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1 – 10 of 16Erika Harden, Lucy R. Ford, Marshall Pattie and Patricia Lanier
In response to external conditions, organizations yearn to gain a competitive edge during unremitting change. Recognizing the importance of managing change, researchers have…
Abstract
Purpose
In response to external conditions, organizations yearn to gain a competitive edge during unremitting change. Recognizing the importance of managing change, researchers have aggressively investigated organizational change at the macro level. This research, however, argues that an employee's ability to cope with change is a function of both micro (individual) and macro (contextual) factors.
Design/methodology/approach
The survey data were collected at an organization that was undergoing a significant internal change. Correlational and structural equation modeling techniques were used for data analysis.
Findings
The results suggest that individual differences (intolerance for ambiguity) and contextual factors (LMX, TMX receipts and TMX contributions) are important factors for understanding the ability to manage organizational change effectively. Additionally, it is argued that contextual factors not only have direct effects on coping with change but indirect effects through perceptions of work group effectiveness. Our results indicate that both micro and macro factors are important for understanding the ability to cope with and manage change.
Research limitations/implications
The research leaves open some interesting questions around the role of contextual factors in coping with change, in addition to the interaction with individual differences.
Practical implications
Most sources discuss change as focused at the organizational level. Managers will be well served to understand that the degree to which employees cope effectively with change will be partly determined by the interaction of individual differences and the organizational and team level context.
Originality/value
This research extends our understanding of the relationship between social exchange relationships and how individuals cope with change in organizations and the mechanism by which that occurs.
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Christopher M. Harris, Lee W. Brown and Marshall W. Pattie
This study examines how managers' human capital, time spent with employees and employees' human capital can influence employees' career advancement. While research tends to find a…
Abstract
Purpose
This study examines how managers' human capital, time spent with employees and employees' human capital can influence employees' career advancement. While research tends to find a positive relationship between human capital and career advancement, less attention is paid the effect of managers' human capital on employee careers. A combination of human capital and social capital theories is used to develop hypotheses.
Design/methodology/approach
A five-year sample of American football players selected in the National Football League (NFL) draft is used to test the hypotheses. Archival data for human capital, social capital and career success measures are used, and OLS regression analyses test the hypotheses.
Findings
The authors find employees with higher levels of human capital experience greater career advancement. Managers' human capital moderates this relationship and the length of time worked together by the employee–manager dyad. The relationship between employees' human capital and career advancement is strengthened when managers have high levels of human capital.
Practical implications
The results of this study indicate that individuals with higher levels of human capital and social capital have greater career success. When individuals have higher levels of human capital it is important for them to determine how long they should work for a particular manager before advancing in their careers. Individuals with higher levels of human capital may need lees time working for a manager than those with lower levels of human capital before advancing in their careers.
Originality/value
This study contributes to careers and human resource management research by examining the moderating impact that manager human capital and time employees spend with a manager have on the relationship between employee human capital and employee career advancement.
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Michael Matthews, Thomas Kelemen, M. Ronald Buckley and Marshall Pattie
Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various…
Abstract
Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.
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Marshall Pattie, Marion M. White and Judy Tansky
The purpose of this paper is to examine the prevalence of repatriate support practices in organizations within the context of the current literature in this field of study.
Abstract
Purpose
The purpose of this paper is to examine the prevalence of repatriate support practices in organizations within the context of the current literature in this field of study.
Design/methodology/approach
A total of 42 firms employing 3,234 expatriates were surveyed regarding human resource practices that support repatriation. Analysis focused on support practices as predictors of voluntary and involuntary turnover.
Findings
Results indicate that the majority of firms surveyed used two or fewer repatriate support practices. While 60 percent of firms offered logistical assistance, such as relocation services, less than 70 percent offered career and training support for repatriates. The most common cause of involuntary turnover is the lack of job openings in the home organization upon reentry, while the most common cause of voluntary turnover is the organization's poor utilization of the expatriate's skills acquired on the overseas assignment. Organizations with more support practices reported a lower average repatriate turnover compared to organizations with fewer support practices.
Practical implications
While previous literature suggests that repatriate support practices are critical, this research finds that few organizations are providing sufficient support to mitigate turnover.
Originality/value
In contrast to much of the research on repatriation that relies on individual perceptions, this paper utilizes organization level survey data provided by 42 firms that document their repatriate support practices.
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The purpose of this paper is to report on the sixth international conference on occupational stress and health.
Abstract
Purpose
The purpose of this paper is to report on the sixth international conference on occupational stress and health.
Design/methodology/approach
In March 2006, the sixth international conference on occupational stress and health was held jointly by the American Psychological Association (APA) and the National Institute for Occupational Safety and Health (NIOSH) in Miami. The conference title was “Work, Stress, and Health 2006: Making a Difference in the Workplace” . Papers presented at the conference provided important insight on the growing body of diversity literature.
Findings
Specifically, researchers found that diversity plays a significant role in understanding the effects of occupational stress. Stress may be preceived differently, dealth with differently and may have different outcomes for minorities than with male Caucasians.
Practical Implications
The session on Interpersonal violence suggested that researchers should consider the employment status and occupational level of victims. Furthermore, new research is trying to estimate the actual financial cost to organizations.
Originality/value
Overall, the conference was successful and provided future directions for research on diversity and occupational stress.
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John S. Marsh, William J. Wales, Rachel Graefe-Anderson and Marshall W. Pattie
The purpose of this study is to explore post-acquisition compensation management and examine how the two most commonly used theories to explain CEO stock option exercise, agency…
Abstract
Purpose
The purpose of this study is to explore post-acquisition compensation management and examine how the two most commonly used theories to explain CEO stock option exercise, agency theory and CEO overconfidence, expect CEOs to manage their stock options following an acquisition.
Design/methodology/approach
Using logistic regression analysis, the authors investigate whether CEOs are more or less likely to exercise options following an acquisition, and the effect which CEO tenure and acquisition history may have on option exercise.
Findings
The results suggest that CEOs are more likely to exercise options following an acquisition. The authors also find that CEO tenure and acquisition experience are both linked to an increase in option exercise.
Research limitations/implications
The findings suggest that future research should expect agency effects to outweigh overconfidence effects when considering CEO stock option exercise behavior within the post-acquisition firm context.
Practical implications
This paper advises directors and shareholders about whether agency concerns or overconfidence are of greater concern and how CEO tenure and past acquisition history may influence post-acquisition CEO stock option exercise behavior, offering information valuable in designing effective corporate governance.
Originality/value
This paper is among the first to explore how CEOs manage their options following an acquisition and finds that CEOs are more likely to exercise stock options following an acquisition. Post-acquisition compensation management is an important, though overlooked, consideration in improving acquisition performance.
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This chapter elucidates how digital citizenship regimes may be rescaling nation-states. In order to shed light on this phenomenon, the chapter introduces and answers three main…
Abstract
This chapter elucidates how digital citizenship regimes may be rescaling nation-states. In order to shed light on this phenomenon, the chapter introduces and answers three main research questions to unfold the content of this book as follows: (1) How will nation-states in Europe evolve in the aftermath of the emerging digital citizenship regimes? (2) Against the backdrop of the COVID-19, will the urban age reconfigure the technopolitics of European nation-states through new digital citizenship regimes (Moisio, 2018)? (3) And ultimately, will Europe evolve towards a post-national technopolity from a platform of established nation-states headed for a city-regionalised federal network of nations determined voluntarily and democratically through blockchain (Bauböck & Orgad, 2019; Calzada, 2018a, 2022; Calzada & Bustard, 2022; De Filippi & Lavayssiére, 2020; De Filippi, Mann, & Reijers, 2020; Keating, 2017; Keating, Jordana, Marx, & Wouters, 2019; Orgad & Bauböck, 2018)?
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Library of Congress update The Urgent Supplemental Appropriations Bill for FY 1986 signed into law in July by Ronald Reagan contained an appropriation of $867 000 for the Library…
Abstract
Library of Congress update The Urgent Supplemental Appropriations Bill for FY 1986 signed into law in July by Ronald Reagan contained an appropriation of $867 000 for the Library of Congress. This means that the general reading room is able to restore evening and weekend hours. The ten “Books Not Bombs” people who first protested the closure spent several weeks in July in a courtroom trial, where testimony was given by the Librarian of Congress and other officials. Since the “freedom readers”; as they are called in a newspaper article, face jail and/or a fine, perhaps appreciative scholars and researchers should start a fund to help defray the costs of their protest.