THE IMPACT OF HUMAN RESOURCE MANAGEMENT AND WORK CLIMATE ON ORGANIZATIONAL PERFORMANCE

This paper examines relationships between human resource management (HRM), work climate, and organizational performance in the branch network of a retail bank. It extends previous research on group-level climate-performance and HRM-performance relationships and examines how climate and HRM function as joint antecedents of business unit performance. Significant correlations are found between work climate, human resource practices, and business performance. The results show that the correlations between climate and performance cannot be explained by their common dependence on HRM factors, and that the data are consistent with a mediation model in which the effects of HRM practices on business performance are partially mediated by work climate.     

EFFECTS OF ADVERTISED HUMAN RESOURCE MANAGEMENT PRACTICES ON ATTRACTION OF AFRICAN AMERICAN APPLICANTS

Student members of a national organization of African American engineers ( n = 1019) and currently employed African American engineers ( n = 303) responded to a hypothetical job advertisement differing by staffing policy (identity-blind vs. identity-conscious), advertised work characteristics (i.e., individual-based vs. team-based), and compensation system characteristics (pay based on individual performance vs. pay based on work-group performance). Both groups of respondents reported being more likely to apply when the staffing policy was identity conscious (i.e., affirmative action) than when it was identity blind (i.e., equal-employment opportunity). However, only the student sample reported being more likely to apply when the advertisement described team-based work instead of individual-based work. Both groups reacted negatively to the combination of individual-based work and group-performance based pay systems.     

UNDERSTANDING THE IMPACT OF TEST VALIDITY AND BIAS ON SELECTION ERRORS AND ADVERSE IMPACT IN HUMAN RESOURCE SELECTION

We propose an integrative framework for understanding the relationship among 4 closely related issues in human resource (HR) selection: test validity, test bias, selection errors, and adverse impact. One byproduct of our integrative approach is the concept of a previously undocumented source of selection errors we call bias‐based selection errors (i.e., errors that arise from using a biased test as if it were unbiased). Our integrative framework provides researchers and practitioners with a unique tool that generates numerical answers to questions such as the following: What are the anticipated consequences for bias‐based selection errors of various degrees of test validity and test bias? What are the anticipated consequences for adverse impact of various degrees of test validity and test bias? From a theory point of view, our framework provides a more complete picture of the selection process by integrating 4 key concepts that have not been examined simultaneously thus far. From a practical point of view, our framework provides test developers, employers, and policy makers a broader perspective and new insights regarding practical consequences associated with various selection systems that vary on their degree of validity and bias. We present a computer program available online to perform all needed calculations.     

WHO APPRECIATES FAMILY-RESPONSIVE HUMAN RESOURCE POLICIES: THE IMPACT OF FAMILY-FRIENDLY POLICIES ON THE ORGANIZATIONAL ATTACHMENT OF PARENTS AND NON-PARENTS

The 1991 General Social Survey of 745 randomly selected workers in the United States assessed the impact of family-responsive human resource policies, such as parental leave, flexible schedules, and child care assistance on organizational attachment. Employees who had access to family-responsive policies showed significantly greater organizational committment and expressed significantly lower intention to quit their jobs. Additionally, child care information referral had a greater impact on affective commitment among employees eligible for that benefit. The data supported the theory that offering assistance to employees in need symbolizes concern for employees and positively influences attachment to the organization. The contrasting theoretical explanation–that people are more attached to companies when they individually benefit from progressive human resource policies–received considerably less support. The practical implication of the study for human resource management professionals is that providing comprehensive family-friendly policies may have a positive impact beyond the individual employees who tap these benefits.     

A LONGITUDINAL STUDY OF THE IMPACT OF CHANGES IN GOAL SETTING ON EMPLOYEE SATISFACTION1

Two hundred and forty-five working level scientists and engineers participated in a longitudinal study in which their managers had been trained in a Management by Objectives program. Subjects completed two questionnaries, the latter being completed 21 months after the first designed to assess perceptions of their managers' goal setting behavior along four dimensions derived using factor analytic procedures (Goal Clarity and Planning, Subordinate Freedom, Feedback and Evaluation, Participation in Goal Setting) and their reported intrinsic, extrinsic and total satisfaction. Dynamic correlations (Vroom, 1966) were computed between changes in the goal setting factors and changes in the satisfaction variables and significant positive relationships were observed. In addition, results indicated that job task (research vs. development) demonstrated a moderating influence on the goal setting-satisfaction relationships. An unexpected finding was that there was a significant decrease in perceived managerial behavior on the Goal Clarity and Planning factor over the 21 months. However, a significant increase occurred on the Feedback and Evaluation factor. Since no control group was available for comparison, little can be said about whether these changes were a result of the MBO program. Significant differences between the development and the research subjects were also observed on two of the goal setting factors.     

ECONOMIC CONSIDERATIONS IN ESTIMATING THE UTILITY OF HUMAN RESOURCE PRODUCTIVITY IMPROVEMENT PROGRAMS

Three economic concepts (variable costs, taxes, and discounting) are applied and incorporated into the previous utility formulas proposed by Brogden (1946, 1949), Cronbach and Gleser (1965), and Schmidt, et al. (1979, 1982). The resulting utility model indicates that the previous formulas are deficient and can produce upwardly biased utility estimates. Empirical examples based on published research (e.g., Schmidt, et al., 1982) are presented indicating the substantial magnitude of the bias given realistic levels of variable costs, taxes, and discount rates. The present utility model is used to adjust for such bias and is shown to provide a more complete and precise utility definition. Implications for future research are discussed.     

THE EFFECTS OF INFORMATION MANAGEMENT POLICIES ON REACTIONS TO HUMAN RESOURCE INFORMATION SYSTEMS: AN INTEGRATION OF PRIVACY AND PROCEDURAL JUSTICE PERSPECTIVES

The goal of the present study was to extend research on information privacy and fairness by examining these constructs within the context of human resource information systems. Using a 2 × 2 experimental design and data from 124 employed subjects in an organization that was in the process of developing a human resource information system, the present study examined the main and interactive effects of policies concerning ability to authorize disclosure (ability to authorize vs. no ability to authorize) and target of disclosure (internal to the organization vs. external to the organization) on invasion of privacy perceptions and fairness perceptions. Results of multivariate and univariate analyses of variance indicated that the independent variables had main and interactive effects on both fairness perceptions and invasion of privacy perceptions. Moreover, a confirmatory factor analysis suggested that invasion of privacy perceptions and fairness perceptions are distinct constructs. Implications of these findings for theory and practice are discussed.     

小学儿童数概念与运算能力发展的研究

我们曾对学龄前儿童和初入学儿童数概念与运算能力的发展作了研究。小学儿童的运算思惟是如何发展的呢?这也是儿童心理学重要研究领域之一。 我们围绕着小学儿童数概念与运算能力发展的研究,企图摸索一下小学儿童运算中     

ASSESSING THE ECONOMIC IMPACT OF PERSONNEL PROGRAMS ON WORKFORCE PRODUCTIVITY

This article describes and illustrates the adaptation of the linear-regression-based decision-theoretic equations used to estimate the dollar impact of valid selection procedures on workforce productivity to the evaluation of intervention programs designed to improve job performance. The appropriate equations are derived and explained, methods for estimating equation parameters are discussed, and the use of these equations is illustrated by means of a hypothetical example. It is concluded that in the future these methods and equations will allow psychologists to make more accurate assessments of the impact of intervention programs on workforce productivity than has heretofore been the case.     

LOWER BACK DISABILITY IN OCCUPATIONAL SETTINGS: A REVIEW OF THE LITERATURE FROM A HUMAN RESOURCE MANAGEMENT VIEW

Lower back disability (LBD) is a widespread phenomenon that has dramatic impacts on individuals' lives, as well as employers' costs. Despite this fact, specialists in the area of human resources have paid little attention to this critical, work-related outcome. The need for human resource professionals to learn more about LBD has become even more urgent due to the recent passage of the Americans With Disabilities Act. Although the treatment of lower back pain falls within the domain of physicians, this paper adopts a bio-psycho-social approach and reviews the existing empirical literature on variables related to LBD at the preventative and rehabilitation stages. We identify five avenues (job design, selection, training, compensation, and organizational climate) through which human resource researchers and practitioners can influence lower back disability.     

HOW HIGH PERFORMANCE HUMAN RESOURCE PRACTICES AND WORKFORCE UNIONIZATION AFFECT MANAGERIAL PAY

Using data from a nationally representative sample of telecommunications establishments, this study finds that HR practices and workforce unionization influence managerial pay levels and the ratio of manager-to-worker pay. High performance HR practices, including investment in the skills of the workforce, in computer-based technologies and in performance-based worker pay practices, are all positively related to managerial pay; but the use of workforce teams, which shift some managerial responsibilities to workers, has the opposite association. High performance HR practices also are associated with lower manager-to-worker pay differentials. In addition, workforce unionization is positively associated with managerial pay levels, with worker base pay mediating the relationship between managers' pay and unionization.     

THE IMPACT OF FLEXIBLE BENEFITS ON EMPLOYEE SATISFACTION: A FIELD STUDY

This study examines the attitudes of 110 employees of a financial service organization before and after the introduction of a flexible benefit plan. A large, statistically significant increase in benefit satisfaction was observed following implementation, as was a smaller significant increase in overall satisfaction. Employee understanding of the benefit package also increased significantly. No significant relationships were found between demographic characteristics and responses to the flexible plan. Potential confounds due to the complexity of the intervention are discussed. Future research is called for to examine the processes through which flexible benefits impact worker reactions and to examine the impact of flexible benefits on behavioral responses such as attraction and retention.     

PROGRAM COMMITMENT: A MULTI-STUDY LONGITUDINAL FIELD INVESTIGATION OF ITS IMPACT AND ANTECEDENTS

Increasingly, human resource professionals are being challenged to manage organizational programs that have proliferated in the wake of continual pressure to respond to competition and environmental change. This research examines program commitment, that is, an employee's commitment to an organizational program, and investigates its association with important organizational outcomes and a set of potential antecedents in 2 longitudinal field studies. In the first study, program commitment was positively related to participation in the program and program-related performance. In the second study, organizational commitment, change efficacy, and teamwork orientation were supported as antecedents to program commitment.     

EFFECT OF TEMPORARY CONTRACTS ON PERCEIVED WORK CHARACTERISTICS AND JOB STRAIN: A LONGITUDINAL STUDY

This longitudinal study investigates differences in perceived work characteristics and job strain as a function of employment status. The study examines the effects of a change from involuntary temporary to permanent status ( N = 75) compared to staying permanent ( N = 257), as well as comparing temporary contract and permanent contract employees at Time 1 and a second-wave comparison that included new temporary contract employees ( N = 92) and new permanent contract employees ( N = 34). Results suggest that temporary employment status is associated with negative and positive consequences. On the negative side, temporary status reduced perceptions of job security and participative decision making, which had deleterious effects on job strain. On the other hand, temporary employees had fewer strain-inducing role demands (in particular, lower role overload). The net effect was that temporary employees had lower job strain, which analyses suggested was due to indirect effects of the lower role demands.     

STRATEGIC HUMAN RESOURCE MANAGEMENT IN SERVICE CONTEXT: TAKING CARE OF BUSINESS BY TAKING CARE OF EMPLOYEES AND CUSTOMERS

Integrating the strategic human resource management research with the multiple-stakeholder view of organizational climate, in this study we propose that the human resource management practices of a high-performance work system enhance a business unit's market performance in the service context by facilitating 2 types of strategically targeted organizational climate: concern for customers and concern for employees, which further encourage employees to engage in cooperative behaviors with customers (service performance) and coworkers (helping behavior) that are essential in achieving superior market performance. The results based on the data collected from multiple sources of 133 stores in Taiwan in 2 phases largely supported the proposed theoretical framework and shed light on the influence mechanism of high-performance work system on organizational effectiveness in the service context.     

铁路装卸系统人力资源组合的研究

依据管理心理学的理论提出了人力资源优化组合的两阶段假设,使之形成可控制的操作程序。在铁路苏州装卸车间进行实验处理并选择情况相似的Ｎ站为比较组。实验前后苏州装卸车间和比较组之间都发生了明显的变化,运用《班组群体社会心理气氛调查表》测试职工的成就感、温暖感、舒适感等心理感受与劳动态度有关因素的认知水平等各项指标实控两组都有较其显著性差异。优化组合的企业职工的经济收入有了较大幅度地增加,企业的社会效益和经济效益明显提高。     

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.     

A LONGITUDINAL MODEL OF SPONSORSHIP AND CAREER SUCCESS: A STUDY OF INDUSTRIAL-ORGANIZATIONAL PSYCHOLOGISTS

Drawing from research on the sociology of science, we hypothesized a model of academic career success in an effort to extend research on particularistic and universalistic influences on career success. Results, based on a sample of 154 members of the Society of Industrial and Organizational Psychology, provided support for the hypothesized model. Specifically, doctoral program prestige and publications as a PhD student influenced prestige of the first job. Furthermore, these 2 variables—along with chair publications—influenced career publications, prestige of the first job and career publications influenced extrinsic success (a composite variable comprised of rank, salary, longitudinal citation rates, prestige of current job, fellowships, and presence on editorial boards), and extrinsic success influenced intrinsic career success (career satisfaction). The results further suggest that individual performance has a stronger influence on the career success of industrial-organizational psychologists than do social networks.