Search results

This paper lays out the uses of demand curves, both for profit optimization, strategy, tiering and list price setting. This tool is also useful in public policy, such as extending health‐care coverage. It describes how to build a demand curve, and draw useful conclusions.

This paper provides examples of actual demand curves, and how they have been used for new product development, and in out‐maneuvering competitors. Examples are drawn from a number of industries, such as telecom, information services, insurance and electronics, and show how supply and demand are not static, but are highly interactive.

Companies and legislators are not familiar with the demand curves, despite its long history of use in academia. As a result of unfamiliarity with this tool, companies often make costly mistakes in estimates of new product uptake and volumes. If instead of demand curves they rely on price elasticities, companies deprive their senior management of a tool that suggests strategic responses to competitive situations. Surprisingly, many companies have never actually developed a demand curve for their markets.

This article allows managers have not actually seen a real demand curve to see one, and understand what this tool could do for them. It gives examples of new product development and tiering to address multi‐price level markets. In addition, it suggests how public policy makers should focus on shaping supply and demand, rather than imposing floors or ceilings on prices for health‐care coverage. Price ceilings today are responsible for widespread gaps in health care coverage. Finally, the literature on demand curves fails to show how supply and demand are highly interactive.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

This paper seeks to explore the relationships between organization‐based self‐esteem and narcissism, and their correlates. It aims to distinguish the two constructs, as well as to examine the degree to which organization‐based self‐esteem is contaminated by “false self‐esteem” (namely, narcissism).

Participants completed questionnaires containing measures of organization‐based self‐esteem, narcissism, and a variety of motivational, attitudinal, and behavioral consequences. Co‐workers rated the participants' extra‐role and in‐role performance behaviors.

Organization‐based self‐esteem and narcissism appear to be quite distinct constructs. The organization‐based self‐esteem scale is unbiased by variance associated with narcissism. Organization‐based self‐esteem is associated with a variety of positive outcomes. In particular, organization‐based self‐esteem correlates negatively with hostility, while narcissism correlates positively with hostility.

The hypothesized negative attitudes and behaviors of narcissists were not found. However, organizations need to be cautious when delivering negative feedback to employees high in narcissism. Supervisors need to provide concrete evidence about deficiencies in narcissists' performance when providing feedback.

This is the first study to examine the relationships between organization‐based self‐esteem and narcissism in an organizational context.

The purpose of this paper is to advance knowledge on the advantages of integrating safety earlier in the construction project lifecycle.

A case study approach is used to collect data from construction sites in the USA, which performs poorly in construction safety and health, and Australia (AU), which performs well in construction safety and health. Qualitative data are collected to determine how and when safety is considered in the project lifecycle in both countries, and then the results are benchmarked to determine the benefits of addressing safety earlier in the process.

Data show that addressing a potential hazard earlier in the project lifecycle has performance benefits in terms of the level of hazard control.

The processes that are identified as possibly explaining the performance difference are just based on qualitative data from interviews. Targeted research addressing the relationship between these processes and safety outcomes is an opportunity for further research.

The case study data are used to identify specific processes that are used in AU that might be adopted in the USA to improve performance by integrating safety earlier into the decision-making process.

This paper highlights the advantages of integrating safety as a decision factor early in the process. Worker safety is not just an issue in the construction industry, and thus the findings are applicable to all industries in which worker safety is an issue.

This paper advances the safety in design literature by quantitatively supporting the link between when a hazard is addressed and performance. It also links the results to specific processes across countries, which advances the literature because most research in this area to data is within a single country.

The area of leadership, management style and decision‐making research contains ideas which have proved to be both controversial and useful. Many of the equivocal results are due to the limited variables contained within the models reviewed. On analysis, each contain powerful ideas and variables which, if integrated, could provide a useful research vehicle as well as an effective training paradigm. This article synthesises a number of variables from several models to develop such an approach.

A number of management training models use as their foundation some variables which are controversial. Perhaps the most commonly found basis, is the Initiating Structure and Consideration theory. (Fleishman et al., 1955). It forms the central support of such popular management models as the Managerial Grid (Blake and Mouton, 1964); the 3‐D Theory (Reddin, 1970); Contingency Theory (Fiedler, 1967); Life Cycle Model (Hersey and Blanchard, 1969); Path‐Goal Theory (House, 1971) and others.

Consistency theory and ego-defense theory have been used to examine the relationship between counterproductive work behavior (CWB) and self-esteem; however, these two theoretical approaches pose different directions for the expected relation. In line with this, previous research concerning the relationship between self-esteem and CWB has found inconsistent empirical results. The purpose of this paper is to summarize the relation between self-esteem and counterproductive behavior at work and draw conclusions about the merit of the competing theories. This study also examines the type of self-esteem as a potential moderator to this relationship.

The authors performed a psychometric meta-analysis of the relation between self-esteem and CWB using 21 correlations with a total n of 5,135.

The estimated population correlation was −0.26. The moderator analyses showed that global self-esteem had a stronger relation with CWB than organization-based self-esteem.

The relation between self-esteem and counterproductive behavior at work is important to organizations for two reasons. First, CWBs are very costly at all levels of the organization. Second, organizations and managers have some control over the level of their employee’s self-esteem.

Previous research has used both consistency theory and ego-defense theory to make predictions concerning the self-esteem and CWB relationship. This paper provides support for examining this relation using consistency theory due to the negative correlation the authors found between CWB and self-esteem.

The main objective of the study is to assess the self‐esteem of the human resources including future workforce, trainees, managers, and entrepreneurs.

Primary data based on 1,835 respondents were analyzed to compare the self‐esteem of males and females of various categories. Statistical tools such as factor analysis, correlations, analysis of variance, means, grand means, and standard deviations were used for the analysis of the data gathered.

Among all the derived five factors, respondents scored highest on strong belief which indicated the high self‐esteem cognition. Significant differences were found between the various categories of students, managers, entrepreneurs, and trainees. Males and females also differed on certain aspects of self‐esteem. The overall self‐esteem of the sample was found to be marginally positive.

The limitation of the study was that the data were collected from North India only, though they could have been collected from the wider area. Rather it can be extended cross‐culturally so that it may give more generalized conclusions.

Self‐esteem of human resources has managerial and policy implications. Self‐esteem affects the organisational decisions regarding planning and hiring, motivating, retaining, and laying‐off of human resources. High and positive self‐esteem has a positive relationship with job performance, job satisfaction, organisational commitment, need for achievement, self‐perceived competence, self‐image, and success expectancy. Organizations should not only concentrate on hiring and retaining high and positive self‐esteem employees, but also try to maintain the self‐esteem level of the employees. Organisations can enhance employees' self‐esteem by allowing them ample room for self‐determination.

This paper helps in understanding the level of self‐esteem of males and females across categories and resultant behaviour. Inclusion of aspirants along with managers and entrepreneurs will definitely add to the existing knowledge, management theory and practice.