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The purpose of this paper is to explore the mechanisms by which high-commitment organization is associated with employees’ job performance through the perspective of taking charge and the perceived strength of the human resource management (HRM) system.

Based on conservation of resources (COR) theory, the authors used two-wave survey data from 200 supervisor-subordinates pairs in China. This study uses hierarchical linear regression and bootstrapping method to analyze the mediated moderation effect.

The authors found that perceived high-commitment organization and perceived strength of the HRM system interact in predicting employees’ taking charge behavior, such that perceived high-commitment organization is more positively associated with taking charge when the perceived strength of the HRM system is high rather than low. In addition, taking charge mediates the relationship between interactive effects of perceived high-commitment organization and the perceived strength of the HRM system on employees’ job performance.

This study extended the high-commitment organization from the perspective of individual perception based on the COR theory and regard perceived high-commitment organization as an organizational resource.

The recruitment of young, “green” workers has long been recognised as a defining characteristic of the greenfield site. Extends understanding of how person‐centred recruitment, with its emphasis on employee acceptability, disadvantages the older greenfield applicant. Whether it be a new high commitment or customer service site, worker age is shown to combine with the conventional recruitment criteria of skill, class and gender to constitute an excluded labour segment. In its superior capacity to shape workforce composition, greenfield person‐centred recruitment is shown to be important to understanding the ways in which managerial control is pursued and exercised more widely than within the labour process. Leopold and Hallier’s framework of greenfield types is also modified to encompass new customer service sites where acceptability recruitment is critical to greenfield employers’ labour relations strategies. Concludes that person‐centred recruitment should be studied as a critical feature of greenfield workplace politics and practices.

The purpose of this paper is to explore the relationship between employees' perceptions of a particular subsystem of HRM practices (performance management) and their commitment to the organisation. In addition, the study seeks to examine the mechanisms by which these perceptions translate into employee attitudes and behaviours.

A total of 524 questionnaire responses were collected from four organisations in the UK.

The findings show that the link between employee experiences of high commitment performance management (HCPM) practices and their level of commitment is strongly mediated by related perceptions of organisational justice. In addition, the level of employee trust in the organisation is a significant moderator.

This is a cross‐sectional study based on self‐report data, which limits the reliability of the findings. The findings may also be specific to a particular context. However, the results by company support their generalisability.

The findings lead one to believe that it is essential to observe the actual experiences of HCPM practices and outcomes at employee level, and to consider the broader organisational context, if one is to understand their effects on performance.

When exploring the impact of high commitment work practices on firm performance, little attention has been paid to the employee perspective: employees ultimately are the recipients of an organisation's HRM practices, and as such their perceptions of these practices affect their attitudes and behaviour in the workplace.

Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper aims to discuss this issue.

This study uses social exchange theory, strategic human resource (HR) management theory and stakeholder theory to examine the relationship between work–life programmes and organisational outcomes, using three performance measures: perceived organisational performance, financial performance and corporate social responsibility (CSR). It also investigates the moderating effect of HR systems on the work–life programmes–performance relationship. The hypotheses were tested in 192 organisations in Australia, using data from an HR manager survey and archival databases.

The findings support the hypotheses that work–life programmes are positively associated with all three measures of performance. The results partially support the moderating effect of HR systems on the relationship between work–life programmes and perceived organisational performance.

This study provides pioneering evidence for the moderating effect of HR system on the work–life programme–performance relationship. It also includes the rarely studied CSR as an outcome of work–life programmes.

This research examines how job seekers' levels of harmonious work passion (HWP) and obsessive work passion (OWP) affect the importance job seekers place upon job and organizational elements in recruiting messages.

Employees who had recently completed job searches read multiple recruiting messages and ranked the importance of different elements in the messages.

General linear modeling found statistical differences between the importance of recruiting message elements for participants with varying levels of HWP and OWP.

The participants were information technology, engineering and human resource professionals limiting the generalizability of these results to other professions.

Recruiters should vary the information in their recruiting messages depending on the levels of HWP and OWP they want to attract to their applicant pools.

This research adds harmonious and obsessive work passion to the constructs considered in the recruiting message development process.

This paper aims to address the nature of docility in organizations, its practical role in attention scarcity and knowledge diffusion in complex organizations and the management implications for organizational learning and innovation to improve knowledge management.

This paper examines knowledge organizations from the perspective of human resource strategies, their role in information abundance and attention scarcity and techniques to enhance docility mechanisms at different levels of the organization to increase innovation and performance.

This paper, in reviewing the organization literature on attention scarcity, addresses the shortage of studies linking the need for docility – the desire to learn from workers and the desire to teach – in personnel practices of knowledge firms, where intense social interaction, social feedback and social learning are the norms.

Knowledge management – scanning, creation, coordination, interpreting, transfer and integration – may well be the basis of competitive advantage, based on human resource strategies to mobilize explicit and tacit knowledge via docility mechanisms, including mentoring, teamwork, coaching and deep collaboration.

Decades ago, Herbert A. Simon introduced this new concept, docility, which is now central to knowledge organizations that face information abundance and attention scarcity. Knowledge organizations require tools of docility to align human resource strategies to both strategic management and operational functions to enhance teaching and learning in design structures that are time-constrained.

This paper contends that diverse value systems that lead people to sympathize with their own groups in some cases and with other people’s groups in other cases can serve to reduce opportunistic behavior in organizations. In particular, it is useful for an organization to have people who espouse an “innovationist” perspective that supports reduction in hierarchy and economic disparities along with flexibility and change in work conditions. It is also useful to have people who espouse an opposing “traditionalist” perspective that supports hierarchy and inequality along with clear rules and stability in work conditions.

This paper examines a data set that has its origins in European Social Fund Objective 4 financed training programmes in small‐ to medium‐sized enterprises (SMEs) in Britain to examine the extent to which three different personal development outcomes are attributable to different types of skills acquired during the training process. The three outcomes in question are: whether an individual gains more confidence at the workplace; whether an individual obtains a qualification; and whether an individual quits the company at which the training took place. To the extent that it is possible to isolate one skill dimension from an inherently multi‐dimensional bundle, it is observed that some of these skill dimensions have important, if sometimes different, impacts on the likelihood that the outcome in question occurs.

Examines the effects of demographic characteristics (gender and marital status), work‐related attitudes (organizational commitment and job security), support factors, and perceived advantages and disadvantages of teleworking to individuals and organizations on individuals’ attitudes towards teleworking. Respondents consist of information technology (IT) professionals. Results suggest that married individuals and those who perceived more advantages accruing from teleworking either to themselves or to their organizations, reported a more favourable attitude towards teleworking. Individuals with high levels of job insecurity and those who perceived more disadvantages accruing from teleworking to themselves or to their organizations reported a less favourable attitude towards teleworking. Contrary to initial prediction, organizational commitment was found to be negatively associated with attitude towards teleworking as a work option. Findings of this study also revealed that men and women did not differ in their attitude towards teleworking. In addition, support from supervisor and work colleagues did not emerge as a significant predictor of attitude towards teleworking. Implications of the findings are discussed.

The purpose of this study is to understand how perceived vulnerability reduces consumers’ willingness to utilize services offered by nonprofit organizations (NPOs).

Three online surveys were conducted across two research contexts to test the proposed model. Hayes’ PROCESS was used to analyze the data.

Perceived vulnerability decreases the perception of relational benefits, which in turn decrease consumers’ commitment to NPOs. Reduced commitment lessens consumers’ willingness to cooperate and acquiesce to organizations’ recommendations. Risk aversion and cognitive ability mediate the relationship between perceived vulnerability and perceived relational benefits.

The findings uncover mechanisms through which perceived vulnerability influences perceived relational benefits, contributing to the understanding of behaviors of consumers that perceive vulnerable. This paper does not manipulate consumers’ perceived vulnerability but only measures their perceived vulnerability, limiting the explanatory power of causal relationships between perceived vulnerability and perceived relational benefits.

This study can provide some insight for NPOs about how to better serve their target population. To increase willingness to utilize service offerings, NPOs should decrease their perceived risks of new services.

This paper clarifies why consumers that perceive vulnerability are not willing to deploy the NPOs’ services which could improve their situation by demonstrating that cognitive ability and risk aversion mediate the relationship between perceived vulnerability and perceived relational benefits.