Search results

Voluntary collective turnover can be costly for workplaces. The authors investigate the effectiveness of high-performance work system (HPWS) intensity as a tool to manage voluntary collective turnover. Further, the authors investigate a cynical workplace climate (CWC) as a boundary condition on the HPWS intensity–voluntary collective turnover relationship.

The unit of analysis is the workplace, with human resource (HR) managers providing data on HPWS practices in Time 1 (T1) and voluntary collective turnover two years later. Aggregated employee data were used to assess the cynical workplace climate. Hierarchical regression analysis was used to test the hypotheses.

This study’s results demonstrate a negative relationship between HPWS intensity and voluntary collective turnover when there is a low cynical workplace climate. The authors find that in a high cynical workplace climate, HPWS intensity is ineffective at managing voluntary collective turnover.

This study’s results show that HPWS intensity needs to be well received by the workforce to be effective in reducing voluntary collective turnover.

To increase the chances of HPWS intensity reducing voluntary collective turnover, workplaces need to assess the level of employee cynicism in their workplace climates. When the climate is assessed as low in cynicism, the workplace can then consider implementing an HPWS.

The authors explain why the HPWS intensity–voluntary collective turnover relationship varies across workplaces. As HR practices are subject to interpretation, workplaces need to look beyond the practices in their HPWS and focus on employee receptivity to HR practices.

Managers develop psychological contracts (PCs) with staff as part of their people management responsibilities. A second-stage mediated moderation model explains how a manager’s personality influences the content and fulfillment of PCs in different organizational contexts. The paper aims to discuss these issues.

Survey data from 749 managers at Australian organizations were collected and regression analyses were used to test the hypotheses. The Edwards and Lambert (2007) approach was used to analyze conditional indirect effects.

Managers high on agreeableness, conscientiousness and extraversion are more likely to establish relational PCs with their staff than managers low on these personality traits. The effects of agreeableness and conscientiousness on the fulfillment of the PC occur through the “relational PC” variable. Once a relational PC is established, a manager’s ability to fulfill the PC is constrained by the extent to which polices and practices are formalized.

Organizations may need to delegate more power and discretion to managers to enable them to fulfill employer obligations toward their staff, and/or clearly communicate to managers their boundaries in employment promises. In turn, managers need to be aware of personality’s influence on the creation and fulfillment of promises. Causality cannot be inferred because of the study’s cross-sectional data.

Research has focused on employees’ personality and perceptions of the PC. This study is the first to focus on managers’ personality and PC creation and fulfillment.

Despite banking being a female‐dominated industry, women are still under‐represented in management and senior management. Thus, the present study examined the relative importance of individual, interpersonal, and organisational variables for women’s advancement in management in banking in Australia. Data gathered via a survey of 848 women in banking were used in the analyses. The results indicate that women’s advancement is principally linked to some individual factors. In particular, training and development and years of work experience were most important to advancement, followed by work hours, occupation type, company changes, education, and career opportunities. In addition, although marital status and children were unrelated to women’s managerial advancement, the help they had with dependents and house responsibilities was related. Practical implications for banks and for women are discussed.

This study aims to update knowledge of women's representation on the boards of scholarly management journals with a longitudinal analysis of the same over two decades.

This study extends the work of Metz and Harzing on women's representation in the editorial boards of 57 management journals from 1989 to 2004 by focusing on the development of gender diversity in editorial board membership over time. The authors first add another time period (2005‐2009) to Metz and Harzing's data. They then add empirical richness by conducting a more fine‐grained analysis of women's representation at the various editorial board levels over time. In addition, this study analyses the development of female editorial board memberships over time for five management fields, journals of four different ranks, and two geographic regions. As a result, this study examines women's representation in the editorial boards of 57 management journals over a period of 20 years (from 1989 to 2009).

The results showed an overall increase in women's representation in the editorial boards of these 57 management journals (at Board Member, Associate Editor and Editor in Chief levels) in the last five years (2004‐2009) to 22.4 per cent. Despite several positive trends identified in this follow‐up study, women's representation as editorial board members continues to be inconsistent across five management fields, across four journal rankings and across two geographic regions.

This study's findings clearly indicate that there is still much that can be done to narrow the gender imbalance in most editorial boards of management journals. Monitoring women's representation in editorial boards of management journals is only one of the steps needed for successful change to occur.

This study's findings matter for our society because editorial board membership is a sign of one's scholarly recognition and valued in academic promotion processes. It is important, therefore, that this promotion criterion be evaluated in the context of up‐to‐date knowledge of the representation of women in editorial boards of management journals, otherwise its impact on women's promotion could exacerbate an already discriminatory system of academic scholarship.

It is important to monitor women's (under)representation on the boards of scholarly management journals regularly to raise awareness that might lead to or sustain positive change. This follow‐up study serves that purpose in the field of management, a largely neglected field until recently.

This study first assesses if women's personality traits of ambition, masculinity, and adaptability are indirectly related to their managerial advancement through training and development and work hours (the mediators). It then examines if personality traits (the moderators) influence the way in which women use training and development and work hours. A confidential, voluntary survey was mailed to 1,346 women working in banks. The results provide evidence that masculinity and adaptability are related to women's advancement through training and development (the mediator). The results also indicate that personality traits can function as moderators, by showing that ambition weakens the positive effect of training and development on women's managerial advancement, and that masculinity and adaptability strengthen the relationship between work hours and managerial advancement. Implications for women and banks are discussed.

This study aims to assess whether differences exist in the barriers reported by, and in the person‐ and situation‐centred factors related to the managerial advancement of, women with and without children. The study also seeks to examine whether having children influences women's advancement, by affecting person‐situation factors such as training and development or work hours.

A confidential, voluntary survey was mailed to 1,183 female staff who held from non‐manager to executive positions in the banking industry. The response rate was 65.23 per cent or 848 respondents, of whom 209 (24.6 per cent) had children and 639 (75.4 per cent) did not.

The survey results indicate that, although the links and barriers to the advancement of mothers and non‐mothers are similar, important differences exist. Specifically, internal networks are negatively related to the advancement of women with children, but unrelated to the advancement of women without children. In addition, having children weakens the relationship between work hours and managerial advancement.

This is a cross‐sectional study that included women currently in the workforce. Future research needs to include women who have left their organisations and needs to examine causal effects. The interaction of marital status and children should also be examined in future research, because marital status may not be a barrier to advancement for women but being a single mother might be.

The results provide some support for the belief that mothers experience additional barriers to advancement when compared with women without children.

The purpose of this paper is to propose a shift in emphasis from gender differences to gender similarities in the explanations of the findings of future gender in management research. The results from a study in a major Australian bank help build the case. Such a focus on gender similarities (FGS) hopefully will bring about positive organizational change that might stimulate an increase in women's representation in senior management in the future.

To make a case for the proposed FGS approach the paper uses results from a survey of 178 senior managers and interviews with 14 executives in one Australian bank. The paper draws on the masculine culture and organizational silence literatures to explain how women and men in senior management can have similar work experiences and hold similar views of their organizations.

The paper finds that male and female respondents held similarly unfavorable views of the organization's culture, but men felt constrained in raising concerns. Most executives would welcome a change of culture.

The research study in banking is included specifically to show how the proposed FGS approach works in gender in management research. A limitation of the study is the small interview sample. The finding on men's silence is particularly pertinent to the argument for organizational change that benefits the whole organization, not just women.

The FGS approach broadens the appeal of change for organizations. For example, by applying the FGS approach to the study in banking, the principal message for organizations would be that there is widespread dissatisfaction with the outdated command‐and control management style, extremely long hours, and lack of work‐life balance. Organizations are more likely to address findings of “widespread dissatisfaction” than of dissatisfaction in a section of the workforce (e.g. women).

The recognition that a shift in the approach to the study of gender in management is needed to stimulate organizational change that might increase women's representation in senior management. The study shows how men will also benefit from this shift in emphasis, because the explanations and recommendations emanating from future research using the FGS approach will give men a much needed voice to raise issues that are similar to those raised by their female colleagues.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

It is often stated that any organization’s most valuable asset is its workforce. Effective management of human capital is therefore crucial if the firm is to prosper. To this end, managers have an important part to play. A key feature of their role is to help entice, develop and retain talent. They additionally act as the company’s agent in establishing the psychological contract (PC) that is sometimes created between the employer and an individual worker. Psychological contracts reflect certain obligations the company makes to an employee. Managers act to facilitate these agreements that often involve both explicit and implicit pledges. Their profound understanding of the employer perspective makes them ideal for this function.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This collection seeks to examine the various challenges women face in advancing their careers.

In the mid‐1980s, the phrase “glass ceiling” was coined and has since become an established part of our vocabulary. The glass ceiling refers to an invisible but impermeable barrier that limits the career advancement of women. During the last two decades, women have made progress: there are now more women in senior‐level executive jobs, more women in “clout jobs”, more women CEOs, and more women on corporate boards of directors. But real progress has been slow with only modest increases shown at these levels.

The slow progress made by talented, educated, ambitious women is now having some negative effects on women's views of management and the professions as a career. However, artificially limiting the career possibilities of women is a luxury organizations can no longer afford. Organizations are facing an impending shortage of qualified leaders. The aging of the workforce, a smaller number of new workforce entrants, and the war for talent, makes it imperative that organizations utilize and develop the talents of all their employees.

This collection examines the various challenges women face in their careers. The contributors come from a number of different countries, indicating the widespread interest in this topic in all developed and developing countries.