations in Ecuador can measure the level of their employees' affective commitment with the institution they work in. Using the results, the people in charge and the leaders of the organization shall be able to introduce strategies to develop this organizational variable that is crucial for the proper management of human resources and, therefore, to help to obtain the institutional purposes.

This research project presents a measuring tool that can discover the unique features of the cooperative sector in a developing country such as Ecuador as it provides a special framework for managing human resources in this sector. Additionally, in a cooperative organization many employees have different roles in the same company. This tool can be adapted for other kinds of cooperatives with different activities (financial and non-financial activities) in different sectors.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.