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。     

Globally networked: Intraorganizational boundary spanning in the global organization

Multinational corporations (MNCs) need to sense, source, and mobilize knowledge when and where it arises, whether at home, or elsewhere in the world. For this reason, MNCs benefit from employee networks of relationships that span across intraorganizational barriers, allowing for the efficient mobilization of knowledge across boundaries. Yet, which organizational members are more likely to be able to develop these boundary spanning networks? We leverage a unique data set from a large multinational corporation to empirically test a comprehensive model that captures the effect of an employee’s mandate, expertise, and behavioral orientations on her likelihood to span intraorganizational boundaries that manifest themselves in the form of hierarchies, intra-functional domains, and geographic territories. We find that the employees that are more likely to be boundary spanners are those having mandates with a global impact, high levels of expertise, and a collaborative orientation in their networking behaviors. In addition, we find that these effects are stronger for those employees that have large formal workflow networks.     

Managing the human resource in Indian SMEs: The role of indigenous realities

This paper discusses how issues of people management are addressed in Indian small and medium enterprises (SMEs). It also highlights the indigenous approaches to human resource management (HRM) that have surfaced in the Indian SME context. The research formulation has been built on the mapping of people-management practices in two SME case studies, one of which is also a family-based organization. The analysis shows that indigenous realities in HRM in Indian SMEs relate mainly to the provision of financial, emotional and social support to the workforce; employee involvement (EI) practices; recruitment; skill development; managing employee relations; and managing vis-à-vis labor law framework. The paper argues that in the sphere of people management in SMEs, the willingness to innovate and formalize the HR systems is constrained by a kind of bounded rationality, i.e., the owners of SMEs mostly believe that they are already doing what is humanly possible in this regard. The analysis has an important message for concerned practitioners—in order to realize their full potential and to progress towards fulfilling their vision; SMEs eventually have to intertwine indigenization and formalization for their people management approaches.     

Nightmare Bosses: The Impact of Abusive Supervision on Employees’ Sleep,Emotions, and Creativity

In the present study, we examine the process through which abusive supervision impacts employee creativity. Specifically, we test whether abusive supervision is associated with lower levels of employee creativity and if this effect is mediated by employee sleep deprivation and emotional exhaustion. Results showed that abusive supervision had an indirect negative relationship with employee creativity via its impact on employee sleep deprivation and emotional exhaustion. These findings contribute to a better understanding of the negative effects of abusive supervision on employee creativity and the processes by which they occur.     

Employees striving for innovation in social enterprises: The roles of social mission and commitment-based human resource management

Social enterprises, promising organizations for solving societal problems with innovative approaches, rely upon their members’ active roles for workplace innovation. However, we still have a limited understanding about how social enterprises can foster employees’ endeavors for innovation. By focusing on employee learning and innovative behavior, we investigate the influences of perceived social mission, value congruence, and human resource management (HRM) practices in social enterprises. We conducted two complementary studies to answer our research questions. In Study 1, with a survey of 369 employees from 68 social enterprises, we examined a multilevel moderated mediation model with firm-level and individual-level data. We found that perceived social mission promoted learning and innovative behavior by increasing value congruence, and that commitment-based HRM practices enhanced the overall process from mission to employee efforts for innovation. In Study 2, with 300 daily surveys from 60 employees participating in an experience sampling study, we found that those with high-value congruence showed a significantly more stable pattern with less variance in innovative behavior than in learning behavior. Our study adds novel implications to the underdeveloped literature on employee innovation and HRM in social enterprises by uncovering the positive effects of social mission and value facets for boosting learning and innovative behaviors. Our research also suggests that social enterprises should benefit from pursuing and emphasizing the social mission and commitment-based HRM bundle together, which will promote the prosperity and well-being of business and society.     

Quantifying the link between employee engagement,and customer satisfaction and retention in the car rental industry

In the retail service industry, employee engagement may play an important role in customer satisfaction and retention, as employees often interact directly with customers. This paper investigates the empirical link between employee engagement and customer satisfaction and retention by analyzing a unique data set from a large car rental company. Our analysis makes use of retirement-induced employee turnover as an exclusion restriction that is plausibly induced by employee age, thereby allowing for variation in employee engagement that is partially exogenous to common underlying factors that also impact customer satisfaction and retention. We show that there is a positive effect of employee engagement on customer satisfaction and retention. Further analysis of moderating effects highlight potential limits to employee engagement, as service disruptions in the form of car downgrades can dampen the positive effects of employee engagement. However, despite the dampened impact of employee engagement its overall effect remains positive indicating that employee engagement can be a key factor in building resilience to unforeseen service disruptions.

     

企业能力、竞争优势与人力资源管理关系研究——基于能力的人力资源管理和战略人力资源管理的比较与整合

与员工能力与员工绩效关系的研究相比,目前对企业人力资本和员工与企业绩效和竞争优势关系的研究要抽象、模糊的多.论文在对基于能力的人力资源管理和战略人力资源管理研究分析的基础上,结合企业战略管理相关理论,将企业视为一个能力系统,阐明了员工能力,企业能力、企业竞争优势、企业绩效与人力资源管理的相互关系,进而将从个体视角探讨员工能力与员工绩效关系的基于能力的人力资源管理与从企业视角探讨人力资本、人力资源管理与企业绩效、竞争优势关系的战略人力资源管理二者有机联系起来,并指出企业可以通过构建和应用基于企业战略的员工胜任力模型来实施战略人力资源管理.     

Who do we blame for abusive supervision?

Research has looked extensively at one side of abusive supervision (that is employee perceptions) and subsequently linked this phenomenon to supervisors' actual behaviour. We address this research gap by investigating the other side—employee characteristics as a factor related to the perception of abusive supervision (AS). Data collected from 443 employees within the Pakistani telecommunications industry revealed that employees' intimidation behaviours was positively related to their perceptions of AS, mediated by emotional exhaustion. In addition, recognition (from top management) was found to moderate the indirect effects of intimidation on AS via emotional exhaustion. Our findings challenge the assumption that supervisors are to blame for exhibiting abusive behaviour and identify a new, underlying factor related to AS.     

Trade, demand spillovers, and industrialization: The emerging global middle class in perspective

In this paper, we investigate international demand spillovers brought about by a global middle class and their impact on trade patterns and industrialization. We propose a multi-industry and two-country trade model featuring demand complementarities propagating increasing returns across industries and national boundaries. We show how the international extent of demand spillovers depends upon asymmetries in domestic income distribution, labor efficiency, and labor force size; that is, on the global distribution of real income.     

Customer Service in UK call centres: : organisational perspectives and employee perceptions

The 1990s have witnessed a dramatic rise in consumer demand for, and hence provision of, call centres in the UK. Central to the success of call centres is customer service. Although there exists an ever-expanding tranche of literature on call centres and customer service, it primarily focuses on aspects of their functionality. In contrast, this article encompasses analysis of organisational perspectives and employee perceptions in its review of the contemporary nature of customer service in UK call centres. Drawing from recent, exploratory research, the article asserts that, in general, there is significant potential for improving customer service and satisfaction through the medium of more sophisticated employee management practices.     

Trade,demand spillovers,and industrialization: The emerging global middle class in perspective

In this paper, we investigate international demand spillovers brought about by a global middle class and their impact on trade patterns and industrialization. We propose a multi-industry and two-country trade model featuring demand complementarities propagating increasing returns across industries and national boundaries. We show how the international extent of demand spillovers depends upon asymmetries in domestic income distribution, labor efficiency, and labor force size; that is, on the global distribution of real income.     

Exploring talent management in India: The neglected role of intrinsic rewards

The challenge of global talent management is critical to firm success. Even with the global economic slowdown of 2008 and 2009, there are continuing challenges in attracting, managing, and retaining talent, especially in the developing regions of the world where economic activity has outpaced the availability of skilled employees. To examine this situation, we develop and test a model of talent management across 28 Indian firms involving 4811 professional-level employees. The intrinsic rewards experienced are a critical element in employee retention, satisfaction with the organization, and career success. We explored four antecedents of intrinsic rewards: the social responsibility of the employer, pride in the organization, manager support, and performance management (PM). We found support for the importance of intrinsic rewards as a mediating variable, as well as for the moderating role of certain hygiene factors. Our research suggests multinational, international, and national employers may have non-pecuniary mechanisms to promote retention and employee satisfaction, even in challenging labor market environments. We conclude by proposing implications for research and global HRM practices.     

The depicted service employee in marketing communications: An empirical assessment of the impact of facial happiness

Employees are often depicted in service firms’ marketing communications material. This study examines one particular aspect of such depictions: the signaling of happiness in terms of the employees’ facial expressions. It is assumed that depicted faces transmit emotional signals, that receivers are hardwired to react to such signals, and that the emotional signals influence the outcomes of the receivers’ information processing activities. Our empirical results show that this was indeed the case: employee display of happiness was positively and significantly associated with employee evaluations. The contribution of employee happiness remained significant when other characteristics of the depicted face (e.g., attractiveness) were controlled for. Our results also show that employee evaluations had a positive impact on the overall evaluation of the offer of the employee's firm, and that the employee evaluations mediated the association between employee display of happiness and the evaluation of the offer.     

A cross-cultural perspective on the role of emotion in negative service encounters

The purpose of this research is to examine cross-cultural differences in emotional responses to negative service encounters and the consequent impact on behavioural intentions. Focus groups of UK and West African consumers discussed two video scenarios, described employee and consumer behaviour, and projected emotional responses. Although anger was a major emotion, African consumers emphasised feelings of ‘sadness’ (humiliation and embarrassment). Such feelings were more likely to influence switching and other behavioural intentions when attributable to employee behaviour. Differences were also identified in interpretations of employee behaviour and perceived attribution of negative emotions.     

Leveraging employee emotional intelligence in casino profitability

Drawing on the link between service quality and casino profitability, this paper describes the roles of frontline employees in delivering casino service quality and analyses how management can nurture employee emotional intelligence's (EEI) contribution to casino revenue growth. This study is conceptual in nature. The analysis builds from identifying the emotional contents embracing service encounter involving casino frontline employees and customers. The identification area approaches from emotional work performed by employees, referred to as emotional labor, the emotional service delivered by casinos, customer attributed emotions and emotional contagion. The study comprehensively analyses how EEI can manage and regulate emotionally charged service encounters which subsequently affect customers’ perception of employee behaviours and service performance over service encounters. These encounter performance forms customers’ perception of casino service quality which leads to customer loyalty and ultimately casino profitability. This theory-focused study presents an additional venue with great potential for casinos to enhance business performance and financial growth, as well as providing new insights into the role of EEI in organizations for researchers in the relevant field.     

好的表演需要好的观众——顾客察觉准确性在员工情绪劳动影响中的作用

基于385对顾客和员工的问卷调查的配对数据，考察了员工的情绪劳动如何影响顾客的信任和忠诚，以及顾客察觉准确性在其中的调节作用。研究结果表明员工的深层表演会促进顾客的信任，进而促进顾客忠诚；顾客对深层扮演的高察觉准确性会加强员工的深层扮演与顾客信任之间的正向关系，而当顾客对表面扮演察觉准确性低时，员工的表面扮演会对顾客信任有正向的影响；顾客的深层/表面扮演察觉准确性加强了深层/表面扮演、顾客信任和忠诚之间的中介效应。研究帮助从情绪的视角更好地理解服务情境中信任的前因变量，发现顾客的察觉准确性在情绪劳动影响过程中的重要作用，有助于服务企业从情绪劳动的角度来建立顾客信任和忠诚。     

Perceived Marketplace Influence and Consumer Ethical Action

The present work presents two studies exploring the impact of perceived marketplace influence (PMI) on consumer decisions to engage in ethical marketplace action. Study 1 shows that PMI is associated with positive (negative) word‐of‐mouth in response to the ethical (unethical) actions of an organization. Study 2 shows that PMI is associated with the purchase of and willingness to pay for ethical products Fair Trade and philanthropy‐linked ethical products. Differences emerge between the two dimensions of PMI (PMI Consumer and PMI Organization) based on the hedonic or utilitarian features of the products. Results also show autonomous motivation to mediate the relationship between PMI and ethical intentions. We conclude with discussion of the implications of PMI for policy and consumer well‐being.     

Ethical Culture and Employee Outcomes: The Mediating Role of Person-Organization Fit

We build on limited research concerning the mediation processes associated with the relationship between ethical culture and employee outcomes. A multidimensional measure of ethical culture was examined for its relationship to overall Person-Organization (P–O) fit and employee response, using a sample of 436 employees from social economy and commercial banks in Spain. In line with previous research involving unidimensional measures, ethical culture was found to relate positively to employee job satisfaction, affective commitment, and intention to stay. New to the literature, ethical culture was also found to be associated positively with employee willingness to recommend the organization to others. These effects were observed even when perceptions of P–O fit were controlled. Importantly, ethical culture was also positively related to overall P–O fit, which in turn, partially mediated the relationship between ethical culture and employee outcomes. Our findings add to studies that focus on the importance of the degree of ethical congruence between the individual employee and the organization. They suggest that ethical culture, with its expected impact on virtuousness and emotional well-being, will positively influence outcomes independently of the degree to which there is a match between employee and organizational values.     

National culture and incentives: Are incentive practices always good?

This study evaluates national culture’s influence on the incentive practice-firm performance relationship. Hofstede’s work (1993) and institutional theory (North, 1990) suggest national culture will moderate incentive effectiveness, while others suggest it has minimal impact (Gerhart & Fang, 2005). We find performance orientation (PO), in-group collectivism (I-GC) and uncertainty avoidance (UA) dimensions explain strength and direction of incentive-performance relationships. Profit-sharing―performance relationships are favorably supported by cultures with high PO, high I-GC, and low UA; however, the individual-bonus―performance relationship is enhanced by the near-opposite culture profile. There was no evidence that the team-bonus―outcome relationship is influenced by national culture.     

International human resource management in an era of political nationalism

In times of the “Brexit” and “America First” policies, several industrialized countries' governments are turning toward more national‐oriented migration policies. Simultaneously, societal aversion to immigration is growing. Both trends are sending negative signals to highly skilled employees and making immigrants feel that they are no longer welcome. Consequently, international careers are becoming uncertain, risky, and unpredictable. This new reality in industrialized knowledge‐based economies may affect firms' talent pool and the skill set available to a country. To shed light on the new environment of international human resource management, we interviewed Mary Yoko Brannen and David Collings, leading experts in the field, to explore their perspective on how the field is changing. The interviews reported here uncover fascinating insights, including the need to counteract the globalization fears in the West of the predominantly White working and lower‐middle class through education. Companies may also rethink their organizational boundaries and the notion of traditional employees by using their agility to counteract the political forces harming their talent pool strategy.