Talent management and global competition for top talent: A co‐opetition‐based perspective

In an age of competition for top talent, lateral hiring or personnel poaching has flourished not just between rivals, but also among allies transcending across national borders. This article integrates the literature on lateral hiring and co‐opetition to develop a “novel” perspective of the co‐opetition‐based view of lateral hiring. A conceptual framework was developed to account for conditions under co‐opetition setting in different markets. Contrary to the popular belief that poaching from rivals is more beneficial, the present research demonstrates that poaching from allies may be more beneficial in mitigating the “winner's curse.” Indeed, poaching in the collaboration domain is characterized by greater access to information about the target employee before job change. Lateral hiring from allies in foreign markets can also be more beneficial given the potentially moderate stigma attached compared with those from domestic markets. The implications for firms and strategic human resource management literature are examined.     

The effects of polychronic-orientation upon retail employee satisfaction and turnover

Keeping front-line retail employees satisfied, and subsequently reducing their turnover, is important in retail management. This study introduces polychronic-orientation, or an employee's preference for switching between multiple tasks within the same time-block, as an employee trait with important implications for retail employee turnover. It demonstrates empirically that a polychronic-orientation has both direct (employee fit) and indirect (through fairness perceptions) effects on retail employee satisfaction. Moreover, by exploring these effects across career stages, polychronicity is revealed to be a stable and enduring trait but one whose impact is magnified in early stages of the retail career. Implications for hiring and employee education are derived.     

Minimum wages and information

The paper investigates the impact of minimum wage legislation on the level of employment, both for skilled and unskilled labor, when employers are imperfectly informed about a potential employee’s skill level prior to hiring. In this context, imposition of a minimum wage can facilitate the skilled employee’s provision of information about his skill. When laborers can take a certifying test, minimum wages facilitate the sorting effect of the test. If the supply of skilled labor is sufficiently elastic relative to the demand for unskilled labor, this enhancement of the sorting effect can increase total employment, and reduce prices.     

Determinants of hotel employment in Hong kong

This study of 32 hotels in Hong Kong investigated the importance that human-resources managers accord to economic and social factors that drivehotel employment levels, as well as looked at employees' personal attributes that may influence hiring. Senior managers place a strong emphasis on firm-specific factors such as occupancy rate, revenue, and service standards. More general industry-specific factors were perceived to be relatively less important in managers' decisions on hiring levels, while non-industry-specific factors (including macroeconomic measures) had the least impact on hotel hiring levels. In terms of personal attributes, it was found that an employee's attitude was perceived to be the most important criterion in a manager's selection decision.     

Neutrality agreements: How unions organize new hotels without an employee ballot

Hoteliers who have a project under development increasingly are being asked by labor-union organizers to sign so-called neutrality agreements—sometimes under duress. While labor unions do not operate in all hotel markets, this organizing tactic seems to be gaining currency where unions are present. By signing a neutrality agreement, the hotelier agrees not to oppose the union's organizing efforts, to allow the union to contact employees during work hours, and to allow the union access to employee directories. Without the agreement, the union would not be allowed any of those things, and the hotelier would be allowed to state its case publicly for why employees might not want to be represented by a union. The duress comes from the union's potential threat to use political connections to hamper the project's permits and to invoke the activity of other labor unions. The key element missing in the neutrality agreement is the employees' consent to the arrangement. Given that workers are legally given the right by U.S. labor law to decide via a secret ballot whether they do or do not want to be represented by a union, a neutrality agreement that allows for employers to recognize a union via a “card check” provision appears to abrogate that right to a secret vote by effectively sealing the matter before the hotel even begins hiring. Recent court rulings point to the likelihood that if workers formally complain to the National Labor Relations Board about such agreements, those agreements could be set aside.     

The customer's role in the service encounter: The effects of control and fairness

Two key elements of service satisfaction for customers are the perception that they have at least some control or choice and that the service provider is being fair. That notion was tested in a video-based experiment in which 50 subjects watched either a restaurant-based or hotel-based scenario that depicted an employee's response to the subject's request for a change in the original order or reservation. In half the scenarios the guest's wish was granted and in half; it was not. Whether the request was granted or not, in half the scenarios the employee behaved in a fair fashion (by being considerate, knowledgeable, impartial, and consistent) and in half the employee did not behave fairly. Respondents in the hotel scenarios confirmed the experimental hypothesis by indicating that they would be more satisfied in the scenarios where they had control (that is, ability to make a choice) and even if they did not have a choice, when the employee was fair. In the restaurant scenarios, having some control led to satisfaction, but employee fairness did not counteract a lack of control.     

基于虚拟视角的零售业人力资源管理职能转变研究

目前我国零售业的人力资源管理面临较大的困境,如对企业人力资源管理的战略地位认识不足;缺乏人力资源规划;员工流失比例高;员工缺乏培训等。从人力资源管理理论演变的过程说明,其原因是人力资源管理的职能没有转变。零售业人力资源部门应逐渐从行政性管理工作中解放出来,开始更多地从事战略性人力资源管理工作,对于那些行政性的事务应进行虚拟化运作,制定员工管理虚拟、招聘虚拟、培训虚拟等对策。     

If the Supplier's Human Capital Walks Away,Where Would the Customer Go?

Purpose: Professional service firms' clients often develop stronger attachments to their key contact employee than to the service firm. Since professionals are highly mobile, buyers of professional business services constantly have to decide whether to follow their key contact employee or remain with their incumbent firm, while service firms face the threat of losing customers if the employee leaves. This study examines how the key contact employee's human capital, the social capital between the contact employee and the client, and the service company's structural capital affect the decision whether to follow the key contact employee to another professional service firm.

Methodology/approach: The model is tested on a sample of 120 organizational buyers of advertising services by using partial last squares, a structural equation modelling technique.

Findings: Professional service firms' investments in company-specific structural capital create a deterrent for clients to follow the contact employee, because remaining with the service firm will increase clients' return on the service providers' structural capital. Furthermore, higher levels of structural capital reduce the value of the contact employee's investments in human capital should the employee leave. Conversely, human capital creates motivation to follow the contact employee, while social capital only provides value in combination with human capital.

Research implications: This study employs concepts developed in economics and economic sociology rather than relationship marketing variables to examine attachments to individual professional service providers and to professional service firms.

Practical implications: The findings underline the importance of competence, both at the company and individual level, for retaining clients of professional services. These results contrast previous studies emphasizing close interpersonal relationships and service firms' relationship-building activities.

Originality/value/contribution: Human, social, and structural capital provide value to clients and therefore apply well to professional services. Hence, these variables provide alternative explanations to service firms' client retention or desertion than traditional relationship marketing variables do. The findings add to our understanding of service provider–client relationships in professional services and knowledge intensive firms.     

Exploring Managers' Views About Brand Saboteurs

This paper explores the relationship between employee behaviour and service brand performance. Current literature emphasizes the importance of employee behaviour in delivering a strong service brand, and suggests that employees can be clustered according to their degree of support for the brand. Twenty in-depth interviews were undertaken with HR and Marketing managers in financial services and grocery firms. In the context of employees as brand builders, we explore whether managers have recognized variations in the level of employee support for the brand. Specifically, we surface managers' views about negative performers, or 'Brand Saboteurs'     

Aspirations,market offerings,and the pursuit of entrepreneurial opportunities

In this paper we focus on two core questions: 1) Why do some people seek entrepreneurial opportunities? 2) Under what conditions is the pursuit of entrepreneurial opportunity most likely? We attempt to answer these questions by creating a theoretical framework that considers the interaction between an individual's level of aspiration and their appraised value in the labor market. We propose that when there is disequilibrium between the aspiration vector (AV) of an individual and the perceived valuation of the market offering vector (P-MOV), an individual tends to pursue entrepreneurial opportunities. In addition, when hiring officers, HR directors, or other relevant parties involved in the hiring decision are biased or when existing organizations have limitations in reflecting an individual's AV, prospective entrepreneurs begin searching for new opportunities in society. Finally and in our view most crucially, we consider the interaction between an individual's subjective consideration and his perceived assessment by the labor market, a novel approach, which we hope takes into account the complexity and richness of entrepreneurship. We offer seven specific propositions that derive from the disequilibrium predicted by our framework.     

Managing the Next Generation of Sales,Gen Z/Millennial Cusp: An Exploration of Grit,Entrepreneurship, and Loyalty

Purpose: The current study explores the latest generation of the workforce, Generation Z/Millennial cusp, and the loyalty concerns hiring managers’ experience. The authors explore how the characteristics of entrepreneurship and grit can potentially impact employee loyalty to an organization.

Methodology/approach: A content analysis using responses from 51 hiring managers and their views of the advantages and challenges of hiring from the millennial generation yielded patterns focused on grit, loyalty, and entrepreneurship.

Findings: Based on the feedback from hiring managers using a grounded theory approach, we propose a conceptual model that includes three constructs that emerged from the analysis: individual entrepreneurship orientation, grit, and loyalty. The results from the content analysis suggest grit moderates the relationship between entrepreneurship and loyalty. The conceptual model proposes sales managers can hire individuals with grit to decreased employee turnover.

Originality/value contribution: This study provides several contributions to the stream of research focused on Generation Z and employee loyalty. First, due to the changing demographic of the workforce, sales managers need to hire and retain younger sales professional that have different expectations; therefore, thinking differently of their hiring process. Second, the study creates an exploratory discussion that can help sales managers evaluate future talent for their organization. Sales managers may evaluate an applicant’s “grittiness” vs. those who are more entrepreneurial in spirit in order to retain those sales professionals long term.     

Employee Perceptions of Award and Incentive Programs

Abstract

Employee award and incentive programs have become standard practice in the business world and in many nonprofit organizations. A study was conducted to measure employee beliefs about meeting management's objectives and employee satisfaction with award/incentive programs. It was found that employee motivation-in terms of liking awards, willingness to encourage others, and willingness to work hard for awards-was the most important factor contributing to employee satisfaction with the programs and employee perception that management's objectives were satisfied by these programs.     

Enhancing frontline employee support during a product-harm crisis: Evidence and strategic managerial implications for firms

Product-harm crises can negatively affect a firm's corporate image, reputation, and credibility. This research investigates antecedents and factors that can impact the extent to which frontline employees will be supportive of their organization when the firm faces such a crisis. Leveraging social exchange theory and its focus on reciprocal exchanges, we theorize and test processes using regression models, which shed light on how managers can solicit employee support during crises situations by providing the frontline employees with ethical and supportive working conditions. To offer convergent validity across multiple methodologies, we also test the influence of experimental effects of the relative severity of a crisis and whether a firm was quick or slow in its response on frontline employee support. Furthermore, our research demonstrates that the firm's strengths in corporate social responsibility, the employees' organizational citizenship behavior, and employee organizational identification serially mediate the supportive relationship, which provides a unique contribution to the marketing literature. Finally, we provide managerial implications to further enhance frontline employee support.     

Limited Entrepreneurial Attention and Economic Development

Economic development depends on the allocation of entrepreneurial resources to efforts to discover new profit opportunities. Limited entrepreneurial attention is allocated between maintaining current activities and starting new activities. This paper addresses the problem of allocating limited entrepreneurial attention in a variety of contexts. The issues that are addressed are product improvement and new product development; the choice of career as an innovative entrepreneur, a managerial entrepreneur or a salaried employee; the venture capitalist's attention to current and new ventures and funds; the writing of internal contracts and market contracts and the supervising of current employees and hiring additional employees.     

Environmental performance and employee welfare: Evidence from health benefit costs

This article studies whether corporate environmental performance affects its health benefit costs. I find a firm's environmental performance is negatively associated with its employee health benefit costs. Cross-sectional tests also show the effect is stronger for companies with improving employee health or located in a region with higher population health risks. In addition, the correlation only exists for chemicals released onsite as opposed to offsite release, indicating the effect is driven by the pricing of health risks, rather than pure ethical reasons. These results suggest that insurance companies promote corporate policyholders' green behavior indirectly by rationally pricing corporate environmental efforts.     

The craft of business intelligence: An American view

Business is war. And in war, it is a matter of survival of the fittest. In order to survive in today's cutthroat business environment, we must be properly armed. And one of the most important arrows in the executive's quiver is accurate knowledge of competitors and their business environment. In other words, detailed knowledge of the enemy and the terrain of the battlefield. Every major country on earth recognizes the importance of intelligence and employs an intelligence agency to collect it for them. Over 2,500 years ago, the Chinese general Sun Tzu wrote: “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.” Frederick the Great also expressed his opinion on the importance of intelligence when he said: “It is pardonable to be defeated, but never surprised.” In today's highly competitive business world it is becoming more and more important to know your competition-know your enemy-and, particularly in the international arena, to know your battlefield. There are minefields out there, and it is imperative to be able to identify and avoid them. You can still lose, even when armed with superior forces, if the terrain is against you. 1997 John Wiley & Sons, Inc.     

Employer liability for telecommuting employees

Telecommuting is a work arrangement in which an employee regularly works at a site other than the employer's place of business—often the employee's home or a so-called telework center. Telecommuting may increase employees' job flexibility, retention, productivity, and motivation. However, telecommuting also carries distinct implications for legal liability. Among the issues are safety, adherence to disability-access laws, and wage and hour regulations. For instance, employers face issues connected with workplace safety, because they can be held accountable for accidents at a telecommuter's home office (even though the employer does not manage the premises). Telecommuting may come to be seen as a “reasonable accommodation” under the Americans with Disabilities Act, although few cases have been decided regarding this contention. Moreover, the simple fact that an employee is setting her own hours does not exempt the employer from the wage and hour provisions of the Fair Labor Standards Act. Workers must either fit that law's specific exemptions from hourly and overtime pay or else keep careful track of their hours. Perhaps the most important means of limiting problems arising from telecommuting is to implement a firm, company-wide policy (rather than apply ad hoc criteria), and to make certain that both job duties and the worker personally are suited to the minimal supervision and self-direction involved in telecommuting.     

Reasonable accommodation under the ADA: What's an employer to do?

As many observers expected when the Americans with Disabilities Act became law, employers have faced numerous court cases regarding the matter of appropriate accommodations for disabled workers under the law. The difficulty is that no consensus has emerged on the various interpretations of that law. Three particular areas of concern and disagreement have emerged, namely, how the accommodation request is made, how to handle reassignments, and whether to permit telecommuting as a substitute to working on premises. Several federal circuit courts have determined that the employer must respond to an employee's request in virtually any form, while others have stated that the employee must be specific in requesting an accommodation for disability. In two circuits, the employee must show some evidence of disability. The case law governing reassignment also varies by circuit, but in general a disabled employee who is being transferred would be given priority over prospective hires for the same position. The work of existing employees is not to be increased as a consequence of the ADA. Finally, telecommuting has thus far not found favor in most courts, but an employer who permits telecommuting for some employees will find it difficult to claim hardship for a worker who seeks to telecommute under the ADA's provisions. The courts have been most supportive of employers who have made a specific, fact-based determination regarding an employee's request for accommodation. By focusing directly on the situation at hand, an employer can document the particulars of an ADA request, regardless of whether the employee is satisfied by the employer's determination.     

Employee voice: Untapped resource or social media time bomb?

The venues by which employees can voice satisfaction, dissatisfaction, and their experiences with the organization have traditionally been limited to internal communication systems that are orchestrated and sanctioned by the organization. However, social media such as Facebook, Twitter, and LinkedIn, as well as blogs and instant messaging, now enable employees to deliver messages to hundreds or even thousands of people with a few keystrokes. . .messages that may or may not be desirable to or sanctioned by the organization. Under these circumstances, employee voice can be an untapped resource for enhancing the organization's public image or a bomb waiting to explode with devastating impact on the firm's reputation. Effective management of employee voice begins with understanding its purposes: contribution to management decision making, demonstration of partnership, articulation of individual dissatisfaction, and expression of collective bargaining. These expressions of voice can be guided and managed to a strategic advantage when organizations provide a proper organizational context along with the appropriate mechanisms for employees.     

3M: Role model for emerging markets

This article focuses on the role of multinational companies in transferring advanced human resource management practices to post‐Communist countries. It reviews the lessons learned from the complex cultural and historical configuration of a transitional economy. The authors analyze 3M's experience in Russia and the results of interviews with the company managers. They summarize innovative solutions in hiring, training, motivating employees, and creating organizational culture, and discuss the company's position as a role model for emerging markets. © 2006 Wiley Periodicals, Inc.