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The purpose of this paper is to study the relationship between self-perceived employability resources and perceived psychological contract (PC) obligations. To examine the extent to which organizational ratings of potential, through their “signaling” function, might serve as a buffer between employability and PC perceptions that are undesirable from an employer's point of view.

Both self-report data (i.e. self-perceived employability resources and perceived PC obligations) and data reported by the HR departments of the participating organizations (i.e. organizational ratings of potential) were collected in a case-control design (n=103).

Self-perceived employability resources are not related to lower intentions to stay with one's current employer. High-potential employees did not perceive themselves as particularly obliged to reciprocate their organizations’ additional investments in them by expressing longer term loyalty, or a higher performance level.

Organizations should not be hesitant to assist their employees in enhancing their employability resources. In addition, they should engage in deliberate PC building with their high-potential employees so as to align their perceived PC obligations with the organizational agenda.

The relationship between self-perceived employability resources and perceived PC obligations has been underexamined; hardly any PC research has taken organizational variables into account; hardly any research exists on the psychological implications of being identified as a high potential; and the study draws both on self-report data and data reported by the HR departments of the participating organizations.

The purpose of this paper is to analyze the most important dimensions and antecedents of the employee's commitment to the firm using a multidisciplinary perspective.

Using a national sample of 285 employees working in different firms, the research reported here portrays the paths which link the economic and relational antecedents of commitment with the dimensions of organizational commitment. A structural equations analysis is performed.

It was found that the most effective way to get normative commitment and thus make the employee continue working in the same firm is to engender affective commitment. And affective commitment is determined mainly by interaction between the firm and its employees (participation, flexibility and information exchange). Employee gender, level of studies, offspring and firm size and belonging to a group show a moderating effect on the global model.

Information has only been collected from the employee and only in Spain. Hence, it would be interesting to collect information from the firm, supervisors and managers and to replicate the study in other cultural and labour contexts.

This research shows the most important ways for an organisation to get their employees' commitment. In this sense, relational norms are essential to retain employees in the firm.

A multidisciplinary perspective is adopted to improve the understanding of employee‐firm relationships. It is one of the few studies that include relational norms and opportunism to explain organisational commitment. Besides, the paper offers an exploratory study of the moderating effects of firm and employee characteristics on the global model.

There can be little doubt that the risk and fluctuation of demand taken on by employers has been increasingly passed onto employees. We are witnessing a fragmented contract of rules largely determined by employers, for employers. Here the conventional form of employment relations is non-unionism and the management of employees through Human Resource Management (HRM). This chapter critically reviews the underlying assumptions underpinning the rise of HRM, not least its unitarist undercurrent, narrow emphasis on performance and limited incorporation of multiple stakeholders. The chapter then uses Amazon as an exemplary case to illuminate these dynamics in practice and to offer a critical review of what constitutes a meaningful and successful organisation in this new era of work. The chapter concludes by detailing prospects for redress and institutional experimentation, including via technological platforms.

This article seeks to explore forms of selection practice, focusing on role‐play techniques, which have been introduced in many organizations in an attempt to “objectivize” the selection process by offering a means of assessing task‐specific aptitudes.

This article draws upon an ethnographic study of a call centre in which the researcher underwent the recruitment and selection process to secure work as a precursor to conducting fieldwork within the organization. Whilst there is little precedent for the employment of ethnographic techniques in researching recruitment and selection, we argue such techniques are appropriate to explore the social processes involved in practices such as role‐play. The discussion draws upon fieldwork which was conducted at “CallCentreCo”, who continuously recruit customer service representatives (CSRs) to work in their call centre. CallCentreCo uses role‐playing exercises extensively in the selection of all grades of staff and are argued by CallCentreCo's Human Resource Manager to be essential in the recruitment of CSRs to ensure the selection of suitable candidates and minimize initial attrition rates.

This article makes two contributions: first it provides empirical evidence to explore the basis of structured interviews by revealing how the view that role‐play can “objectivize” the selection process is potentially built upon false assumptions. Second, the article argues that supposedly “objective” practices such as role‐play seek to legitimize the overwhelmingly subjective interview process in order that it may serve purposes beyond initial selection: namely the control of future employees before they even enter the organization.

Although we make no attempt to generalize from such a limited case study, this article raises issues that are likely to be relevant to organizations as they increasingly search for more “effective” selection procedures, and to academic endeavors to critically theorize the purpose and effects of selection for the employment relation.

The originality of this approach lies in the ethnographic study of the interview as a social interaction, the richness of which may be lost in the quantitatively dominated approach to analyzing selection.

This article looks at current trends in human resource management (HRM) and the relatively new concept of strategic HRM (SHRM) with special reference to the United Kingdom (UK) Higher Education (HE) community. The article reviews recent management theory in the field and considers how it can usefully be applied in a practical context. The second part of the article concentrates on specific issues relating to employment relations in HE with special reference to the University of East Anglia (UEA).

This paper investigates the influences of temporary contracts along several dimensions of well-being (physical and mental health, self-assessed health and happiness) for young Italian workers. Our paper contributes to the literature exploring some new aspects of the relationship between temporary jobs and well-being in a country not frequently analysed in previous literature. We focus on the gender gap in the well-being consequences of non-permanent jobs, the influence of financial support by family in reducing well-being effects caused by temporary contracts and the interaction between gender gap and family support. We find that temporary contracts are damaging in terms of psychological health and happiness mostly for young men and individuals without family economic support. On the other hand, women’s mental health is not affected by temporary contracts and they are even better off in terms of their mental health and well-being when receiving family economic support.

In the continuing endeavour to work towards ever better management, experience plays a crucial role. We learn from success, but we can learn much more from failure. Further, it is far better and cheaper when we learn from other people′s failures rather than our own. This monograph assesses the requirements of project management in relation to industrial projects, illustrating the factors that can result in failure by means of a series of case studies of completed and abandoned projects worldwide that have failed in one way or another. The key roles played by project planning and project cost control in meeting and overcoming the practical problems in the management of industrial projects are examined in detail. In conclusion the lessons that can be learned are evaluated and presented, so that we may listen and learn – if only we will.

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.

Allyn Young′s lectures, as recorded by the young Nicholas Kaldor, survey the historical roots of the subject from Aristotle through to the modern neo‐classical writers. The focus throughout is on the conditions making for economic progress, with stress on the institutional developments that extend and are extended by the size of the market. Organisational changes that promote the division of labour and specialisation within and between firms and industries, and which promote competition and mobility, are seen as the vital factors in growth. In the absence of new markets, inventions as such play only a minor role. The economic system is an inter‐related whole, or a living “organon”. It is from this perspective that micro‐economic relations are analysed, and this helps expose certain fallacies of composition associated with the marginal productivity theory of production and distribution. Factors are paid not because they are productive but because they are scarce. Likewise he shows why Marshallian supply and demand schedules, based on the “one thing at a time” approach, cannot adequately describe the dynamic growth properties of the system. Supply and demand cannot be simply integrated to arrive at a picture of the whole economy. These notes are complemented by eleven articles in the Encyclopaedia Britannica which were published shortly after Young′s sudden death in 1929.

With the increasing severity of the ever‐expanding range of synthetic detergents being made available, the question of the resistance of enamels to attack by them becomes more important. Testing apparatus and methods used for the evaluation of the resistance of these finishes are covered in this article as well as the factors affecting their resistance.