Comparative performance appraisal practices and management values among foreign and domestic firms in India

Countering culture-based analyses indicating homogeneity in Indian management practices, this empirical study compares performance appraisal practices and management values in India by firm ownership. Differences in Indian private investor corporations, public sector enterprises, foreign/joint ventures and private family businesses are examined to assist managers to adapt selectively to firms in the changing Indian economy. Theoretical and managerial implications, as well as future directions for research are discussed.     

Fairness perceptions and work attitudes revisited: roles of employee specialty,hospital level and ownership

Compensation is widely acknowledged as an important job element in the eyes of employees. Health care is a special industry in which compensation received by employees differs greatly. This study examines empirically the relationships between hospital employees' perceptions of compensation fairness and their work attitudes, taking into account the roles of employee specialty, hospital level and ownership. Using data from 2,938 employees of thirty hospitals in Taiwan, the results indicate that fairness perceptions and work attitudes differ significantly among hospital employees according to their specialties. Hospital level and ownership exert impacts on employees' fairness perceptions, although not on their work attitudes. A positive relationship is observed between fairness perceptions and work attitudes of hospital employees.     

Historical resources, uncertainty and preservation values: An application of option and optimal stopping models

State agencies and private historical organizations frequently acquire historical sites with unknown characteristics. In this paper, we provide two approaches to evaluating the preservation decision. In the first approach, we show that a historical site which is not permanently preserved provides citizens with a certain flexibility whose value can be measured as an option on the maximum between the current real estate value and the preservation value. In the second approach, we assume that the organization has an infinite planning horizon and chooses the optimal sale date. Using a contingent valuation estimate of the public's willingness to pay for preservation of a specific historical site and the real estate price, we provide simulation values of the preservation option value and the optimal stopping rule.     

Acceptance of peer/upward performance appraisal systems: Role of work context factors and beliefs about managers' development capability

This article provides insight into acceptance of peer/upward feedback systems, and also furnishes some implications for HR practice when implementing these systems. Participants' beliefs that ratees can develop their skills following feedback were positively related to attitudes toward the appraisal system. Perceived context variables such as development resource availability, social support, and time demands were related to these development capability beliefs, and to attitudes. Importance of the appraisal dimensions moderated the influence of the development capability beliefs on attitudes, and also contributed to attitudes. Beliefs that raters had adequate opportunity to observe relevant behavior were also related to attitudes. © 1996 by John Wiley & Sons, Inc.     

Human resource management systems,employee well-being,and firm performance from the mutual gains and critical perspectives: The well-being paradox

In this study, we explored the additive, interactive, and nonlinear relationships among human resource management (HRM) systems, employee well-being, and firm performance. Based on a sample of 14,384 employees nested within 1,347 firms, we obtained three main findings. First, HRM systems yield a performance effect that exceeds the effect of single practice, suggesting positive synergies among HRM practices. Second, the opportunity bundle has a positive impact on firm performance, but when integrating it with skills and motivation bundles, the result becomes negative, indicating dis-synergy of interactions among HRM bundles. Third, at moderate levels of adoption, HRM practices are positively correlated with employee well-being and higher levels of commitment, job satisfaction, and management relations, as well as lower levels of anxiety. However, at high levels, the relationship is less positive and even turns negative with lower levels of job satisfaction and management relations. To close, we present research implications and future directions after discussing our results.     

Changes in Japanese managers' work values and attitudes: a comparison of 1995 and 2009

The aim of this study is to investigate how the work values and attitudes of Japanese managers changed between 1995 and 2009. In the last 15 years, the economic environment has drastically changed in Japan and resulted in profound changes in companies' structures and HR practices. In response to such changes, Japanese managers' work values and attitudes toward employing organizations have also changed. Traditional Japanese management systems and practices, which once sustained the competitiveness of Japanese firms are no longer suitable. A new management model must be implemented to fit the changing competitive environment and managers' new work values.     

Strong HRM processes and line managers' effective HRM implementation: a balanced view

Exploring a unitarist and pluralist Human Resource Management (HRM) perspective, we propose a more nuanced view on Bowen and Ostroff's (2004) concept of strong HRM processes. More specifically, we investigate whether strong HRM processes contribute positively or negatively to line managers' effective HRM implementation. The results of a multi‐level model with data from 125 line managers and 899 employees of five organisations show a complex picture. In line with unitarist thinking, we find a positive indirect effect of strong HRM processes on HRM implementation effectiveness via line managers' ability. In accordance with pluralist thinking, we find a negative direct relationship between strong HRM processes and HRM implementation effectiveness. We discuss the tensions in HRM that might explain these ambiguous findings.     

Incubator,technology, and innovation centres in Switzerland: features and policy implications

Only since the early 1990s, when unemployment rates in Switzerland soared to unprecedented levels, has federal technology and innovation policy begun to design their activities with regard to employment and the establishment of new firms. Now, all across the country, private as well as public incubator facilities, technology and innovation centres have begun to spring up. This paper starts by describing the theoretical and methodological background of a survey of incubator, technology and innovation (ITI) centres. In a first step, all cantonal offices for economic promotion were asked to report and to describe incubator facilities, technology and innovation centres within their realm. In a second step a selection of centres were analysed in depth. The key findings are that: (1) ITI centres are most commonly established by a combination of public and private initiatives; (2) the main motive for the creation of ITI centres is to promote startups and the innovative potential; (3) most ITI centres offer space to rent and make available joint amenities; (4) ITI centres are predominantly in manufacturing, services, and development activities; their level of technology input is high or very high; and (5) the spatial reach of most of the ITI centre is on the region. Together with selected foreign experiences, some conclusions and recommendations for the operation of such centres are formulated.     

Workplace values and beliefs: an empirical study of ideology,high commitment management and unionisation

This study is unique in that it examines both managers' and workers' values and beliefs about employment relationships. It found that managers consider the employment relationship in their own workplaces unitarist rather than pluralist, but have mixed ideologies when considering society as a whole. Workers are strongly pluralist when considering society as a whole, but their workplace ideology is somewhat unitarist. A modest union impact on workers' perspectives is found, but little evidence to suggest union's effect commitment to the employing organization. Workers' commitment is to personal careers first and the organization second, while managers put the organization ahead of personal careers. Correlations exist between unitary views of the employment relationship, increased High Commitment Management (HCM) practices, and high levels of commitment. The purpose and contribution of this study is that it reports an assessment of the relation between workplace attitudes and beliefs and the efficacy and influence of management and union initiatives designed to impact them.     

Differentiation strategy,high-performance human resource practices,and firm performance: moderation by employee commitment

Drawing on the inducement–contribution perspective, we examined a moderated mediation model demonstrating how differentiation strategy affected firm performance indirectly through high-performance human resource (HPHR) practices. Data were collected from 81 service firms in an eastern province of China. Path analytic tests supported the findings that employee commitment (EC) moderated the fully mediated relationship between differentiation strategy and firm performance through HPHR practices. Specifically, a stronger EC enhanced positive associations between differentiation strategy and HPHR practices, and between HPHR practices and firm performance.     

Overinvestment,inflation uncertainty,and managerial overconfidence: Firm level analysis of Chinese corporations

We study corporate investment by considering both external economic factor and managerial behavior, in particular the dynamic interaction between inflation uncertainty and managerial overconfidence by employing a sample of Chinese companies. The empirical findings demonstrate that lower inflation uncertainty increases over-investment, and managerial overconfidence exacerbates such effect. Further analysis shows that over-investment in state-owned enterprises (SOEs) is mainly driven by managerial overconfidence, and the negative association between inflation uncertainty and overinvestment is due to managerial overconfidence. The effect of managerial overconfidence is mute in non-state-owned enterprises (non-SOEs). In addition, we find asymmetric impact of inflation uncertainty on corporate over-investment during different economic cycles.     

Individual employee voice: renegotiation and performance management in public services

Periodically, the ‘zone of acceptance’ within which management may use its authority to direct employees' work needs to be adapted to the changing needs of organizations. This paper focuses especially on the non-codified elements of employees' work, such as those commonly the subject of ‘psychological contracts’, and considers the role of individual employee voice in the process of adaptation, and how it relates to more familiar forms of collective employee voice. It is argued that the process can be analysed as a form of integrative bargaining, and applies the framework from Walton and McKersie. Employee voice enters into this process by virtue of consideration of the respective goals and preferences of both parties. The element of employee voice may be very weak when new work goals and priorities are imposed unilaterally by management, and they may be strong when full consideration is given to the changing needs of both parties. Two examples from work on performance management in the public services are used to illustrate these processes. The paper concludes with a discussion of the ways in which collective employee voice may help to reinforce individual-level integrative negotiation. The paper seeks to contribute to the recent work on why employers choose employee voice mechanisms by broadening the range of policies that should be taken into account, and in particular looking at the potential of performance management as one such form.     

Crossing the level of employee's performance: HPWS,affective commitment,human capital,and employee job performance in professional service organizations

Extant research on high-performance work systems (HPWS) has primarily examined the effects of HPWS on firm-level performance from a macro perspective and mostly in manufacturing settings. This study extends this literature by integrating social exchange theory and human capital theory perspectives to examine how shop-level HPWS affect employee individual performance in the service context, especially focusing on the small-scale professional service organizations. Data collected from multiple sources included 97 hair salon shop owners and 284 hairdressers as well as objective job performance measured in terms of each hairdresser's average monthly service sales. Results from cross-level analysis indicated that the relationship between shop-level HPWS and employee job performance was mediated by employee affective commitment and their human capital. These findings shed new light on the mechanisms through which HPWS impact employee outcomes and serve to bridge between macro and micro perspectives of human resource management.     

Leader-member exchange,employee performance,and work outcomes: an empirical study in the Chinese context

In this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed.     

Too much of a good thing: The interactive effects of cultural values and core job characteristics on hindrance stressors and employee performance outcomes

This study contributes to research on core job characteristics by examining when employees may perceive enriched jobs as a hindrance stressor and in turn may experience lower performance at work. Utilizing time-lagged data collected from a sample of 386 employee–coworker dyads and drawing on cognitive appraisal theory of stress and coping, we explore the mediating role of hindrance stressors on the relationship between core job characteristics and key employee performance outcomes (i.e., creativity, counterproductive work behaviors, in-role performance, and organizational citizenship behaviors) and the moderating roles of cultural values (i.e., power distance and uncertainty avoidance) in influencing this mediation. The results supported the hypotheses, providing evidence that the experience of hindrance stressors mediates the relationship between core job characteristics and job performance outcomes when employees score high on power distance and uncertainty avoidance cultural values, and not when their scores on these cultural values were low. Practical implications and future research are discussed.     

The performance effects of human resource managers' and other middle managers' involvement in strategy making under different business-level strategies: the case in Hong Kong

We first developed theory arguing that HR managers' and other middle managers' involvement during strategy making would have different effects on performance for firms pursuing different business-level strategies. Then, our empirical study tested the hypotheses in the context of HR managers and middle managers in the Hong Kong Special Administrative Region, People's Republic of China. We found that HR manager involvement during strategy making was positively related to perceptions of future business performance. The use of a differentiation strategy was also positively associated with future performance. Neither the use of a cost leadership strategy, however, nor involvement by other middle-level managers, was directly related to perceived future performance. Interestingly, pursuit of a cost leadership strategy, combined with either high HR manager involvement or high middle manager involvement, produced high business performance. Thus, we found a positive and significant interaction such that increasing levels of manager involvement in strategy and a cost leadership strategy was associated with much higher levels of performance. Lower levels of manager involvement combined with the cost leadership strategy, however, were related to much lower performance. No such interaction effect was apparent for differentiation strategies.     

Determinants of employee training: impact on organizational legitimacy and organizational performance

Employee training is one of the most studied human resource practices, as it is considered critical for organizational success. However, employee training and its impact on organizational performance have usually been studied from an economic-rational perspective, in terms of the economic and competitive advantages that companies can achieve by training employees. This study goes beyond the economic-rational approach and draws on institutional theory. We introduce contextual factors in the analysis of the determinants of employee training to complement the variables of competitive advantage and explain the relationship between employee training and organizational outcomes. Data were collected from 374 organizations using a questionnaire administered in Spain. The findings support the idea that both economic-rational and institutional determinants influence employee training. There are also two different kinds of outcome from training employees: organizational legitimacy improves at the same time as organizational performance.     

High‐commitment HR practices,employee effort,and firm performance: Investigating the effects of HR practices across employee groups within professional services firms

In this study, the authors examine the relationship between high‐commitment HR practices and firm performance in professional services firms through the mediator of employee effort. In addition, they contribute to the debate in the field of strategic HRM on whether high‐commitment HR practices should be used across all employee groups within a firm. Their study's results show that high‐commitment HR practices positively relate to firm performance through employee effort for two employee groups within professional services firms. Further, they found that the relationship between effort and performance is contingent on the value of the employee group to firm competitive advantage, suggesting that companies may only want to expend the effort and resources on building a high‐commitment HR system for employee groups that are clearly tied to creating firm competitive advantage. © 2011 Wiley Periodicals, Inc.