Spotlight on Age‐Diversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes

This study investigates the emergence and the performance effects of an age‐diversity climate at the organizational level of analysis. Building upon Kopelman and colleagues’ (Kopelman, Brief, & Guzzo, 1990 ) climate model of firm productivity as well as Cox's ( 1994 ) interactional model of cultural diversity, we hypothesize a positive influence of age‐inclusive HR practices on the development of an organization‐wide age‐diversity climate, which in turn should be directly related to collective perceptions of social exchange and indirectly to firm performance and employees’ collective turnover intentions. The assumed relationships are tested in a sample of 93 German small and medium‐sized companies with 14,260 employees participating. To circumvent common source problems, information for the various constructs was gathered from 6 different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. The paper concludes with practical recommendations on how to establish and make use of a positive age‐diversity climate.     

Star Performers in Twenty‐First Century Organizations

We argue that changes in the nature of work in 21st‐century organizations have led to the emergence of star performers—a few individuals who contribute a disproportionate amount of output. We describe how stars negate the long‐held belief that the distribution of individual performance is normal and, instead, suggest an underlying power law distribution. In addition, we offer 9 propositions to guide future empirical research on star performers and an underlying power law distribution of individual performance. We describe how the presence of stars is likely to affect all individual‐, team‐, and firm‐level management theories addressing individual performance directly or indirectly, but focus on specific implications for those addressing human capital, turnover, compensation, downsizing, leadership, teamwork, corporate entrepreneurship, and microfoundations of strategy. In addition, we discuss methodological considerations necessary to carry out our proposed research agenda. Finally, we discuss how a consideration of star performers has important implications for management practice.     

Supporting Out‐of‐School Time Staff in Low Resource Communities: A Professional Development Approach

Federally funded out‐of‐school time (OST) programs provide academic support, enrichment, and safety for students and families in low‐resource communities. However, programs struggle to meet these aims, in part because of the lack of program structure and limited training and support for staff. This observational case study documents the training and technical assistance (TA) delivered to OST frontline staff and program leadership to implement Positive Behavior in Out‐of‐School Time (Positive BOOST), an adaptation of positive behavior interventions and supports conducted in multiple settings. Findings across three programs indicate that varied levels of TA (i.e., business as usual, performance feedback, coaching) are associated with different levels of staff‐ and program‐level implementation. Taken together with previous research, these findings suggest that targeted investment in developing the skills of OST staff and improving program‐wide outcomes is critical for supporting youth in low‐resource communities.     

Trials‐to‐criterion latent inhibition in humans as a function of stimulus pre‐exposure and positive‐schizotypy

Latent inhibition (LI) is a phenomenon during which non‐reinforced pre‐exposure to a stimulus retards later learning of associations with that same stimulus. It has been suggested that LI is a positive function of the amount of stimulus pre‐exposure (PE) and that with very small amounts of PE, facilitation rather than inhibition will occur—particularly in high positive‐schizotypes. Although LI has been demonstrated as a function of the amount of pre‐exposure in animals, human findings have not proved to be so uniform or consistent. The primary objective of the present study was to establish LI as a function of numbers of pre‐exposure on visual and auditory trials‐to‐criterion tasks, with a secondary objective to establish latent facilitation (LF) with very low numbers of pre‐exposure in high positive‐schizotypes. Results revealed a uniform pattern of learning across pre‐exposure conditions, including latent facilitation, on the visual, but not the auditory task. LF was also observed in the high, but not low, scorers in positive‐schizotypy with very low numbers of pre‐exposure on the visual task.     

Cognitive Load in Cross‐Modal Dual‐Task Processing

Unitary‐resource models posit a collective attentional resource responsible for sustaining information processing across all modalities. In contrast, multiple‐resource models presume a system of modality‐independent resources. The two models predict similar within‐modal performance, but seemingly contradictory cross‐modal performance. Discordant outcomes in past research are here hypothesized to result from inconsistent levels of cognitive load imposed within experimental tasks. Participants monitored two simultaneously presented alphabetic letter arrays consisting of the serial presentation of a target and multiple distractors. The dual‐task design required the identification of targets in within‐modal and cross‐modal trials. Cognitive load was manipulated by altering the presentation rate of the letters. While cross‐modal performance was generally superior and cognitive load was associated with decreasing performance, the cross‐modal advantage prominent at low levels of cognitive load was absent under high cognitive load. Therefore, neither resource model can alone account for dual‐task processing, suggesting the role of a hierarchical resource model. Copyright © 2015 John Wiley & Sons, Ltd.     

Implicit Affect Primes Effort: Basic Processes,Moderators, and Boundary Conditions

This article informs about the implicit‐affect‐primes‐effort (IAPE) model – a theory on the impact of implicit affect on resource mobilization – and research testing this account. Beside basic influences of implicitly processed affective stimuli on behavior, this article highlights moderators and boundary conditions of this process. The IAPE model posits that affect primes implicitly activate mental representations of affective states containing information about performance ease and difficulty. This influences subjective task demand during performance, which determines effort. A series of experiments assessing implicit affect's impact on effort‐related cardiovascular response in cognitive tasks revealed replicated support for the IAPE model. Moreover, objective task difficulty and incentive moderated the effect of implicit affect on effort, and especially controlled processing of affect primes and activated concepts turned out to be boundary conditions.     

A Scale to Measure Perceptions of Organizational Maturity

While there are several standard scales in use for measuring various dimensions of human resource management, research is very limited in terms of scale development for variables that form part of the People Capability Maturity Model (PCMM) for organizational maturity. This study covers a perception measurement scale for people governance variables and organizational maturity developed, validated with industry experts and statistically tested. The scale was developed with 113 items grouped into 11 variables covering governance, staffing, performance management, rewards, quality, training, organizational maturity and business outcomes around staff, firm and customer aspects. The reliability analysis was performed for each of the variables based on inputs from 521 respondents across the services industry. The respondents were experienced professionals in functional management and human resources. Detailed analyses of results provide high scores for the variables, indicating good consistency of items. Convergent and discriminant validity analyses were performed for evaluating validation of item dimensions within each of the variables. The overall results indicate that the newly developed scale is a reliable and validated one to measure variables around people, process and organizational maturity, for researchers particularly in the services industry. This fills in a missing gap in terms of a validated scale for measuring people management variables. Further research can be done to extend this scale to other industries and to look at a model fitment across the related variables.     

EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS,AND CUSTOMER SATISFACTION

The construct of human resource (HR) attributions is introduced. We argue that the attributions that employees make about the reasons why management adopts the HR practices that it does have consequences for their attitudes and behaviors, and ultimately, unit performance. Drawing on the strategic HR literature, we propose a typology of 5 HR‐attribution dimensions. Utilizing data collected from a service firm, we show that employees make varying attributions for the same HR practices, and that these attributions are differentially associated with commitment and satisfaction. In turn, we show that these attitudes become shared within units and that they are related to unit‐level organizational citizenship behaviors and customer satisfaction. Findings and implications are discussed.     

Cumulative Advantage: Conductors and Insulators of Heavy‐Tailed Productivity Distributions and Productivity Stars

We use the metatheoretical principle of cumulative advantage as a framework to understand the presence of heavy‐tailed productivity distributions and productivity stars. We relied on 229 datasets including 633,876 productivity observations collected from approximately 625,000 individuals in occupations including research, entertainment, politics, sports, sales, and manufacturing, among others. We implemented a novel methodological approach developed in the field of physics to assess the precise shape of the productivity distribution rather than relying on a normal versus nonnormal artificial dichotomy. Results indicate that higher levels of multiplicity of productivity, monopolistic productivity, job autonomy, and job complexity (i.e., conductors of cumulative advantage) are associated with a higher probability of an underlying power law distribution, whereas lower productivity ceilings (i.e., insulator of cumulative advantage) are associated with a lower probability. In addition, higher levels of multiplicity of productivity, monopolistic productivity, and job autonomy were associated with a greater proportion of productivity stars (i.e., productivity distributions with heavier tails), whereas lower productivity ceilings were associated with a smaller proportion of productivity stars (i.e., productivity distributions with lighter tails). Results serve as a building block for future theory development and testing efforts aimed at understanding why, when, and how the distribution of individual productivity may follow a nonnormal curve—and to what extent. We also discuss implications for organizations and management in terms of the design and implementation of human resource systems (e.g., selection, training, compensation), as well as for individuals interested in becoming productivity stars themselves.     

Model and interactive algorithm of bi‐level multi‐objective decision‐making with multiple interconnected decision makers

Furthering a prior research on two‐person bi‐level multi‐objective decision‐making problems of the leader‐follower Stackelberg game, we present an extended model of bi‐level multi‐objective decision‐making with multiple interconnected decision makers at the lower level. In the model, the upper level decision maker acts as a leader and the lower level decision makers behave as the followers, and inter‐connections and interactions exist among these followers in decision‐making scenarios. Following the rules of leader‐follower Stackelberg game, we develop an interactive algorithm of the model for solving multi‐objective decision‐making problems and reflecting the interactive natures among the decision makers. Finally, the authors exemplify the model and algorithm, and draw a conclusion on points of contributions and the significance of this study in decision‐making and support. Copyright © 2001 John Wiley & Sons, Ltd.     

Impact of Allergic Rhinitis on Simulated Real‐World Performance1

A few studies have shown that untreated seasonal allergic rhinitis (hay fever) may have unfavorable effects on performance. However, prior research has employed tasks of limited or moderate difficulty (e.g., verbal learning) or has focused on visual‐motor efforts (e.g., driving a vehicle). The present research compared performance in the absence (asymptomatic) versus presence (symptomatic) of rhinitis, using the validated strategic management simulation (SMS). Obtained data indicated that whenever task‐demands were contextual (e.g., cued by the environment), no differences between symptomatic and asymptomatic conditions were obtained. Whenever task‐demands were more difficult, untreated seasonal allergic rhinitis decreased effectiveness. To avoid loss of productivity and limit decrements in quality of life, treatment of seasonal allergic rhinitis with medications without sedating effects appears of value.     

Impression management motive and voice: Moderating effects of self‐monitoring,self‐efficacy,and voice instrumentality

The purpose of this study is to examine how employees’ impression management motive influences their voice by considering dispositional and situational variables. Drawing on the theory of self‐motive, we hypothesized that voice would be more positively related to impression management motive than prosocial motive. In addition, based on the interactional approach of motive and trait and trait activation theory, we hypothesized that the relationship between impression management motive and voice would be moderated by self‐monitoring, self‐efficacy, and voice instrumentality. Using a sample of 307 supervisor–subordinate dyads from South Korea, we found that, although prosocial motive had a positive influence on voice, impression management motive had a stronger influence on voice than prosocial motive. We also found that the positive influence of impression management motive on voice was stronger for employees with high levels of self‐monitoring, self‐efficacy, and voice instrumentality. This study helps verify the boundary conditions as to when impression management motive is strongly related to voice. In addition, this study will provide theoretical clues for resolving the inconsistent findings on the relationship between impression management motive and voice.     

Linking Proactive Personality to Creative Performance: The Role of Job Crafting and High-Involvement Work Systems

This study proposed that job crafting serves as a mechanism reflecting how proactive personality affects creative performance, and this study explored whether these relationships are moderated by high-involvement work systems. Drawn from the conservation of resources theory to develop a cross-level moderated mediation model, a three-wave longitudinal study was conducted with 346 employees and their supervisors in 27 high technology firms in China. This study found that proactive personality was positively related to creative performance and that job crafting mediated the relationship between proactive personality and creative performance, and an indirect effect of proactive personality on creative performance through job crafting was significant when high-involvement work systems was low but not high. Thus, the research results indicate that when human resource management involves less participatory management, incentive rewards, extensive training and information sharing, proactive employees can draw from their personality to craft their job tasks, relations and cognitions, thereby improving creative performance. The theoretical and managerial implications, limitations, and future research directions are discussed.     

Strategic hybrid approach for selecting suppliers of high‐density polyethylene

Supplier selection is an important process for companies in the plastic sector due to its influence on firm performance and competitiveness. For a proper selection, a number of criteria from different aspects need to be considered by decision makers. Yet, as in different fields, because there are numerous criteria and alternatives to be considered in the plastic industry, choosing an appropriate multicriteria decision‐making approach has become a critical step for selecting suppliers. Therefore, the aim of this research is to define the most suitable supplier of high‐density polyethylene through the integration of powerful multicriteria decision‐making methods. For this purpose, the fuzzy analytic hierarchy process (FAHP) is initially applied to define initial weights of factors and subfactors under uncertainty, followed by the use of decision‐making trial and evaluation laboratory (DEMATEL) to evaluate interrelations between the elements of the hierarchy. Then, after combining FAHP and DEMATEL to calculate the final contributions of both factors and subfactors on the basis of interdependence, the technique for order of preference by similarity to ideal solution is used to assess the supplier alternatives. In addition, this paper also explores the differences between the judgments of decision makers for both AHP and DEMATEL methods. To do these, a case study is presented to demonstrate the validity of the proposed approach.     

the role of new hire orientation programs

A vital component of a firm's human resource management is its new hire orientation (NHO) program. The authors' review of extant literature suggests that NHO programs can be organized based on a reconceptualization of human capital. Using their typology, a firm can organize the role and scope of its NHO program, assign responsibility for the program's execution, and determine the appropriate level of resources to commit to this process. Results of an application in a large technology organization suggest firm performance suffers when NHO components are not aligned strategically. Implications of the study for managers and academics in career counseling are presented.     

Procrastination as self‐regulation failure of performance: effects of cognitive load,self‐awareness,and time limits on ‘working best under pressure’

Effects of cognitive load, objective self‐awareness and time limits on the self‐regulation of performance speed and accuracy were investigated between procrastinators and non‐procrastinators. In experiment 1 chronic procrastinators completed fewer items (slow speed) and made more errors (less accuracy) than non‐procrastinators under high but not low cognitive load conditions when the time span was limited and brief. In experiment 2 chronic procrastinators performed slower than non‐procrastinators under a 2 second, but not under no limit, 1 second, or 4 second time limit conditions. Chronic procrastinators compared to non‐procrastinators also performed more slowly and made more performance errors under objective self‐awareness conditions regardless of the length of time. These experiments indicate that chronic procrastinators regulate ineffectively their performance speed and accuracy when they ‘work under pressure’ (defined by high cognitive load, objective self‐awareness, and imposed time limitations). Copyright © 2001 John Wiley & Sons, Ltd.     

Reflective Self‐Control in Self‐Control Scholarship: A Peircean Analysis

Vosgerau, Scopelliti, and Huh (this issue) present an important critique of much self‐control research, highlighting some of the ways that our customary operationalizations and methods may have created more confusion than clarity. Their insights, rooted in past literature and new data, offer recommendations that will undoubtedly help us improve our research in consumption self‐control. In this commentary, I frame their work using the thought of Charles Sanders Peirce, a philosopher, mathematician, and logician whose frustration with the management of the self‐control construct and subsequent revision parallels Vosgerau et al's in many ways. Further, his thought proposes that their thought traces the boundary of another type of self‐control problem, which I'll refer to as “reflective self‐control.” Taking together consumption self‐control and reflective self‐control, we're able to address a wide range of human experiences and connect self‐control to ethics, consistent with a long tradition bridging the two. Perhaps most importantly, though, a Peircean analysis suggests that Vosgerau et al's paper—whether we agree or disagree with its conclusions—exemplifies the kind of scholarly self‐control we need to display to make scientific progress, regardless of our specific domain of study.     

Item‐level Frame‐of‐reference Effects in Personality Testing: An investigation of incremental validity in an organizational setting

A recent line of research has investigated the frame‐of‐reference effect on personality scale scores, in which self‐report personality items are contextualized to the specific performance setting (e.g., work, school) within which the performance criterion is gathered. Contextualization has been shown to increase both the reliability and the criterion‐related validity of the personality scale scores by facilitating the self‐presentation of respondents, and by more closely measuring the personality construct relevant to the performance domain. The current research extends this area of personality research in two ways. First, this study tests the generalizability of the effectiveness of item‐level contextualization within an organizational setting. Second, this study also provides the necessary test of the incremental validity of this contextualized approach to personality measurement above and beyond the traditional, noncontextualized approach. The results confirm that a work‐specific personality measure, contextualized at the item level, adds to the prediction of job performance above and beyond that obtained by a noncontextual measure of the same personality traits. Practical and theoretical implications are discussed.     

Effects of top-performer rewards on fellow salespeople: a double-edged sword

Rewarding top performers is of strategic importance to the sales organization. Top-performing salespeople not only contribute significantly to the success of their firm but may also motivate the skill development of peer salespeople. However, both academic research and anecdotal evidence suggest that top performer rewards can boomerang by damaging peer salespeople's morale and productivity, although the underlying mechanisms and boundary conditions remain unclear. Using a sample of salespeople and their managers from financial investment firms in Taiwan, the authors uncover both positive and negative effects of top-performer rewards. Specifically, it is found that when behavior control is employed, top-performer rewards are positively associated with perceived top-performer customer-relationship-building competence only when overall organizational justice is high. By contrast, when organizational justice is low and behavior control is employed, top-performer rewards give rise to perceived favoritism. Moreover, in large sales units, top-performer rewards are much less likely associated with perceived favoritism when organizational justice is high. It is through the perceived top-performer customer-relationship-building competence and perceived favoritism that top-performer rewards have a double-edged sword effect on fellow salespeople's selling skills, opportunism, and sales performance. Theoretical and managerial implications are discussed.     

THE IMPACT OF MOTIVATION,EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT

This study advances research on macro human resource management by examining collective commitment as a mediator of motivation, empowerment, and skill‐enhancing practices and aggregate voluntary turnover. Findings from 20 top HR managers and 1,748 employees in 93 different job groups suggest collective affective commitment independently mediates the negative relationships between motivation and empowerment‐enhancing practices and aggregate voluntary turnover. Human resource practices functioning to enhance the knowledge, skills, and abilities of the workforce are positively associated with voluntary turnover but are not mediated by collective affective commitment. Functionally, this paper resolves the divergent thinking of 4 streams of research regarding HR practices, collective commitment and aggregate turnover. The implications for macro‐HRM theory and practice are discussed.