Transfer of training: Written self‐guidance to increase self‐efficacy and interviewing performance of job seekers

Subsequent to training IT professionals ( n = 35) in skills for performing effectively in a selection interview, 16 were randomly assigned to a transfer of training intervention, written self‐guidance (WSG). This methodology is based on social cognitive and self‐persuasion theories. The results showed that WSG resulted in significantly higher ratings from an interviewer than did those in the control group. Self‐efficacy for interviewing skill mediated the relationship between WSG and performance. A content analysis of the WSG letters showed that the use of self‐affirming and self‐relevant statements was positively related to performance in the selection interview. © 2012 Wiley Periodicals, Inc.     

专用性投资、隐性契约与财权配置探析

本文讨论了专用性投资与隐性契约所涉及的利益相关者问题,指出了企业在财权配置上的治理困境和计量困境,并为企业如何摆脱财权配置困境提供了方法途径.     

Individual differences in implicit theories of leadership ability and self‐efficacy: Predicting responses to stereotype threat

Extending research on implicit theories to the leadership domain, we examined how individual differences in belief about the malleability of leadership ability influenced responses to stereotype threat. The study consisted of two time periods. At time 1, we assessed individual differences in implicit theories of leadership ability and self‐efficacy for leadership. At time 2, we activated a stereotype threat in a high‐stakes environment. Results revealed that women reported lower self‐evaluation after a stereotype threat when they had low self‐efficacy and believed leadership ability to be fixed (entity theory) rather than malleable (incremental theory). Results are discussed in terms of how implicit theories generate a network of allied cognitions and emotions that subsequently predict stable patterns of behavior.     

Wages,implicit contracts,and the business cycle: Evidence from a European panel

We study the joint behavior of hours and wages over the business cycle in a unique panel of 13 European countries, and document significant history dependence in wages. Workers who experience favorable market conditions during their tenure on the job have higher wages, and work fewer labor hours. Unobserved differences in productivity, such as varying job quality, or match-specific productivity are not likely to explain this variation. The results instead point to the importance of contractual arrangements in wage determination. In economies with decentralized bargaining practices, such arrangements resemble self-enforcing insurance contracts with one-sided commitment (by the employer). On the other hand, in countries with strong unions and centralized wage bargaining, wage behavior is better approximated by full-commitment insurance contracts. The co-movement of hours and wages further confirms a contractual framework with variable worker hours. Despite the strong prevalence of contracts in Europe, however, the elasticity of labor supply is considerably smaller compared to the U.S. labor market.     

Redefining leader self‐awareness by integrating the second component of self‐awareness

This article aims to extend the current treatment of what constitutes leader self‐awareness. Discussion of self‐awareness in organizations and leadership research here focused on one component of self‐awareness; awareness of individual self‐resources. Drawing on Objective Self‐Awareness Theory (OSA theory, Duval & Wicklund, 1972), this paper explores a neglected second component of self‐awareness: the ability to anticipate the views of others. Leaders gain awareness of their influence on others through impulses to self‐focus, which leads to self‐evaluation against extrinsic standards, and insight regarding leader influence. Research and practical implications of the second component of self‐awareness are discussed.     

Empowered self‐development and continuous learning

Organizational changes are creating the need for continuous learning environments that support employees' self‐development. Self‐development means seeking and using feedback, setting development goals, engaging in developmental activities, and tracking progress on one's own. This assumes that people are capable not only of monitoring their own behaviors, but also of recognizing which behaviors and outcomes are most favorable and desirable. Drawing on self‐determination theory, this article shows how organizations can encourage self‐development by providing nonthreatening performance feedback, ensuring behavioral choices for learning, encouraging feedback seeking, and rewarding participation in learning activities and other self‐determined behavior. © 1999 John Wiley & Sons, Inc.     

Investigating the importance of self‐acceptance and self‐efficacy on weight management in a developing country

The growing rates of obesity in both developed and developing countries are alarming. Most studies on obesity mainly focus on individuals in developed countries with ready access to food. Limited studies explore obesity in developing countries with limited access to healthier foods. In addition, studies show self‐acceptance and self‐efficacy are essential to healthier well‐being. The purpose of this study is (a) to explore the impact of self‐acceptance on individuals' self‐efficacy to weight management and (b) to investigate the impact of self‐efficacy on individuals' attitude and intention in regard to weight managements. Using data from Indonesia (N = 499), the respondents are divided based on their body mass index. The results show that self‐acceptance significantly influenced individuals' self‐efficacy, especially for individuals who are obese. Furthermore, self‐efficacy did not influence individual attitude toward weight management. Finally, attitude toward weight management only influenced people who are obese and not individuals who are overweight. The results of this study will have significant implications to government, social marketers, and not‐for‐profit organizations in fighting the epidemic in developing countries.     

Equity‐based incentive contracts and behavior: Experimental evidence

Equity ‐ based incentive contracts provide managers with dual incentives, motivating both effort and fraud. We report the results from an experiment in which manager subjects make effort and fraud decisions that affect a firm's value. The main treatment variable is the incentive contract, which can be of either the simple equity or stock option type. We find that both effort and fraud are increasing in a manager's share of equity and decreasing in the strike price of an option. Interestingly, the stock option contract induces relatively more fraud than the simple equity contract, even though the two induce the same effort.     

Thriving of employees with disabilities: The roles of job self‐efficacy,inclusion, and team‐learning climate

With the growing global emphasis on welfare‐to‐work policies, an increasing number of people with disabilities (PWD) have entered the workforce. However, studies on PWD have focused primarily on company practices to accommodate PWD, with a limited understanding of factors affecting psychological integration of PWD into the workplace. This scarcity in research makes it difficult for managers to utilize the full work potential of PWD. To fill this research gap, the current study focuses on the job self‐efficacy of PWD and investigates how employee disability interacts with inclusion and team‐learning climate to affect job self‐efficacy, and in turn thriving at work. Using a sample of 485 employees in 114 teams, surveys found job self‐efficacy was a key intervening mechanism linking employee disability to thriving at work. These results suggest high workplace inclusion can buffer potential negative effects of disability at the individual level, strengthened further by a high team‐learning climate. The data supported a three‐way cross‐level interaction effect of disability, inclusion, and team‐learning climate on the thriving of employees with disabilities, through job self‐efficacy. Our results demonstrate the importance of inclusion and team‐learning climate to foster employee thriving in a diverse workforce.     

High‐performance work systems and workplace performance in small,medium‐sized and large firms

This article draws on the Organisational Growth and Development (OGD) life cycle model to explore the relationship between high‐performance work systems (HPWS) and performance in firms of different size, thereby extending understanding of congruence or ‘best fit’ theory within strategic HRM debates. With reference to management control theory, economies of scale and the availability of specialist managerial skills, the article hypothesises that while an HPWS–performance relationship might exist in small, medium‐sized and large firms, the relationship will be stronger in large firms than in both small and medium‐sized firms, and stronger in medium‐sized firms than in small firms. Analysis of data from the British Workplace Employment Relations Survey demonstrates, however, that there is no association between HPWS and workplace performance in medium‐sized firms, in contrast to the positive relationship between HPWS and performance found in large firms and between HPWS and labour productivity in small firms.     

An empirical study of other‐oriented and rational self‐interest leadership approaches

Other orientation is defined as “the extent to which individuals are concerned with the welfare of others” (Meglino & Korsgaard, 2007, p. 59). Other‐oriented leaders focus their attention on organizational objectives coupled with a human resource emphasis, whereas rational self‐interested leaders concern themselves with organizational objectives coupled with self‐emphasis. This quantitative study examines philanthropian and servant leadership, which are other‐oriented leadership approaches, and transactional leadership, which is a rational self‐interested leadership approach, to determine the effectiveness of the approaches in the 21st century. This study further examines the results of a hermeneutic phenomenological study of philanthropian leadership that introduced a new other‐oriented leadership model. This study focuses on leadership preferences of leaders, employees, and third‐year undergraduate business students to determine if there is a significant difference between preferences among groups for other‐oriented and rational self‐interest‐oriented leadership approaches.     

An anatomy of zero‐hour contracts in the UK

We present the first attempt to locate zero‐hour contract (ZHC) jobs—jobs that lack a guaranteed minimum number of hours—within theoretical frameworks of the employment relationship and occupational class and empirically explore their characteristics using successive UK Labour Force Survey. In line with these theories, we find this contentious form of employment to be strongly differentiated by the nature of occupational tasks and to overlap with nonstandard employment features (e.g. part‐time and temporary). They are also highly concentrated in a small number of occupations and sectors, with over half of ZHC jobs found in just 10 occupations. We further show that ZHCs are associated with indicators of inferior job quality such as low pay and underemployment. Although we find no evidence that ZHCs are a particularly pervasive feature of the UK labour market, further growth cannot be ruled out in certain occupations.     

The behavioural consequences of self‐congruency in volunteers

The authors of this paper studied some aspects of volunteers from a marketing angle in order to analyse the differences in the self‐concept of volunteers collaborating with either charitable, or ecological organisations; to examine the differences between the images of charitable and ecological organisations; and to show the role of self‐congruency as an influence on of the type of organisation with which to collaborate. Some conclusions derived from this study can be used to attract volunteers through corporative social marketing actions. Copyright © 2004 Henry Stewart Publications     

Improving telephone fundraising by use of self‐prophecy

The self‐prophecy phenomenon served as the basis for a simple, inexpensive technique aimed at increasing donations in a telephone fundraising drive. Self‐prophecy is predicated on two psychological effects. First, asking people to make predictions about normatively influenced behaviours results in biased responses—people respond as they think they should. Secondly, when later asked to perform those same behaviours, people tend to be consistent with their predictions. In an experiment, asking people to make a prediction increased the success rate from 30.4 per cent to 49 per cent, relative to a control group. Although it may be limited to occasional use, the self‐prophecy technique appears a simple and economical tool for increasing donations. Copyright © 2000 Henry Stewart Publications.     

Hospital competition under pay‐for‐performance: Quality,mortality, and readmissions

Health outcomes, such as mortality and readmission rates, are commonly used as indicators of hospital quality and as a basis to design pay‐for‐performance (P4P) incentive schemes. We propose a model of hospital behavior under P4P where patients differ in severity and can choose hospital based on quality. We assume that risk‐adjustment is not fully accounted for and that unobserved dimensions of severity remain. We show that the introduction of P4P which rewards lower mortality and/or readmission rates can weaken or strengthen hospitals' incentive to provide quality. Since patients with higher severity have a different probability of exercising patient choice when quality varies, this introduces a selection bias (patient composition effect) which in turn alters quality incentives. We also show that this composition effect increases with the degree of competition. Critically, readmission rates suffer from one additional source of selection bias through mortality rates since quality affects the distribution of survived patients. This implies that the scope for counterproductive effects of P4P is larger when financial rewards are linked to readmission rates rather than mortality rates.     

High‐performance organizing,environmental management,and organizational performance: An evolutionary economics perspective

This study applies evolutionary economics reasoning to the green HRM context and examines whether and how environmental management routinization relates to organizational performance. In doing so, we introduce the concept of ecological routines, defined as deeply embedded, firm‐specific rules and procedures associated with organizing and practicing corporate environmental management that do not change very much from one iteration, period, or functional unit to another. We examine the extent to which ecological routines that encompass organizing (high‐performance organizing [HPO]) and practice routines of environmental sustainability relate to green decisions, green behaviors, and organizational performance. In a sample of 229 managers from 33 organizations in the environment‐sensitive industries of the United States, we find support for multilevel mediation of green decisions and green behaviors as well as interaction of HPO and environmental management practice routines. Implications for research and practice are discussed.     

Binary response panel data models with sample selection and self‐selection

We consider estimating binary response models on an unbalanced panel, where the outcome of the dependent variable may be missing due to nonrandom selection, or there is self‐selection into a treatment. In the present paper, we first consider estimation of sample selection models and treatment effects using a fully parametric approach, where the error distribution is assumed to be normal in both primary and selection equations. Arbitrary time dependence in errors is permitted. Estimation of both coefficients and partial effects, as well as tests for selection bias, are discussed. Furthermore, we consider a semiparametric estimator of binary response panel data models with sample selection that is robust to a variety of error distributions. The estimator employs a control function approach to account for endogenous selection and permits consistent estimation of scaled coefficients and relative effects.     

Promise and peril in implementing pay‐for‐performance

Why would managers abandon pay‐for‐performance plans they initiated with great hopes? Why would employees celebrate this decision? This article explores why managers made their decisions in 12 of 13 pay‐for‐performance “experiments” at Hewlett‐Packard in the mid‐1990s. We find that managers thought the costs of these programs to be higher than the benefits. Alternative managerial practices such as effective leadership, clear objectives, coaching, or training were thought a better investment. Despite the undisputed instrumentality of pay‐for‐performance to motivate, little attention has been given to whether the benefits outweigh the costs or the “fit” of these programs with high‐commitment cultures like Hewlett‐Packard was at the time. © 2004 Wiley Periodicals, Inc.