Core self-evaluations and salary attainment: the moderating role of the developmental network

Core self-evaluation (CSE) has been shown to be robust as a predictor of employees' salary attainment. Although the developmental network is suggested to have a positive impact on salary, do all high-CSE individuals benefit from their developmental networks similarly? We incorporate both personality research and developmental network research to explore this question in two studies. In Study 1, we investigated whether developmental network size moderates the positive CSE–salary relationship. In Study 2, we explored whether the organizational status and the strength of ties of one's developers moderate the positive CSE–salary relationship. Results indicated that high-CSE individuals with developmental networks characterized by fewer developers and by strong ties reported higher salaries than others. Overall, our findings demonstrate that the positive CSE–salary link may vary depending on the structural characteristics of the developmental network.     

The effects of technical and social conditions on workplace trust

This paper investigates the extent to which the technical and social contexts of organizations independently affect levels of workplace trust. We argue that, in an organizational context, trust is not just a relationship between an individual subject (the truster) and an object (the trustee) but is subject to effects from the conditions of the work relationship itself. We describe the organizational context as comprising both a technical system of production (where work gets done through the specification of tasks) and a social system of work (where problems of effort, compliance, conformity and motivation are managed). We analyse the relationship between trust and these two aspects of workplace context (technical and social systems). We also operationalize this in terms of differences between industries, occupational composition and human resource management practices. The model is tested using data drawn from the 1995 Australian Workplace Industrial Relations Survey. The results confirm that differences in industry, occupational composition and HRM practices all impact on levels of workplace trust. We review these results in terms of their implications for future research into the problem of analysing variation in trust at both the workplace and individual levels.     

The role of trust in supervisor in participative budgeting systems

This study examined the relationship between budget participation and managerial performance as mediated by trust in supervisor and explored the moderating role of budget-goal difficulty on budget participation, trust in supervisor, and managerial performance. One-hundred-fifty-eight useful responses were drawn at random from subordinate managers of manufacturing companies listed on the Taiwan Stock Exchange. The mediating effect of trust in supervisor was examined by path analysis. Subgroup analysis was used to examine the contingency effect of budget-goal difficulty on the mediating role of trust in supervisor between budget participation and performance. The findings support our hypotheses and demonstrate the mediating effect of trust in supervisor and the moderating effect of budget-goal difficulty.     

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

This article examines the effect of transformational and laisser‐faire leadership on the part of local union leaders and immediate supervisors on the dual commitment of unionised workers. Building on the social information processing perspective, it is suggested that these leadership styles are linked to commitment through the workplace relations climate (WRC). Based on a sample of 834 unionised workers, our results suggest that WRC represents an important mechanism explaining the effect of the immediate supervisor's leadership in unionised settings. Results also show that transformational leadership on the part of union representatives is positively linked to union and organisational commitment. This article contributes to the WRC and dual commitment literatures by going beyond structural and institutional explanations and considering relational and actor‐related variables, such as leadership styles.     

Linking organizational identification and employee performance in teams: the moderating role of team-member exchange

This study examined the influence of organizational identification on employee performance in teams. Drawing on social identity theory and self-verification theory, we predicted that organizational identification would have positive effects on employee in-role and organizational citizenship behavior (OCB) performance. Building on social exchange theory, the study further theorized that the quality of team-member exchange (TMX) would amplify the impacts of organizational identification on both types of performance. Using data from automotive dealer employees in China, we found positive relationships between organizational identification and both types of performance. In addition, TMX altered the impact of organizational identification on OCB.     

Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management

Abstract

This study examined how employee-orientated human resource management (EOHRM) is related to Chinese employees’ voice. Drawing on the trust literature, we developed and tested an integrative model that involves the mediating role of trust in management in the effect of EOHRM on voice behavior and the moderating role of employees’ moral identity in the EOHRM effects. Data were collected from 251 employees from a variety of occupations in China. Bootstrap-based regression analyses were used to test the research model. Results showed that trust in management partially mediated the relationship between EOHRM and voice behavior. The effect of EOHRM on trust in management and the indirect effect of EOHRM on voice behavior via trust were stronger in employees with higher rather than lower levels of moral identity. These findings suggest that organizations may promote employee voice by implementing HR policies and practices that focus on employees’ personal and family needs and consider employees’ moral identity.     

Employee stock ownership and financial performance in European countries: The moderating effects of uncertainty avoidance and social trust

This study investigates how the effect of employee stock ownership on financial performance may hinge on the diverse cultural and societal contexts of European countries. Based on agency and national culture theories, we hypothesize that the positive relationship between employee stock ownership and return on assets (ROA) is stronger in those nations with lower uncertainty avoidance and higher social trust. Using a multisource, time‐lagged, large‐scale dataset of 1,741 firms from 21 countries in Europe, our multilevel, random coefficient modeling analysis found evidence for these hypotheses, suggesting that uncertainty avoidance and social trust serve as important contextual cues in predicting the linkage between employee stock ownership and financial performance. Our supplemental analysis with distinction between the managerial and nonmanagerial employee stock ownership further indicates managerial employee stock ownership has a direct positive effect on ROA. Although nonmanagerial employee stock ownership had a nonsignificant association with ROA, the relationship was positive and significant when uncertainty avoidance was low and social trust was high. This research contributes to the existing literature by illuminating some of the contextual influences altering the effectiveness of employee stock ownership. Our findings also offer practical suggestions for effectively using employee stock ownership.     

Human resource managers' role consistency and HR performance indicators: the moderating effect of interpersonal trust in Taiwan

This study explores the consistency between human resource (HR) managers' roles and HR performance indicators. In particular it considers the moderating effects of interpersonal trust on the relationship between HR managers' roles and HR performance indicators. We selected 116 HR managers from the top 500 manufacturing companies in Taiwan as our sample, and hierarchical regression analysis was conducted to test our hypotheses. The results showed that the HR managers' roles were consistent with HR performance indicators. Also, a high level of affective trust weakened the positive relationship between HR manager roles and HR performance indicators. Thus we suggested that Chinese companies should design HR performance indicators according to the roles HR managers play. Additionally, when HR managers are playing the role of a strategic partner or change agent, top executives should avoid high affective trust with HR managers.     

When profession trumps potential: The moderating role of professional identification in employees’ reactions to talent management

Abstract

This study aimed to investigate the role that a professionalized context plays in shaping employee reactions to talent management decisions. We examined the mediating role of felt obligation in the relationship between talent ratings and organizational citizenship behavior. Further, the study tested whether professional identification moderates the relationship between talent ratings and felt obligation towards the organization. Five hundred and ninety-eight teachers that had recently received ratings of their talent status responded to a survey questionnaire. Felt obligation mediated the relationship between talent ratings and organizational citizenship behavior. Furthermore, professional identification moderated the relationship between ratings of potential and felt obligation in such a way that the relationship was strongest for the teachers expressing the lowest professional identification. At high levels of professional identification, the relationship was not significant. These results indicate that conventional talent management might be less effective for increasing favorable attitudes and behaviors among employees in highly professionalized contexts, such as the education sector.     

The mediating role of leader–member exchange: a study of job satisfaction and turnover intentions in temporary work

This paper focuses on turnover intentions in temporary work. Specifically, we analyse whether job satisfaction and leader–member exchange (LMX) play the same role as antecedents of turnover intentions for both temporary and permanent employees. Results from a total‐effects moderation model based on a survey of 593 individuals placed by a temporary work agency suggest that temporary work lessens the impact that high job satisfaction has in terms of reducing turnover intentions. Furthermore, while for permanent employees, high‐quality LMX relationships play a central role in the link between job satisfaction and turnover intentions; for temporary employees, job satisfaction is less important in the formation of high‐quality LMX relationships. Therefore, we contribute to knowledge on turnover intentions in temporary work by showing that within this context, turnover intentions cannot be directly remedied by high job satisfaction and that temporary work inhibits LMX's reinforcing role in the relationship between job satisfaction and turnover intentions.     

The importance of HR practices and workplace trust in achieving superior performance: A study of public-sector organizations

This paper assesses the impact of bundles of HR practices on workplace trust, job satisfaction, commitment, effort and perceived organizational performance. A theoretical model is developed and tested using data collected through a postal survey of UK local government employees. The results support the hypothesis that HR practices are powerful predictors of trust and organizational performance. These findings demonstrate the need for public organizations to re-evaluate their current battery of HR practices in an attempt to improve overall performance.     

The role of line managers in employee career management: an attachment theory perspective

Line managers increasingly play a key role in organizational career development systems, yet few studies have examined the nature of this role or its implications for employee career attitudes and behaviors. In two studies, we used attachment theory to explore this issue. In Study 1, in-depth interviews (N = 20) showed that employees viewed career management as a relational process in which line managers are expected to act as ‘caregiver’ to support individualized career development. Study 2 was a large-scale international survey (N = 891). Participants scoring higher on attachment avoidance in their line manager relationships reported more negative perceptions of career growth opportunities, lower participation in organizational career development activities and higher turnover intentions. Trust in the organization partially mediated the relationship. Theoretical and practical implications for HRM are discussed.     

The benefits of being understood: The role of ethnic identity confirmation in knowledge acquisition by expatriates

In this article, we propose that the concept of ethnic identity confirmation (EIC), the level of agreement between how expatriates view the importance of their own ethnic identity and how local employees view the importance of expatriates' ethnic identity, can explain why expatriates who are ethnically similar to host‐country employees are sometimes less effective than expected when working overseas. Multinationals often choose ethnically similar expatriates for international assignments, assuming these expatriates can more effectively acquire knowledge from local employees. Thus, understanding the specific challenges that endanger the realization of this potential is crucial. Our survey, administered to a sample of 128 expatriate–local employee dyads working in China, reveals that both ethnically similar and ethnically different expatriates acquire more local knowledge when EIC is high. However, the association between ethnic (dis)similarity and knowledge acquisition is direct for ethnically different expatriates, whereas for ethnically similar expatriates it is indirect via their perception of local employees' trustworthiness. We discuss this study's important implications and provide recommendations for multinationals on how to provide tailored support to expatriates who face different identity challenges.     

Integrated risk management and product innovation in China: The moderating role of board of directors

This study explored the role of the board of directors in the relationship between integrated risk management and product innovation. We focused on a board's direct involvement in risk oversight and its use of external audit in risk oversight, and examined their moderating effects on the relationship between integrated risk management and product innovation. Panel data from a survey of 1178 Chinese firms was analyzed to test the hypotheses. A board's direct involvement in risk oversight was found to negatively moderate the positive relationship between integrated risk management and product innovation success. The use of external audit in risk oversight similarly weakens the relationship. These results show how an effective board contributes to the innovation benefits associated with risk management in product innovation. They also have important implications for emerging economy firms pursuing an integrated approach to risk management in product innovation.     

供电企业物资管理的核心环节及控制方法

物资管理是供电企业日常管理的重点内容之一,也是其经营管理的常用措施,通过协调物资的计划、采购、使用等环节,降低物质资源能耗,起到分配电能、创造收益、指导生产等多方面作用。文章介绍了供电企业物资管理的作用,探讨了新时期供电企业物资管理的核心环节,提出了电力物资管理控制的主要方法,希望对后续研究有所帮助。     

Demographic diversity in the workplace and its impact on employee voice: the role of trust in the employer

Abstract

This article examines the relationship between demographic diversity principles and evaluations of employee voice. An analysis of survey data from 707 employees working at 37 hospitality institutions with different star categories confirmed that trust in the employer, followed by the modest contribution of education, is of the utmost importance in the evaluation of voice systems by all employees. Employee evaluations of voice opportunities were found to display differences between male and female employee groups. While generational cohort was a differentiating attribute for the male group, job tenure had the same effect for the female employees. Implications for future research and for HR managers are discussed.     

The impact of human resource management practices on intention to leave of employees in the service industry in India: the mediating role of organizational commitment

The purpose of this study was to investigate the impact of a bundle of eight human resource management practices on intention to leave, and to examine the mediating effect of organizational commitment on the relationship between the HRM practices and intention to leave of employees of a service organization in India. Most of the prior HRM practices–employee turnover studies have been from the HR manager's point of view. This study took a different approach and studied this relationship from an employee's point of view. Internet survey questionnaires were used to collect the data from 183 employees working in a service company in India. Multiple linear regression and hierarchical linear regression analysis were conducted to test the hypotheses. The study found not only that the HRM practices lower employee intentions to leave, but also that this relationship is partially mediated by organizational commitment. The results of the study not only supported that organizations should focus on employee perceptions of the organizations' HRM practices but also indicated that human resources should go beyond establishing policies and procedures to providing an employee-friendly work environment (Biswas and Varma 2007).     

Implementing supply chain information integration in China: The role of institutional forces and trust

This study investigates the effects of Chinese companies’ institutional environment on the development of trust and information integration between buyers and suppliers. Three aspects of China's institutional environment are salient: legal protection, government support, and the importance of guanxi (interpersonal relationships). This study uses structural equation modeling to analyze data collected from 398 Chinese manufacturing companies. Government support and importance of guanxi significantly affect trust, which subsequently influences two elements of information integration, namely, information sharing and collaborative planning. Furthermore, the importance of guanxi has a direct, positive impact on information sharing, and government support has a direct, positive effect on both information sharing and collaborative planning.     

“Handle with care”: The mediating role of schedule i‐deals in the relationship between supervisors' own caregiving responsibilities and employee outcomes

Drawing on theories of perspective‐taking and i‐deals, this study explores the impact of supervisors' own caregiving responsibilities for elders and parental status on subordinates' schedule i‐deals. Moreover, we investigate the extent to which schedule i‐deals mediate the relationship between supervisors' caregiving responsibilities and two employee outcomes: satisfaction with work–family balance and turnover intentions. Using a sample of 520 dyads involving 137 supervisors and 520 employees, the results of multilevel analysis show that supervisors' caregiving responsibilities for elders is positively related to schedule i‐deals, but their parental status is not. The findings also show that schedule i‐deals mediate the effect of supervisors' caregiving responsibilities for elders on subordinates' satisfaction with work–family balance and turnover intentions. This research contributes to the i‐deals' literature by focusing on the role of managers' own caregiving responsibilities in facilitating the provision of schedule i‐deals to their subordinates and by exploring the consequences of schedule i‐deals to gain an understanding of the mutually beneficial nature of such deals. From a practical point of view, supervisors and HR departments might utilise schedule i‐deals to drive desirable employee outcomes, in particular their caregiving responsibilities, and to engender a family‐supportive organisational culture.     

The impact of racial and gender diversity in management on financial performance: how participative strategy making features can unleash a diversity advantage

How does racial and gender diversity in the management ranks affect the bottom line? Our findings indicate that participative strategy making (PSM) positively moderates the relationship between both racial and gender diversity in management and firm performance measured as return on assets. Specifically, PSM strengthens the positive relationship that exists between racial diversity in management and firm performance. Although no main effect is observed for gender diversity in management, our results reveal that gender diversity in management is positively related to performance when PSM is high. However, we find that gender diversity in management is negatively related to performance when PSM is low, while gender homogeneous management experience superior performance. We offer implications for diversity research to embrace and consider the role of PSM and ‘inclusiveness’.