Friend or Foe? The effects of contingent employees on standard employees' work attitudes

Using data from a large-scale national survey of employers and employees in Britain, we examine the impact of the presence of contingent employees on work attitudes of standard (full-time, indefinite-term) employees. Drawing on differing explanations for the increased use of contingent employment arrangements, we derive competing hypotheses about how this use affects standard employees' work perceptions and attitudes, and explore the impact of a number of potentially intervening factors. We find that contingent employees have little effect on standard employees' perceptions of work overload, but strongly reduce perceived job security, which in turn, mediates the negative effects of contingent employees on job satisfaction and organizational loyalty.     

Are there major differences in the attitudes and service quality of standard and seasonal employees? An empirical examination and implications for practice

Despite the increased use of seasonal employees by organizations, few studies have been completed on the attitudes and service quality of seasonal office workers. Using Lautsch's classification model, we analyzed the organizational context in which the standard and seasonal workers in this study were employed. Hypotheses were developed based upon the organizational analysis and social exchange theory. Results from archival data obtained from a web‐based organizational survey of 205 clerical and professional workers indicated contrary to expectations, standard and seasonal employees did not significantly differ in terms of perceptions of overall job conditions, perceived organizational support (POS), or job engagement. However, seasonal employees did report significantly fewer opportunities to work on challenging tasks, less comfortable physical working conditions, and less job security than the standard workers. As predicted, standard employees reported significantly higher levels of service quality performance than seasonal employees. Additionally, job engagement mediated the relationship between POS and service quality for both the standard and seasonal employees. Implications for managing seasonal employees are discussed.     

Is human and financial investment in Chinese universities effective?

To obtain high-quality human resources and to gain advantages in the context of global competition, countries are constantly promoting the development of higher education. Enormous human and financial resources were invested in this “battle”. However, the “inputs” consumed by universities are largely ignored. A major issue, evaluating how well a country's universities make use of input resources in their output path, is of economic and social significance. The focus of this study is to embed the concept of capacity utilization in education and to assess the university's performance. We construct an attainable output-oriented capacity utilization measurement model by taking into account the heterogeneity of the region. According to the usage of the input, we divide the decision making units into four areas and identify the causes of inefficiency. Thus, the methodology proposed in this study provides policymakers an applicable tool on differences in educational inputs across regions. To illustrate the method, we conduct an empirical analysis using data from 54 universities directly under the Ministry of Education in China.     

Stay in school or start working? — The human capital investment decision under uncertainty and irreversibility

At any moment a student may decide to leave school and enter the labor market, or to stay in the education system. The timing of their departure determines their level of academic achievement and formal qualification. Education is a multi-stage process of investing in an accumulative human capital stock. How long can I expect to go to school? How much will I invest in my education? To answer these questions we apply the real option approach. We depart from recent literature by (1) adding accumulated education costs and determining the expected time of market entry, (2) considering complete earnings profiles including entry-level wages, sheepskin effects and earning dynamics, and (3) discussing the option value of schooling while introducing potential career opportunities or threats of unemployment modeled as major uncertain events connected with particular formal education achievements.     

When much is not better? Top management compensation,board structure,and performance in Spanish firms

Previous empirical results reveal several contradictions when relating top management compensation, board structure and levels of performance. While fewer directors and more external directors are associated with better supervision, there is no agreement on the effect on top management compensation level. This lack of consensus is even more noticeable when analyzing the effect performance. This paper offers a theoretical framework and a panel data methodology based empirical study to account for how earlier analyses have differed. Given the large board dimension in the Spanish market, information processing perspectives are confirmed which positively link board size with higher top management compensation. Similarly, a higher proportion of external directors reduces top management compensation levels since it improves supervision and reduces insiders' power. Finally, a quadratic relation is obtained between performance and top management compensation. This relation explains a positive effect, supported by agency theory on performance at low levels of management compensation, and a negative effect which is consequence of higher managers' discretion at high levels.     

Co-operation and conflict in industrial relations: what are the implications for employees and trade unions?

This article explores the effects on employees of co-operation and conflict the workplace, outlining six workplace types. A survey of union representatives UK steel industry reveals evidence of co-operative industrial relations linked to superior terms and conditions, employee involvement and health and safety outcomes. However, it fails to find evidence that co-operative industrial relations are associated a broader HRM package of workplace restructuring, high performance work teams security provisions. Nor is any association revealed between co-operation and a greater role for trade unions. These findings suggest workplace co-operation in this industry remains part of a traditional gainsharing package and an 'alliance of insiders' than an HRM partnership or union incorporation. This raises broader questions the ability of co-operation to deliver important aspects of organizational competitive advantage.     

Crowding-out or crowding-in? Direct voice,performance-related pay,and organizational innovation in European firms

Building on motivation crowding theory (MCT), this article contributes to the human resources management (HRM)-innovation debate by examining the potential trade-offs between HRM practices targeted to increase employees' intrinsic motivation, such as direct employee voice (EV), and the presence of extrinsic incentives in the form of individual and collective performance-related pay (PRP). The results of the analysis on more than 22,000 European establishments show support for the positive relationship between EV and a firm's organizational innovation, and that this relationship is weaker in companies that adopted individual PRP schemes (piece-rate plans). Moreover, while we found that collective PRP (profit-sharing) does not moderate the relationship between EV and organizational innovation, a positive and significant moderation effect emerged when the combined presence of individual and collective PRP was considered. By advocating that the coexistence of multiple forms of PRP could overcome the crowding-out effect of individual PRP on EV, the study contributes to the HRM debate by also calling for a better understanding of the potential contingencies between different HRM practices when innovation is focus of the analysis.     

To RAS or not to RAS? What is the difference in outcomes in multi-regional input–output models?

The global resource accounting model (GRAM), which is based on OECD input–output and bilateral trade data, is a multi-regional input–output model covering 53 countries and 2 regions. What differentiates GRAM from other state-of-the-art models in this field is that it does not use a matrix balancing technique, such as RAS, after the initial construction of the global intermediate coefficient and final demand matrices. Instead, it reproduces prescribed intermediate and final demand, and determines value added residually. This choice was made to alter the original data as little as possible and keep the calculations traceable. This simpler solution technique might, however, yield different results. This paper aims at identifying the difference between the current solution of GRAM and the solution of a RASed version of GRAM, thus contributing to the assessment of currently used methodologies in this research field. The short conclusion is that, even though some differences during the calculations are present, the calculated output (production) matrix does not differ substantially. The results show that larger differences are brought about by poor assumptions regarding missing or conflicting data rather than by applying or not applying a RAS procedure to the constructed global matrices.     

Rupture or Continuity? Modern and Postmodern Planning in Toronto

The literature on the transition to postmodernism, postfordism and participatory planning stresses the value of the economic and planning process shifts that have occurred in the late 1960s and early 1970s. This paper compares two periods of planning and urban development in Toronto: one running from 1959 to 1962, at the height of modernism, fordism and expert-driven planning, and the other, from 1989 to 1992, set within the postmodern, postfordist and participatory planning era. In line with expectations arising from the literature, the study reveals stark distinctions between the two periods. It documents the breaking up of the modern consensus around the progress ideology into a postmodern constellation of values. As a result, the range of issues debated on the planning scene was much broader over the second period than over the first. Overall, however, results point to a mixture of continuity and change between the two periods and thus diverge from this literature’s strong emphasis on transition. Contrary to expectations, citizen mobilization was pervasive in both periods, although there were major differences in the nature of activism and in the issues that were raised. Over the first period most activism originated from ratepayer organizations dedicated to the protection of single-family-home neighbourhoods from encroachments, whereas the second period featured, along with such associations, advocacy groups championing environmental and social causes. The two periods are also distinguished by different planning implementation capacities. Whereas in the first period, planning had the means to implement its visions, this was no longer the case in the second period. In the late 1980s and early 1990s, planning was thus incapable of aligning urban development with its environmental and social ideals, which meant that, by default, planning practice over the second period proceeded pretty much according to land-use and transportation principles evolved in the early postwar decades. In sum, distinctions between the two periods were far more evident in the discourse than in the implementation sphere. — Les recherches sur la transition vers le postmodernisme, le postfordisme et la planification participative soulignent la valeur des changements qui ont pris place à la fin des années soixante et au début des années soixante-dix. Cet article compare deux périodes de planification et de dévelopment urbain à Toronto: une qui va de 1959 à 1962, durant l’apogée du modernisme, du fordisme et de la planification contrôlée par les experts, et l’autre, de 1989 à 1992, à l’époque du postmodernisme, du postfordisme et de la planification participative. En accord avec les prévisions émanant des recherches, cette étude révèle des distinctions nettes entre les deux périodes. Elle documente le morcellement du consensus moderne autour l’idéologie du progrès et le changement en faveur d’une constellation de valeurs postmodernes. Il s’ensuit que le champ de problèmes discutés en relation avec la planification était beaucoup plus étendu durant la seconde période que durant la première. Dans l’ensemble, cependant, les résultats indiquent un mélange de continuité et de changement entre les deux périodes et divergent donc de la forte emphase sur la transition que l’on trouve dans les recherches. Contairement aux prévisions, la mobilisation des citoyens était omniprésente à Toronto pendant les deux périodes, mais il y avait des différences importantes quant à la nature de l’activisme et dans les problèmes soulevés. Durant la première période, la plus grande part de l’activisme provenait des organisations de contribuables vouées à la protection des quartiers d’habitations contre les empiètements, alors que la seconde période comprenait, en plus de ces organisations, des groupes de soutien aux causes de l’environnement et aux causes sociales. Les deux périodes sont également distinctes en termes de mise en oeuvre. Alors que dans la première période les urbanistes avaient les moyens de mettre leurs idées à exécution, ce n’était plus le cas dans la seconde. Vers la fin des années quatre-vingt et le début des années quatre-vingt-dix, la planification ne pouvait pas intégrer les développements urbains et ses idéaux sociaux et environnementaux. Par défaut, la pratique de la planification durant la seconde période a fonctionnée selon les principes d’utilisation des terrains et du transport développés dans les premières décennies de l’après-guerre. En somme, les différences entre les deux périodes sont beaucoup plus visibles au niveau du discours qu’au niveau de l’application.     

To change or not to change–antecedents and outcomes of strategic renewal in SMEs

Companies need to constantly renew themselves to remain competitive in rapidly changing market environments, regardless of their size or age. Even though strategic renewal is a crucial factor for sustainable success of organizations, it is only an emergent area in literature. This article examines potential antecedents of strategic renewal and impact on firm performance. Based on 104 companies’ responses to a structured questionnaire, the empirical findings demonstrate that strategic renewal positively impacts firm performance, and that entrepreneurial orientation and organizational learning are antecedents. From a practical managerial viewpoint, our results suggest that firms following a strategic renewal approach can increase the long-term success of their organizations: Firms that are entrepreneurially oriented and willing to learn can successfully manage strategic renewal.     

Doing it for themselves? Performance appraisal in project‐based organisations,the role of employees,and challenges to theory

We explore performance appraisal in project‐based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project‐based organisational context.     

Acquaintance or partner? Social economy organizations,institutional logics and regional development in Australia

The social economy as a regional development actor is gaining greater attention given its purported ability to address social and environmental problems. This growth in interest is occurring within a global environment that is calling for a more holistic understanding of development compared to traditionally economic-centric conceptions. While regional development policies and practices have long considered for-profit businesses as agents for regional growth, there is a relatively limited understanding of the role of the social economy as a development actor. The institutional environment is a large determinant of all kinds of entrepreneurial activity, and therefore understanding the relationships between the social economy and broader regional development processes is warranted. This paper moves beyond suggestions of an economic-centric focus of regional development by utilizing institutional logics as a theoretical framework for understanding the role of social enterprises in regional development. A multiple case study of ten social enterprises in two regional locations in Australia suggests that social enterprises can represent competing logics to economic-centric institutional values and systems. The paper argues that dominant institutional logics can promote or constrain the inter-play between the social and the economic aspects of development, in the context of social enterprises.     

To be entrepreneurial,or not to be entrepreneurial? Explaining differences in franchisee entrepreneurial behavior within a franchise system

Although franchising scholars largely acknowledge that franchisees may behave like entrepreneurs, little is known about whether and why franchisees differ in their entrepreneurial behaviors. Franchisees are semi-autonomous entrepreneurs running geographically dispersed units within established organizations. We therefore use corporate entrepreneurship (CE) literature to define and measure franchisee entrepreneurial behavior, and we build on an entrepreneurial motivation framework to develop an integrative set of hypotheses that explain differences in franchisee entrepreneurial behavior. We test these hypotheses using survey data on 119 franchisees within a single Dutch franchise system. Our results show that the extent of franchisee entrepreneurial behavior varies considerably, even within a single franchise system. The differences in franchisees’ entrepreneurial behaviors can be explained by differences in franchisees’ intrinsic goals, relational satisfaction and local competition.     

Slash and burn or nip and tuck? Downsizing,innovation and human resources

Workforce downsizing has become a popular human resource practice by management over the last few decades. But surprisingly its impact on a number of organizational outcomes remains ambiguous. In this study we examine the link between different types of employee downsizing and organizational innovativeness. Our results, based on a survey of UK firms, indicate that the impact of workforce downsizing on innovation is contingent on the speed of implementation and the motive for downsizing. Contrary to expectations, the results reveal that the size of the workforce reduction has no significant impact on innovation.     

Ready or Not? Homosexuality,Unit Cohesion,and Military Readiness

The U.S. military argues that homosexuals are unfit for service because their presence compromises military readiness and unit cohesion. Based on this assumption, it continues to discharge homosexuals at an average rate of approximately 925 per year. On the other hand, the extant research suggests that homosexuals are no more disruptive to military life than their heterosexual counterparts. By integrating the legal and scientific literature, this paper examines the soundness of the military’s assumptions and aims to improve our understanding of the issues involved. Within this context, the efficacy of the military’s “Don’t Ask, Don’t Tell, Don’t Pursue” policy and whether it is in the best interest of the military and its soldiers and sailors is discussed.

To pool or not to pool: What is a good strategy for parameter estimation and forecasting in panel regressions?

This paper considers estimating the slope parameters and forecasting in potentially heterogeneous panel data regressions with a long time dimension. We propose a novel optimal pooling averaging estimator that makes an explicit trade‐off between efficiency gains from pooling and bias due to heterogeneity. By theoretically and numerically comparing various estimators, we find that a uniformly best estimator does not exist and that our new estimator is superior in nonextreme cases and robust in extreme cases. Our results provide practical guidance for the best estimator and forecast depending on features of data and models. We apply our method to examine the determinants of sovereign credit default swap spreads and forecast future spreads.     

What factors influence the organizational commitment of public sector employees in China? The role of extrinsic,intrinsic and social rewards

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment of 239 Chinese public sector employees. Hierarchical regression analysis revealed that although variables included to measure extrinsic and social rewards were strongly related to organizational commitment, variables included to measure intrinsic rewards had limited influence. These findings suggest that the antecedents of organizational commitment in the Chinese public sector are significantly different from those in the Chinese private sector and public sector organizations in the West.