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The purpose of this paper is to examine the association between organizational downsizing and the extent to which organizations are engaging in human resource practices tailored to the needs of older workers (Study 1) and are providing a supportive training and development climate for older workers (Study 2).

Study 1 data were obtained from 449 employed individuals aged 50 to 68 years. Study 2 data were obtained from 395 employed individuals aged 50 to 70 years. Respondents were from a broad cross‐section of occupations and organizations across Canada.

Respondents in downsized organizations indicated that their organizations were significantly less likely to be engaging in human resource practices tailored to older workers and that their organizations had a less supportive training and development climate than their counterparts whose organizations had not downsized.

The findings are based on older workers' perceptions of organizational practices, which may or may not be an accurate reflection of what organizations actually have in place.

Organizations, especially those that have downsized, will be at a disadvantage if they continue to ignore the needs of older workers. Employers will have to change how they view older workers and put in place organizational practices geared to older workers such as those examined in the paper. Ensuring that older workers have the requisite skills and competencies to extend their working lives may require government involvement.

The paper illustrates that downsizing is detrimental to organizational practices that the aging workforce literature identifies as especially important to older workers.

Universities need to manage their knowledge assets, and, to work creatively to maximize the enablers and minimize the barriers associated with knowledge management processes. This research offers a comparative perspective on knowledge management in universities in two countries whose university sectors are at different stages of their development, South Africa and Mauritius.

Semi-structured interviews were conducted with expert informants from 10 high-ranking universities in Mauritius and South Africa, who held senior roles in research and its management within their respective universities

Both enablers and barriers (eandb) were evident in relation to: strategies and policies, organizational structures, rewards and incentives, culture, technology, leadership, human resources, resources and funding, and university-industry linkages, although the significance of these eandbs varied between the three knowledge processes, knowledge creation, knowledge sharing and knowledge transfer. Overall, Mauritius, with a less developed university sector, faced more challenges in respect of knowledge management than did South Africa.

This study's theoretical contribution is a holistic framework for enabling KM in universities on the basis of a mapping between KM eandb's and KM processes. This comparative country level study, embracing a number of universities, offers insights into national policy, and cultural expectations that influence the extent and nature of barriers and enablers to effective KM. The insights offered by this study will be valuable for Mauritius and South Africa, and also for universities in other countries.

Salesperson’s actions are critical in helping the firm develop customer value orientation and long-term relationship with profitable customers to achieve sustainable sales growth and profitability over time. The purpose of this paper is to examine the salespeople and service executives’ perceptions about the relevance of some human resource management variables and employees’ attitudes as key factors to develop a company’s customer value orientation. The authors tested whether the perceptions of role ambiguity, incentives policy and provided training (PT) had an impact on job involvement (JI), job satisfaction (JS), and consequently, on customer value orientation.

Research design was nested with data from 327 executives from medium and upper positions in Chilean companies.

The results show that while the perception of role ambiguity had an indirect negative impact on customer value orientation through JI, perception of PT level had a direct impact over and above the other variables.

JS and JI are attitudinal variables, which companies try to encourage in their employees through different human resources, practices. Incentives and training are ways to develop favorable employees’ attitudes and improve their customer value orientation. With the research, companies could invest their resources in better and more effective practices to generate favorable attitudes toward customer value orientation.

Through structural equation modeling, the model shows the relevance in the perception of sales executives about the relationship of employees’ JI and customer value orientation. This commands to open the view of the customer value orientation management to include other attitudinal variables as JI.

The purpose of this paper is to investigate the influence of national culture on the adoption of four different incentive pay bundles (incentive maximizer, contingent rewarder, profit rewarder, and incentive minimizer) using GLOBE national culture dimensions in 14 countries. It uses incentive pay bundles derived by Prince et al. (2016).

The study adopted multilevel random-intercept logistic modeling using firm incentive practice usage from the CRANET database and country culture scores from the GLOBE study.

Evidence suggests that in-group collectivism is associated with increased use of the incentive maximizer approach, in which firms use a combination of high levels of individual, team, and profit sharing incentives, and decreased use of the incentive minimizer approach (where firms minimally employ incentives) and the individual and team bonus focused contingent rewarder configuration. Higher uncertainty avoidance is linked to increased use of the profit rewarder approach (where only profit sharing is emphasized) and decreased use of the contingent rewarder approach. Performance-orientation cultures appear to support using the incentive maximizer and avoiding the incentive minimizer bundles.

This study investigates incentive practice bundles that firms use verses separate analysis of practices and use the GLOBE culture metrics. It utilizes multilevel modeling, which has been lacking in past studies of culture and incentives.

This paper aims to investigate the differences in the mediating roles of trust and knowledge sharing (formal vs informal) in the process by which training and incentives influence organizational performance (sales increase and labor productivity).

The data from an online survey of Senior Managers from 119 firms in Hong Kong’s clothing industry (HKCI) was analyzed using SmartPLS software.

Trust has a stronger mediating impact in the effects of incentives (vs training) on both formal and informal knowledge sharing. Informal (vs formal) knowledge sharing has a stronger mediating impact in the effects of trust on sales increase and labor productivity.

Future research may consider different dimensions such as knowledge donating and collecting behaviors, as well as motives, such as self-enjoyment, reciprocity or social interaction ties to study knowledge sharing behavior.

This study shows that incentives are more likely than training to help build a trusting environment in an organization and that informal knowledge sharing has a stronger influence on organizational performance than formal knowledge sharing.

The study’s distinctive contribution is the under-researched context of HKCI for investigating the mediating effects of trust and formal and informal knowledge sharing between ability and motivational practices on performance.

Based on an empirical study, proposes requirements for and measures of the formation of internal incentive systems as instruments for internal innovation management. Uses the knowledge of experience of individuals taking an active part in innovation for the formulation of such proposals. The necessity for the implementation of integrated incentive systems, which allow for material fundamental demands beyond those peculiar to individual career expectations, becomes obvious.

Retention of medical doctors and nurses in remote and rural areas is a key issue in India. The purpose of this paper is to assess the relevant policies and provisions with respect to health care professionals, aiming to develop feasible retention strategies in rural areas of Odisha state of India.

The study employed documentary review and key informant interviews with policy elites (health planners, policy maker, researchers, etc.). The document review included published and unpublished reports, policy notifications and articles on human resources for health (HRH) in Odisha and similar settings. Throughout the study, the authors adapted World Health Organization’s framework to study policies relevant to HRH retention in rural areas. The adapted framework comprised of the four policy domains, education, regulation, financial incentives, professional and personal support, and 16 recommendations.

In Odisha, the district quota system for admission is not practiced; however, students from special tribal and caste (Scheduled Tribe and Scheduled Caste) communities, Socially and Educationally Backward Classes of citizens, and Persons with Disabilities have some allocated quota to study medicine and nursing. Medical education has a provision of community placement in rural hospitals. In government jobs, the newly recruited medical doctors serve a minimum of three years in rural areas. Doctors are given with location-based incentives to work in remote and difficult areas. The government has career development, deployment, and promotion avenues for doctors and nurses; however, these provisions are not implemented effectively.

The government could address the rural retention problems, as illustrated in the study and put in place the most effective policies and provisions toward recruitment, deployment and attraction of HRH in remote and rural areas. At the same time, implementation HRH strategies and activities must be rigorously monitored and evaluated effectively.

The purpose of this paper is to measure the effect of aligning HR practices horizontally and vertically to support organizational strategic goals.

Hypotheses were tested using 85,840 employees’ responses collected from a single, large public organization’s annual employee survey. Factor analysis with principal axis factoring and varimax rotation was used to confirm the variables being studied. The relationships were analyzed using ordered logistic regression.

Results suggest that compensation practices, workforce planning, and work/life balance-focused HR practices can be used to predict job satisfaction and turnover intentions. Additionally, when the combined effects of the three HR practice types are considered together, an increased reduction in turnover intention is indicated.

To achieve optimal performance organizations should be diligent in their efforts to align their functional area HRM strategies and practices with each other and with the overall strategic goals and objectives guiding the organization.

While the positive effect of alignment has been proposed by many scholars, empirical examinations of the binary approach are rare. This paper contributes to the field by providing a unique empirical examination of an organization’s implementation of HR practices designed to achieve stated strategic objectives through a large scale study.

Based on role theory, this paper seeks to investigate the impact of HR devolution characteristics (number of devolved HR tasks), characteristics of the HR devolution context (level of support from the HR department, and presence of institutionalised incentives to perform the allotted HR tasks well), and personal characteristics of the front‐line managers (HR competency) on front‐line managers' perceptions of two HR role stressors, i.e. HR role ambiguity and HR role overload.

The paper uses a sample of 169 front‐line managers from 47 organisations. The results are based on two moderation regression analyses, taking into account the nested nature of the observations.

The results suggest that the execution of a high number of HR tasks does not lead to the occurrence of HR role stressors among front‐line managers. However, for the HR department it is important to create an appropriate environment in terms of giving HR support and advice to line managers, and training line managers regarding their HR competencies.

This research opens up interesting lines of inquiry regarding the conditions under which the partnership between the HR department and line management can be successful.

The paper provides HR practitioners with insights into the conditions needed to avoid perceptions of HR role stressors among front‐line managers.

The paper applies role theory in a new context, i.e. the HR role of front‐line managers.

This paper analyzes economic, legal, behavioral and public policy issues pertaining to the accounting for employee stock options. The paper explains why employee stock options (ESOs) are superior to other forms of incentive compensation, why ESOs in their present form are inefficient and why particular accounting, legal and tax treatments will provide the optimal results for the economy, the government, management/employees and shareholders. The issues discussed in this article are relevant in ESO accounting, regulation of ESOs, incentive compensation, human resources analysis, tax policy, corporate governance, fraud, valuation of companies, derivatives regulation, behavioral analysis of law/rules, portfolio management and management strategy.